MARICOPA COUNTY FY 2016- 2017 ADOPTED A N N UA L B U S I N E S S S T R AT E G I E S Credits Board of Supervisors Clint Hickman, District 4, Chairman Denny Barney, District 1 Steve Chucri, District 2 Andrew Kunasek, District 3 Steve Gallardo, District 5 County Manager Joy Rich 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 2017 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 Limitation and Debit 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 Conclusion 3 6 7 9 10 11 12 13 14 18 20 22 24 25 County Profile Introduction History County Seal and Flag Climate and Topography 27 27 28 29 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 Justices of the Peace Constables 29 30 32 32 33 34 35 36 36 37 37 37 38 39 39 i Maricopa County Annual Business Strategies FY 2017 Adopted Budget Table of Contents Citizens’ Budget Brief 2017 Citizens’ Budget Brief 2017 41 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 53 53 53 54 54 56 56 56 57 57 58 58 59 59 60 60 60 60 60 60 61 61 61 61 62 62 62 62 63 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 65 65 65 65 66 66 68 69 ii Maricopa County Annual Business Strategies FY 2017 Adopted Budget Table of Contents Government Operations Growth and Economic Development Fiscal Strength and Responsibility 70 71 72 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 2017 Budget Process Fiscal Year 2018 Budget Process Budget Adjustment Process Programmatic Budgeting iii 73 73 74 74 75 75 75 75 76 76 76 76 76 76 77 78 79 79 79 79 80 80 81 83 83 83 83 84 84 84 84 84 84 84 85 85 85 85 85 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Table of Contents Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type 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 Balances Consolidated Sources, Uses and Fund Balance by Fund Structural Balance Consolidated Operating Sources, Uses and Structural Balance by Fund Expenditure Limitation Appropriated Expenditures and Other Uses by Department, Fund and Function Class 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 iv 87 88 89 92 96 100 101 105 105 105 105 109 109 109 110 110 110 111 111 112 112 113 114 114 114 115 116 117 117 117 118 118 118 118 119 120 122 123 126 127 142 146 147 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Table of Contents Non Departmental Expenditure Summary – Operating Non Departmental Expenditure Summary – Non-Recurring Economic Development Agricultural Extension Health Care Programs Summary Fund Transfers In Fund Transfers Out Eliminations Personnel Personnel Summary by Department and Fund Personnel Summary by Market Range Title 152 155 157 157 157 158 161 164 164 166 170 Mandates Introduction Summary Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 181 182 184 184 185 185 186 186 Financial Forecast Executive Summary Overall Fiscal Position Structural Balance Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Forecast Uncertainty Financial Forecast Schedules 189 189 191 191 194 195 196 197 198 199 Department Strategic Business Plans and Budgets Adult Probation Air Quality Animal Care and Control Assessor Assistant County Manager – 940 Assistant County Manager – 950 Board of Supervisors, District 1 205 235 249 262 268 271 278 v Maricopa County Annual Business Strategies FY 2017 Adopted Budget Table of Contents Board of Supervisors, District 2 Board of Supervisors, District 3 Board of Supervisors, District 4 Board of Supervisors, District 5 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 Public Defense System Public Fiduciary Public Health Recorder Risk Management Sheriff Superior Court Transportation Treasurer Waste Resources & Recycling 281 284 287 290 293 297 307 339 344 360 389 396 402 405 422 433 444 470 488 511 518 532 539 552 571 575 580 597 623 628 644 667 679 690 727 735 770 780 795 841 879 895 907 vi Maricopa County Annual Business Strategies FY 2017 Adopted Budget Table of Contents Capital Improvement Program Executive Summary Capital Improvement Program Definition Facility Capital Improvement Program Transportation Capital Improvement Program 915 916 916 917 Five Year CIP Budget FY 2017 CIP Budget Operating Budget Impacts Facility Project Detail Technology Project Detail Transportation Project Detail 919 921 924 926 940 955 Debt Service Debt Management Plan Introduction to Debit Current Debt Situation Debt Issuance History Financing Alternatives Pay-As-You-Go Financing Grants Short-Term Borrowing (Notes) General Obligation Bonds Revenue Bonds Capital Leases (Lease-Purchase Obligations) Certificates of Participation (COP) Lease Trust Certificates Installment Purchase Agreements Special Assessment Bonds Debt Limit Rating Agency Analysis History of Maricopa County’s Debt Rating Ratio Analysis Debt Obligations by Type General Obligation Bonds Lease Revenue Bonds Certificates of Participation Capital Leases Special Assessment Districts Housing Authority of Maricopa County Loans Payable Housing Authority of Maricopa County Capital Leases Obligation Short-Term Borrowing Debt Practices Administration of Debt vii 975 975 975 975 976 976 977 977 977 978 978 978 978 978 978 978 979 980 981 982 982 983 983 984 984 985 986 987 987 987 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Table of Contents Use of Debt Financing Method of Sale Competitive Sale Negotiated Sale Use of Bond Insurance Arbitrage Liability Management Selection of Professional Services Bond Counsel Financial Advisor Continuing Disclosure of County Financial Information Maturity Structures Ratings Modification to Practices 987 988 988 988 988 988 989 989 989 989 990 990 990 Attachment Budgeting for Results Guidelines and Priorities Budgeting and Accountability Policy Managing for Results Policy Policy for Administering Grants Budget Calendar Fund Descriptions Revenue Source Codes Expenditure Object Codes Statutory Requirements Arizona State Auditor General Forms 991 993 1002 1004 1012 1013 1022 1023 1025 1030 Glossary Glossary 1047 Acronyms Acronyms 1053 Acknowledgements Acknowledgements 1055 viii Maricopa County Annual Business Strategies FY 2017 Adopted Budget Motions Motions Budget Adoption 1) Adopt the FY 2017 Budget in the amount of $2,356,007,976 by total appropriation for each department, fund and function class listed in the attached schedules. This amount represents no change from the FY 2017 Tentative Budget of $2,356,007,976, except those minor modifications as noted in the public hearing. 2) Approve the attached Executive Summary. 1 Maricopa County Annual Business Strategies FY 2017 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) Authorize the Office of Management and Budget to validate and approve an incoming JV in the last month of the fiscal year for an elected or judicial department that is unable to achieve their budgeted vacancy savings. The amount will be the lesser of the projected expenditure overrun or the unachievable vacancy savings. 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 2017 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 2017 Adopted Budget Transmittal Letter Transmittal Letter To: Clint Hickman, Chairman, District 4 Denny Barney, Supervisor, District 1 Steve Chucri, Supervisor, District 2 Andrew Kunasek, Supervisor, District 3 Steve Gallardo, Supervisor, District 5 The FY 2017 recommended budget follows a conservative fiscal path that the Board has embraced for many years. Chairman Clint Hickman asked his fellow Board members to endorse a budget process that continued to encourage collaboration, but that also emphasized fiscal restraint. It is imperative that the County continue to build reserves and maintain structural balance in the General and Detention Funds. Because the Detention Fund is not self-sustaining, achieving these goals is difficult. This required efficient and effective use of the dollars budgeted and spent. The Chairman continues to discuss the state mandates that put an enormous strain on our operating budget as the State of Arizona sends cost shifts to Arizona Counties. The state shifts from FY 2016 that were paid for with fund balances in our special revenue funds are now included in our operating budget in FY 2017. This accounted for $11.1 million in additional costs as the state passes the costs to counties from the Department of Revenue and Juvenile Corrections. The County must deal with increased demands in criminal justice, health care, and general service delivery. While the economy is still in a growth mode, we must prepare for the eventuality of a slow down or recession. Our revenue growth pattern is significantly lower than the historical trend, but is aligned with the economic growth in the nation. Years of double-digit revenue increases are no longer realistic and are not expected to return in the foreseeable future. Our economic team has continued to indicate that a recession is not anticipated in FY 2017, but that in FY 2018 or 2019 our nation may experience a recession. “As a cycle continues on in years, though, it is prudent to be more cautious as the probabilities of an economic slowdown grow. While expansions don’t end because of old age as expansions get older, imbalances can occur.” Elliott D. Pollack and Company, January 2016 During the Financial Strategic Planning Session in December of 2015, the Board of Supervisors and the Constitutional Officers discussed the Expenditure Limitation, financing of Capital and Technology Projects, and maintaining fiscal health. The length of our economic expansion period indicates that there will be a financial slowdown or recession in the next several years. Our position in the expansion cycle is coming to an end, and so, we need to continue to build reserves in order to have the financial means to weather the coming storm. The Board of Supervisors has set a policy of building and then maintaining the equivalent of two months of operating cash. These reserves, for the General and Detention Funds, are to ensure fiscal health in the tax-supported funds. Over the past several years, the County began rebuilding the dwindled cash reserves. In the General Fund, the reserve level was reached several years ago. In order to maintain the two-month reserve for the General Fund, cash needs to continue to be set aside. As the General Fund operating budget is growing, cash reserves are rebuilt annually. In the FY 2017 budget, an additional $10.2 million was added to maintain a two-month reserve. This budget recommends that this allocation occur. In the Detention Fund, the reserves were not previously fully funded. Previously, there were significant cash reserves, but they were subsequently utilized for new detention facilities. The building of the new 3 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter ITR (Intake, Transfer and Release) jail facility was budgeted in FY 2016. The County had been saving cash to build the new jail for many, many years. In the last budget development cycle, the Board decided to proceed with building a replacement jail for the aging Durango Jail. The new detention facility will also replace the intake center in the 4th Avenue Jail that is no longer “state of the art”. The allocation of $185 million for this new facility nearly depleted the cash reserves. The funds remaining will be utilized for the Detention Fund cash reserves, but does not equal the two-months required. The cash remaining for reserves is $24.4 million, but the cash balance is still short. In FY 2017, there will be an infusion of $38.3 million in General Fund cash which will bring the Detention Fund reserves to the Board approved level of two-months of operating cash. The total appropriation for the FY 2017 Recommended budget is $2,356,007,976. This is an increase over the FY 2016 revised budget of $116.8 million or 5.2%. The operating budget went up slightly by 2.9%. The largest component of the budget increase was a $90.5 million increase for a debt service payment that is part of the non-recurring budget. The debt instrument was necessary in order to utilize the expenditure limitation exclusion. A cash reserve has been established to fund this debt payment or for use in future capital spending. In the General Fund, there was a $69.3 million or 5.9% increase in the operating budget. This was primarily needed to fund the justice and law enforcement aspects of our budget and our state mandates, including the new cost shifts that are highlighted above. Criminal Justice and Public Safety make up 53.45% of the County’s overall budget. The County continues to see volume increases, cost driver surges, and court mandated growth far in excess of the tax base. Our growth was offset slightly by a reduction in operating budgets that was a result of increasing vacancy savings in departmental budgets to more closely match the savings being achieved by departments. The actual change in the departmental budgets as a result of these adjustments is $4.4 million in the General Fund and $4.1 million in the Detention Fund, plus several million additional savings in other funds. Operating increases are primarily due to increases in state mandates ($15.7 million), pay for performance increases ($20.8 million), fixed benefit cost increases ($18 million), and increased costs to support the Detention Fund ($15.9 million) which is no longer self-sustaining on its internal revenues. Other increases are primarily for criminal justice issues including a new juvenile court, additional adult probation officers and staff, and increased prosecution and technology costs. Additional details about the criminal justice cost increases will be discussed later in this transmittal letter. State cost shifts continue to dog our County budget. The primary impact this year was annualized into the operating budget from last year. This was a significant burden for Maricopa County and all counties in Arizona. The state transferred a portion of the cost of the Arizona State Department of Revenue (DOR) and the Arizona State Department of Juvenile Corrections (ADJC) to Arizona counties. For Maricopa County, the cost for DOR was $4.0 million and ADJC $6.7 million. Superior Court Judges and Justices of the Peace will receive a 3% salary increase annually to be phased in. The full year impact of this cost is $991,747. In addition, there is still uncertainty regarding the reimbursement for the Presidential Preference Election that occurred in March 2016. More on the state cost shifts will be discussed later on in this document. Employee costs make up a significant portion of our operating budget. Last year there were no salary increases in the budget. However, as we move into FY 2017, funding for pay for performance is included. Voluntary turnover has significantly increased in FY 2016 when the performance pay plan was suspended. Turnover statistics show that voluntary turnover is expected to increase from 8.52% in FY 2015 to 11.87% in FY 2016, per estimates from the Maricopa County Human Resources Department. Fixed benefit costs are also on the rise. In the past several years, the County has burned off excess reserves in the Benefits Trust Fund. However, that has come to an end. In FY 2016, we have reached the appropriate fund balance target and increased costs for health and dental benefits 4 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter needs to be passed onto the employer and employees. This will result in an employer increase of $14.8 million in the General and Detention Funds, and more than $18 million countywide. The non-recurring or non-operating budget is growing by $66.0 million in all funds. There is a $94.3 million increase in all the debt service funds combined, as the first principal payment on a $185.5 million loan is due in FY 2017. This loan was necessary to ensure that certain capital spending could be taken out of the expenditure limitation calculations as allowed by the state constitution. In addition, increases are occurring in the capital fund as building of the new detention facilities is expected to begin in earnest in FY 2017. These increases are offset by savings in other funds. The budget guidelines were approved by the Board of Supervisors on January 6, 2016. The budget guidelines are important policy directives that set the tone for FY 2017 budget development. This year, the guidelines were meant to limit spending and suppress requests for new programs. Early on, forecasts indicated that the budget growth would need to be limited with the necessity to include state cost shifts into the operating budget and with limited new revenue growth projections. The guidelines outlined the following items: the primary property tax rate would remain flat, the “most likely” revenue estimates would be utilized, pay for performance would be funded (if possible), reserves would continue to be built, capital and technology projects would be limited, the expenditure limitation impact would be considered, and financing of projects would occur when practical. The recommended budget followed the Budget Guidelines and Priorities approved by the Board of Supervisors, unless otherwise discussed in this letter. The highlights of the policy guidelines are shown below. The departments, based on the instructions by the Office of Management and Budget (OMB), prepared budget submissions. These instructions included: 1. Development of a sustainable, structurally balanced budget that advances the mission and strategic goals of Maricopa County’s Strategic Plan; 2. All departments must submit their base expenditure budget requests within their budget baseline; 3. No requests for additional funding are being accepted; 4. ZBB selected departments will complete decision packages to be reviewed by OMB; 5. The base budget will restore operating contingency and reserves; and 6. No funding for new capital improvement projects, transportation projects and technology projects will be made available until after reserve decisions are made and must be prioritized with the available funds. The Zero-Based Budget (ZBB) process is a successful tool to build budgets by taking an in depth look at departments on a rotating basis. This technique was again applied during FY 2017 budget development. A large number of departments were selected for this budget cycle, including the Call Center, Elections, Employee Benefits and Health, Environmental Services, Medical Examiner, Parks and Recreation, Protective Services, Public Health, Risk Management, and the Stadium District. These departments were provided with the opportunity to highlight their services, needs, and results as the spotlight turned to them during this development cycle. As a result, the Medical Examiner’s Office received a significant budget increase due to demand and benchmarking with other jurisdictions. More on that subject in a later section of the transmittal letter. 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 5 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter are asked to make recommendations on department requests, requiring collaboration and interaction with departmental budget representatives. Departments that have participated state that it was a valuable learning experience, resulting in better outcomes even if additional funding had not been approved. All departments will have undergone a ZBB process in a six-year cycle. It is anticipated that the cycle will begin again. Strategic Plan In the Fall of 2013, the Board of Supervisors and County administration began a new strategic planning cycle. The new 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 County Board of Supervisors. An additional financial strategic planning session was held on December 7, 2015. These collaborations are expected to continue as the Board revises and advances the County’s 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. (2015 actuals are at 9%) 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. (FY 2015 actuals, Exceedance Days for Ozone, PM-10, PM 2.5, or Nitrogen Oxide were 16 days or 4.4% out of compliance.) 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, the Treasurer’s Office will increase the number of parcels enrolled to receive paperless statements to 10%. (FY 2015 actuals, increase from 41,000 to 51,000, a 43.9% increase.) 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. (Exceeding goal at 87%) 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. 6 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter Strategic Goal – By the end of FY 2018, 100% of all county funds will obtain structural balance. (Achieved for General Fund and Detention Funds.) The goals are all challenging, 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’s approach to revenues has evolved over the years. In past years, utilization of the “Pessimistic” revenue projections was used. This ensured that we met our revenues on a regular basis and were not forced to make budgetary adjustments midway through a fiscal year. However, in the most recent past, the approach has been revised to budget at “Most Likely” levels. This has been successful due in part to our conservative revenue forecasting approach. Maricopa County has been consulting with economist Elliott Pollack and Company for many years. This year, a group of economists were employed to provide a sound fiscal basis that has increased credibility and reliability. In addition to Pollack, we utilized Rounds Consulting, Inc. and The Maguire Company. This combination of economists all reviewed our State-shared Sales Tax, Vehicle License Tax (VLT), and our local Jail Tax projections and agreed to the figures that were developed for the FY 2017 budget. This added review process should virtually guarantee that we do not over-estimate our revenues. With a recession in view, it was imperative that we achieve this sense of certainty. In FY 2016, the revenues were very strong at the beginning of the year, but have tapered off dramatically as the year progressed. Our first month, July, saw double-digit State-shared Sales Tax growth over the prior year at 10% above last year’s receipts. Since that first month, the YTD stateshared revenues over last year have been sliding. State-shared Sales Tax is $9.2 million or 2.3% better than budget through April. The State-shared Vehicle License Tax (VLT) has been more of a roller coaster with revenues up and down over the course of the year. Year-to-date through April, the VLT revenues are $6.9 million or 6.1% ahead of budget. 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 just slightly over budget by $0.422 million or 0.47%. Like the Stateshared Sales Tax, this revenue stream is slowing over the past several months. Below are the recommended revenue budgets for FY 2017. Again, these forecasts have been vetted with three different econometric firms. Variance to Most Likely $516,863,039 $149,955,458 $149,670,043 $106,154,321 State Shared Sales Tax: Vehicle License Tax: Jail Excise Tax: Highway User Revenue Funds: Forecast +5.05% +8.44% +2.45% +8.13% As was stated above, Maricopa County is currently developing the recommended budgeted revenues through a review with several different economists. 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. In addition to 7 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter the contracted economists, we also reached out to Arizona State University and Professor Dennis Hoffman. Mr. Hoffman helped to explain the details behind our State-shared Sales Tax and our Jail Tax. He was able to look at receipts by category State-Shared Sales Tax $516.9 and determine the different growth sectors. This $520 $499.4 $480.4 $476.5 helped to explain the revenue differences $480 $461.0 between the two sales-based taxes. $443.6 $394.9 $440 $418.6 Millions State-shared Sales Tax or Transaction Privilege $400.5 Tax (TPT) is the largest revenue source for the $400 $385.5 General Fund, budgeted at $516.9 million for FY $366.3 $360 2017. This revenue source fluctuates with the economy. When the economy is growing, the $320 sales taxes grow. During times of recession, it declines. The graph to the right illustrates the *FY 2014 Actual is net of receipts for one-time prior year reclasisfication ** FY 2016 Forecast changes that have occurred over the past ***FY 2017 Recommended Budget decade. The year-over-year growth is 5.7% through April receipts. The State-shared sales tax is recommended at a 5.05% growth for FY 2017, which is about 3.5% more than the forecasted revenue for FY 2016. Because of the threat of an economic slowdown or recession, this revenue will be tracked closely in the coming year. $160 State-Shared Vehicle License Tax The Vehicle License Tax is a registration fee charged to Arizona residents when registering a $126.1 $126.0 $118.2 $116.4 $113.6 vehicle in the state. New car sales are a $120 $113.4 significant factor in receiving increased revenues, $100 since the vehicle’s depreciated value is utilized to $80 assess the tax. This revenue is budgeted for FY $60 2017 at $149.9 million. This tax has been hard to $40 predict since it is so closely tied to new auto $20 sales. Receipts often grow when there are $marketing and promotions that generate new car FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16* FY 17** *FY 2016 Forecast sales. The budget for next year is an 8.44% **FY 2017 Recommended Budget growth over the FY 2016 budget. YTD it has the most robust performance of the three large revenues. According to the Elliott Pollack and Company, there is still a significant demand to replace aging personal vehicles and company fleets. The average age of the auto fleet in 2000 was 8.9 years, and in 2015, it is 11.5 years. This indicator supports the assumption that this revenue stream will continue to have strong growth in FY 2017. Jail Excise Tax $139.3 $135.0 $144.7 $150.0 Millions $140 $143.5 $160 $140 $145.4 $138.1 $132.9 $140.5 $146.0 $149.7 Millions $124.6 The Jail Excise Tax is a local tax approved by the $118.1 $116.9 $112.5 $120 $107.1 voters in 1998 for use in building and operating $100 the adult and juvenile detention facilities and to $80 lower the inmate and juvenile populations. This $60 sales-based tax is a 1/5 of a cent tax and will $40 expire in FY 2027. Unfortunately, this local tax $20 has been sluggish for several years. Because of $0 the slow growth in this revenue stream, the Detention Fund cannot sustain structural balance *FY 2016 Forecast without assistance from the County’s General **FY 2017 Recommended Budget Fund. The Jail Tax revenue budget for next year is $149.6 million, which is a 2.45% growth for FY 2017. The slow growth in this tax base, along with a reduction in the Jail Per Diem revenues from the cities and towns, has resulted in a significant subsidy 8 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter from the General Fund to the Detention Fund. More on this issue below in the Justice and Public Safety Section. Highway User 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 County’s 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 through April, the growth is 5.7% or $4.47 million over last year. Next year’s budget for this revenue is $106.2 million. The overall revenue picture for Maricopa County is shown on the graph to the right. The largest revenues are State-shared Sales Tax (21.94%), property taxes including penalties and interest (21.55%), and fund balance (11.28%), 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 (10.99%). The next categories are grants and intergovernmental agreements with governmental entities (8.39%) and the Stateshared Vehicle License Tax (6.82%). Then, the local sales or Jail Excise Tax (6.35%) which is utilized for funding of adult and juvenile detention facilities. The last two revenues are Highway User Revenue Funds (4.51%) and miscellaneous and interest (8.17%). The biggest reduction is the fund balance, which continues to shrink during the years after the recession. The largest increase was miscellaneous and interest which increased from 1.43% to 8.17% due to proceeds from the financing of projects. Financing is required in order to utilize the debt exemption for the expenditure limitation. Property Taxes The net assessed value (with the Salt River Project (SRP) effective value) is increasing by $1.488 billion. This increase is more than last year and includes new construction, which is greater than forecasted. This is the second year that includes the impact of Prop 117 passed by the voters in the 2012 general election. This 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. With this law going into effect, local governments who lost significant assessed valuation during the great recession will endure a longer timeline to recover the losses. Maricopa County’s primary property tax levy, excluding the SRP payment in lieu of taxes, will be $506,222,172 for FY 2017. The SRP payment will be $10,292,205 which is a decline of $26,762. The increase in the primary property tax levy, including SRP will be $35,001,851. 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 2017, the maximum levy for Maricopa County will be $655,823,089. With the adoption of the FY 2017 budget, the County will be $149.6 million or 23% below the maximum levy. The tax rate is increasing slightly next year by $0.04 per $100 of net assessed value. The median home in Maricopa County had a value of $116,078 in FY 2016, and it will be $121,100 in FY 2017, 9 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter which is an increase of 4.32%. With home values going up, and this slight increase in the rate, the result is a very slight increase in taxes. The property tax bill on a median home will increase by $11.68 annually. This slight increase is required for the increased costs and demands that are primarily associated with criminal justice and to accommodate the cost shifts from the State of Arizona that are moving to our operating budget. Of the increase in the tax rate, $0.0322 can be directly attributed to the cost shifts for Juvenile Corrections, the Department of Revenue, and the increased cost of the Superior Court Judges and Justices of the Peace salaries, all mandates from the State of Arizona. Fiscal Primary Year Tax Bill 2008 $156.58 2009 $167.56 2010 $174.50 2011 $154.47 2012 $154.47 Maricopa County has saved its taxpayers money by not issuing any General 2013 $137.72 Obligation Bond debt since 1986. In the late 1990’s, the Board of Supervisors 2014 $130.63 decided to utilize a “pay as you go” capital plan for large capital improvement 2015 $146.09 projects. In FY 2011, they expanded this category to also include large 2016 $157.97 technology projects. The County paid cash for the Southwest Justice Courts Project that will open in March 2017, and the ITR Detention Facility that will 2017 $169.65 open in June 2019. Both of these projects are funded with cash and are in the FY 2017 CIP budget. In addition, smaller capital improvement projects and a number of technology infrastructure issues are funded in the budget utilizing cash. The cash-funding philosophy has 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 $173 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. The Flood Control and Library District levies are increasing slightly as well. The Flood Control District’s tax rate will increase by $0.02 and the Library District’s rate will remain flat. The levy for the Flood Control District (with the SRP Payment in Lieu of Taxes) will be increasing by $8,967,488 and the Library District’s will increase by $827,474. More on these districts can be found in their individual transmittal letters. Expenditure Limitation and Debt 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 that is tied to the Gross Domestic Product (GDP) price deflator (general inflationary indicator) and population growth. Both of these indicators are not indicative of our expenditure growth or our mandates. All expenditure requests must 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 41563. Because financing mechanisms are excludable from the limitation, financing of capital project, technology, and other one-time equipment expenses are assessed whenever large purchases are made. In FY 2015, a debt issuance of $185.5 million was approved by the Board of Supervisors. The first principle debt payment on this issuance is due in FY 2017, a payment of $99.2 million. This expenditure is included in the FY 2017 budget. There are cash reserves that can be used to fund this debt issuance or future capital projects. Accumulating the cash for these large projects has saved the County taxpayers over $594 million in interest since 2002. However, this debt service has artificially inflated our total expenditures. Another payment of $99.2 million will be due in FY 2018 and then the debt repayment will be complete. 10 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter In addition to the debt previously discussed, this budget also includes the issuance of $15 million in taxable debt and $101 million in tax-exempt debt for the Madison Street Jail Adaptive Reuse Project, which also includes construction of a nearby parking garage. Both of these financings will be paid back over a short term. The $15 million for the garage has a five-year term. The $101 million has an eleven-year term. This strategy will result in significant interest savings. Over $57 million in interest costs will be saved by financing the $101 million building over eleven instead of twenty-five years, a considerable cost savings for the taxpayers of Maricopa County. Because it is included in the operating budget, no additional secondary property taxes through a General Obligation Bond are necessary. Another true savings for property tax owners. Expenditure Uses Maricopa County’s expenditures are primarily made up of public safety (53.45%) and health, welfare, and sanitation (21.78%) costs. Many of the health care costs are mandated payments to the State of Arizona. The next largest category is general government (15.51%), which includes several Constitutional Offices: Assessor, Recorder, Elections, and Treasurer. Next would be highways and streets (7.34%) 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 (1.31%) category. MCESA handles mandated services and other grant-funded educational functions to the school districts in our County. Finally, culture and recreation (0.61%) is the Parks and Recreation Department. The largest category of expenditures is criminal justice and public safety. It comprises 53.45% 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 expenses were 51.83% of the budget. This increase includes the new Madison Street Adaptive Reuse Project which will house the County Attorney’s Office and improvement in Adult Probation and Court facilities. Operational increases include new Adult Probation Officers, an additional Juvenile Court, technological improvements for the Superior Court, increased cost for prosecution, and cost increase for interpretation and translation. There will be more on the specifics of justice and law enforcement in a later section. The other large category is health, welfare, and sanitation, which is 21.78% 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 11 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter 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 Our economy is growing, although at a slower pace than historically for the Phoenix Metropolitan area. Our economist, Elliott Pollack, has indicated that he does not believe that a recession will occur in FY 2017; however, signs of an imbalance are beginning to surface. Once there are too many of these econometric imbalances, a recession will occur. Therefore, it is prudent to brace for the coming slowdown and to have your fiscal house in order. In Maricopa County, we are doing just that. We have rebuilt our cash reserves, we have corrected structural imbalances, and we have begun funding and building needed infrastructure. The County is prepared for the economic changes that lie ahead. Consumers drive much of our economic growth. Consumer debt is low and gas prices have dropped. Employment has improved, although our employment numbers are not what they were before the great recession. The Phoenix Metro area was in the top five for employment growth from 1992 – 2006, except for two years. In 2015, Phoenix Metro is ranked 15, which is up from a low of 25 in 2008. If there are not jobs to be had, the population does not grow. If the population does not grow, then housing is stagnant and commercial building slows. Growth itself is an economic driver in Maricopa County. “Why has Arizona’s growth in this cycle been subpar relative to its historical norm?” Elliott Pollack, March 7, 2016 Arizona’s growth has been subpar because of a number of factors; however, population growth is a big driver. Arizona has had a slowdown in population inflows. The national recovery and population growth has been slower than in the past. The housing recovery has been painfully reduced. Population growth propels economic activities such as demand for goods and services that come with new residents. Population growth for the State of Arizona is 1.5%, significantly below the pre-recessionary average of 3.2%. In 2016, Maricopa County is expected to be only slightly higher at about 1.8% based on the University of Arizona’s Forecasting Project. This change in our population growth patterns is affecting our economic drivers, including housing. Housing has always been a central theme that represents growth for our community. Based on the population forecast, an average of 12 Population Change Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016* 2017* Population 3,708,664 3,781,121 3,814,982 3,822,597 3,833,714 3,864,038 3,914,782 3,976,755 4,042,545 4,119,353 4,205,859 Year-OverYear 72,457 33,861 7,615 11,117 30,324 50,744 61,973 65,790 76,808 86,506 1.95% 0.90% 0.20% 0.29% 0.79% 1.31% 1.58% 1.65% 1.90% 2.10% *Forecast Historical and Forecast Data from Elliott D. Pollack and Company April 2016 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter 20,000 single family units will be built each year from 2016 through 2020, according to Pollack. However, there are a number of factors that are still impacting the housing market. Negative equity in homes still plagues many households, FHA loan limits dropped, foreclosures and short sales are still occurring, millennials are not buying homes, student loans are increasing, and tougher loan standards continue to be enforced by banks. All of these factors have resulted in a slow housing recovery. Millennials are changing the economy. They are marrying later or not at all. They are not starting a family as early as past generations, and they are living with their parents well into their late twenties and thirties. There are approximately 1.5 million more 25 - 34 year olds living with their parents than in 2002. These changes are reflected in our economy. Millennials also have a huge student loan problem. In 2004, there was $330 billion in student loans. In 2015, it had grown to $1.2 trillion. This debt has impacted Millennials’ ability to save for a down payment on a home. In fact, student loans are a drag on the entire economy as these individuals cannot buy a home or goods and services until the loans are paid off or forgiven. In summary, there are positive economic indicators that point to continued growth, but imbalances as well. The growth is at a new normal level, steady but slow. However, at this point in the economic cycle, caution is necessary. The FY 2017 budget utilized moderate revenue projection and is using necessary fiscal tools, such as building reserves in order to be prepared when the slowdown occurs. State Budget Impacts The State of Arizona has a great impact on the County’s budget. 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. In FY 2016, the State of Arizona is ahead of their February revenue forecast by $38.4 million, has taken in $398.1 million in General Fund collections above last year, and has $460 million in their Budget Stabilization Fund. This should mean a reversal of cost shifts that have vexed Arizona counties. However, a reversal of past actions did not occur during this legislative session. During 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 was $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 was a new financial burden that cost over $4 million. Both of these costs will continue in FY 2017, although will be slightly lower. Because these costs were paid out of fund balances last year, this $10.8 million has been worked into the FY 2017 operating budget, taking a significant amount of our new revenues. In addition, Maricopa County is required to pay 100% of the Superior Court Judges’ salaries. In all other counties, it is only 50% of the judges’ salaries. The Superior Court Judges’ salaries will increase by 3%. The full-year impact to Maricopa County is $887,039. In addition, the Justices of the Peace will also receive a 3% salary increase. This wil be an additional $104,708. Since the Great Recession, we have been tracking all of the state cost shifts. Since 2008, Maricopa County either has or is projected to pay nearly $302 million in adverse budgetary impacts from the State of Arizona. As you can see from the chart on the next page, the financial burden is increasing and the FY 2017 ongoing operational cost shifts total over $31.0 million. However, there has been onetime relief provided by the State of Arizona for the Juvenile Corrections and the HURF Diversion issues. The state will provide a one-time reduction of the Juvenile Corrections ($4.8 million) and HURF Diversion ($4.2 million) that will increase our fund balances in the General Fund and the HURF Fund. However, this will not improve our ongoing long-term operational expenses. 13 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter Estimated State Budget Impacts on Maricopa County, FY 2008 to FY 2017 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*** Superior Court Judges and Justices of the Peace Salary Increase**** Total FY 2008-2014 $ 103,668,300 11,078,831 42,264,339 6,662,102 1,248,860 16,700,000 36,050,316 846,000 722,630 64,962 - $ FY 2015 $ FY 2016 4,492,963 249,772 2,106,649 9,155,758 282,000 447,723 1,000,000 $ 5,095,023 249,772 2,106,649 9,354,345 282,000 447,723 1,000,000 FY 2017 $ 5,098,334 249,772 2,345,000 9,354,345 282,000 447,723 1,000,000 $ TOTALS 103,668,300 11,078,831 56,950,659 6,662,102 1,998,176 23,258,298 63,914,764 1,692,000 2,065,799 64,962 3,000,000 - 600,000 600,000 600,000 1,800,000 - - 7,166,033 4,030,498 2,972,161 - 6,724,128 4,030,498 991,747 13,890,161 8,060,996 2,972,161 991,747 $ 18,334,865 $ 33,304,204 219,306,340 $ 31,123,547 $ 302,068,956 *Receiving one-time relief of $4,777,300 for Juvenile Corrections and $4,186,117 for HURF Diversion to DPS in FY 2017, but full impact has been built into operating budget **Estimates based on initial year of shift without consideration of inflation ***Reimbursement request submitted to Secretary of State for $2,972,160.56 ****Annualized cost of Superior Court Judges and Justices of the Peace salary increase in State budget Maricopa County is keenly aware that the State of Arizona’s actions always result in fiscal impacts on Arizona counties. Chairman Hickman served as the County Supervisor Association’s President last year and he was able to interact with all the counties as large cost shifts were passed onto county governments. Chairman Hickman has been a champion for the counties’ independence from state government. A quote from the Chairman’s speech in January states his feelings well. “The State Legislature is a challenge we face in becoming efficient and effective. Regrettably, we have not convinced lawmakers that a tax shift is not the same as a tax cut. Added to our long list of challenges this year is having a reliable partner at the State Capitol. I ask all of you here and across the County to join in this effort to inform the state of our issues.” Chairman Clint Hickman, District 4 Justice and Public Safety Justice and Law Enforcement is a primary responsibility of Maricopa County. Almost 53.45% of the budget is allocated to Justice and Public Safety. As the County’s largest expenditure and because of its critical community function, criminal justice issues are of great concern and focus each budget year. A number of Constitutional Offices and the Judicial Branch are a part of, or are funded by, Maricopa County. The Superior Court of Arizona in Maricopa County is funded primarily by the County. Another component of the Judicial Branch is Adult and Juvenile Probation. The Justice Courts and the Constables, both with elected constitutional officers, are also funded by the County. The County Attorney’s Office and the Sheriff’s Office are also part of Maricopa County government. Public Defense Services and the Public Fiduciary’s Office are also critical elements of the Justice and Public Safety slice of the expenditure pie. 14 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter 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 10,000 6,000 Superior Court Juvenile Dependency Case Filings 5,408 all other counties in 9,000 5,000 Arizona, that cost is shared 4,486 8,000 4,216 by the State and the county 7,000 4,000 3,496 government. This cost 3,326 6,000 burden is over $9 million 5,000 3,000 2,556 2,451 and continues to be borne 4,000 by Maricopa County. The 2,000 3,000 Superior Court is the 2,000 1,000 central nervous system of 1,000 the Criminal Justice 3,700 4,198 5,721 5,879 7,307 7,616 9,292 process. Without a highly FY 2011 FY 2010 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 functioning court system, Children Involved in New Dependency Filings Juvenile Court Dependency Filings the justice system’s incarcerations, prosecution, and defense costs would increase dramatically. After many years without any new court divisions, the Board of Supervisors approved five new courts over the last two years. The FY 2017 operating budget includes one additional court division for the Juvenile Court. The cost of this new division is $232,818, not including the costs for the Clerk of the Court which will be discussed later. The Superior Court also received a decrease in vacancy savings, as they were not meeting their budgeted rate. They also received a significant amount of funding for technology including: disaster recovery funds ($434,933), E-courtroom refresh ($1,500,000), and continued funding for the Superior Court Case Management System ($1,899,500). Another department that is part of the Judicial Branch is Adult Probation. Within Maricopa County, we continue to see extreme growth in volumes resulting in the need to increase the staff, primarily Probation Officers. The Adult Probation Department utilizes probationers to probation officer staffing ratios that are applied to ensure positive outcomes. Adult Probation is known for employing evidencebased practices and maintaining safe situations Average Pretrial Supervision Population with officers. There are staff increases 2400 2,307 2,271 recommended in the FY 2017 budget for a 2300 2,237 2,203 2,169 variety of caseloads including: Domestic 2200 2,136 2,104 Violence, Sex Offenders, Seriously Mentally Ill, 2,122 2100 2,053 Standard Probation, Interstate Compact, Pretrial 2000 1,976 1,969 Defendant Monitoring, Prison Reentry, DUI and 1900 1,898 Drug Courts, and Custody Integration. One of 1800 1,796 1,7621,784 the many drivers of our increased need for staff 1700 1,698 1,659 1,651 is the Prison Reentry Program. In the past, most 1600 1,5671,553 prisoners exiting the State Prison System would 1500 be placed on Parole, a state function. However, 1400 in recent years there is a trend to give them a Probation Tail. This means that they leave the prison environment and are placed on Probation, not Parole. This creates an additional financial and operational burden on Maricopa County. This is just one example of the continuing state cost shifts that are occurring. In total, there are twenty-one positions that will be added on July 1, 2016, if approved. In addition, on a quarterly basis, Adult Probation will work with the Office of Management and Budget to evaluate the need for additional staff. Thereby, the County can keep the staff-toprobationer ratio effective. If the analysis shows a need for additional staff, then a contingency item will be brought to the Board of Supervisors. The operating cost associated with the 21 new positions is $923,824 in the Detention Fund and $602,028 in the General Fund. There is additional funding 15 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter identified in contingency in the event that adding staff during the fiscal year is needed. Finally, in the Capital Improvement Program, there is $6 million for the expansion of the Southport and Black Canyon facilities to accommodate growth of staff. Juvenile Probation is the last component of the Judicial Branch controlled by the Superior Court. As of April 2016, the average daily population in Juvenile Detention is 151 juveniles, down from 174 in FY 2015. In recent years, the department has focused on incarceration alternatives. Therefore, the detained population has decreased from a high of 440 in 2006. Juvenile Probation has also adopted new standards for evidence-based practices to continue to reduce recidivism. Overall, the FY 2017 budget for Juvenile Probation decreased. In the General Fund, the budget decreased by 2.8%, and the Detention Fund saw a small increase of 1.8%. There were 10.5 full-time equivalent positions that were eliminated in the budget due to recruitment inactivity. This is part of the cost reduction in this department. 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. The FY 2017 operating budget is increasing by approximately $153,159 to provide courtroom support for the new Juvenile Court. The Clerk’s Office also has a $1.56 million carryforward for the replacement of their Restitution, Fines and Reimbursements System. 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. The Justice Courts General Fund operating budget has increased to fund four new positions which consists of two new trainers and two new Video Court positions. The operational cost increase for these four positions is $267,603. The new Video Court will result in efficiencies for the Maricopa County Sheriff’s Office, as they will not have to transport in custody inmates out to each Justice Court for arraignments, pre-trial conferences, change of pleas, and sentencing for misdemeanor cases. This will be a cost savings in gas, wear on our vehicles, and staff time. More about the savings for the Sheriff’s Office later in the letter. 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 2017 is increasing by 2.4% due to increased costs associated with child abuse, sex assault and strangulation exams, victim and witness travel, and software license maintenance. The County Attorney’s Office is also expanding their law clerk program that assists prosecutors in cost effective legal research. Due to reduced funding in their Grants, Diversion, Fill the Gap, and Criminal Justice Enhancement Funds, thirteen (13) positions are being transferred to the General Fund as follows: seven (7) Attorneys, three (3) Legal Support Specialists, one (1) Administrative Staff Supervisor, one (1) Legal Assistant, and one (1) Social Worker. To minimize the impact on the General Fund, budgeted personnel savings was increased from 6.8% to 7.5%, a level for which the office has been achieving. 16 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter The Public Fiduciary Department has not received a significant budget increase since FY 2012. Because of a major increase in cases since the last staff increase, the department will receive a 12% increase. The Public Fiduciary Department serves as court-appointed Guardian, Conservator, and Personal Representative for individuals and estates when no other person or corporation qualified is found. The Public Fiduciary protects the legal rights and financial interests of vulnerable adults and administers the estates of deceased persons. In the FY 2017 budget, the office will receive four new fiduciary positions and one support staff. The increase for these new positions will be $342,423, which will be offset by $200,871 of additional General Fund revenue that will be generated by the four new fiduciaries. Clients Per Fiduciary Survey of Arizona Counties 80 70 60 50 40 Recommended Caseload 77 30 60 53 20 30 35 34 31 37 10 0 Maricopa FY 2016 Budget Maricopa FY 2017 Budget Gila Mohave Navajo Pima Yavapai Yuma 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 one of the nation’s largest jail systems. The FY 2017 recommended budget is a 0.6% increase in the General Fund and a 2.9% increase in the Detention Fund. The Melendres budget went down by $4.2 million primarily due to a reallocation of budgeted overtime to the General Fund. There were a number of adjustments including changes in the budgeted vacancy savings, reductions in education, training, general supplies and services, fuel, leases, and capital equipment offset by increases in overtime. In addition, the Board is continuing the funding for the new Intake, Transfer, and Release Detention Facility and will begin a new CIP project of $1.7 million to bring electricity to the Buckeye Hills Shooting Range. This project will save in future operating costs as it currently costs $353,342 annually to operate the existing generator. The return on investment for this project is a little less than five years. 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 the 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, use of video equipment, time limits for completing incident reports, and review of those reports by a 17 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter supervisor. It also provided for a Court Appointed Monitor. The total operating costs at MCSO for implementation of the order for FY 2017 will be $10,239,881. An over $4 million reduction is due to moving much of the overtime budget from this cost center back to the General Fund. There is also $3,023,124 for the cost of the court monitor budgeted. This brings the total budgeted for FY 2017 to over $13 million. These costs include: training, outreach meetings, data collection and analysis software and hardware, development and implementation of an early intervention system, bi-lingual pay and litigation costs. The cost of this case including litigation costs since the inception of the case in 2008 has been over $42 million. Millions The Detention Fund is funded partially by a local General Fund Transfers to Detention Fund tax, the Jail Excise Tax, which was approved by $250 $214.29 the voters in 1998 for use in building and $198.33 operating the adult and juvenile detention $200 $32.61 $18.96 facilities and to lower the inmate and juvenile populations. The tax will expire in FY 2027. $150 Other revenue sources are the Jail Per Diem $100 Charges that are assessed to local cities and $181.68 $179.37 $176.80 $173.94 $170.50 towns that house their misdemeanor inmates in $50 our detention facilities. As was discussed above, the Jail Excise Tax has been growing at a low $0 rate. The Jail Per Diem collections are also FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 declining. In FY 2017, the budget is being Statutory Maintenance of Effort Above Base Maintenance of Effort reduced as less city inmates are booked into our jails or are staying for shorter durations. This is a good long-term trend, however, in the short run it means that the Detention Fund is not self-sufficient. The final major funding source is a required transfer of funding from the General Fund, referred to as the Maintenance of Effort (MOE). This revenue grows annually based on a statutory inflator. The Detention Fund is utilized by the Sheriff’s Office, Correctional Health Services, Adult Probation, Juvenile Probation, Integrated Criminal Justice Information System and Facilities Management. When the fund has a structural imbalance, the General Fund must allot an above-base allocation. The required MOE and the Above Base MOE is growing substantially every year. Together these two are over $214 million. The MOE grew by $2,308,858 and the Above Base MOE increased by $13,652,519. The graph above shows the tremendous financial issue that this has become for Maricopa County. General Government and Education Systems Maricopa County Educational Service 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, and Science, Technology, Engineering, and Mathematics (STEM). The General Fund budget recommendation is an increase of 3.5%. The agency also began a pilot program, Youth Education Engagement Services (YEES), that was approved by the Board on October 12, 2015. The YEES Program was developed to connect youth, caring adults, and the school community. The Program has three approved services: Educational Intervention, Education Liaison, and Education Capacity Building. The youth education intervention (mentoring) services are provided to justiceinvolved youth who have been diverted from the Juvenile Justice System. They must be in grades 6 - 9 or age 15 years old or younger. The youth must be identified as mid-to-high risk to offend. Finally, the youth are demonstrating evidence of educational disengagement. 18 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter The program’s services include: 1. Providing professional learning around creating a supportive school culture; 2. Providing mentors for youth demonstrating evidence of school disengagement; and 3. Supporting successful youth placement. Funding for this program is budgeted in FY 2017 at $679,906 and is funded out of the Detention Fund as a non-recurring expense. It will not be added to the operating budget until evidence-based data is available to validate the effectiveness of the program at the end of the pilot. The pilot will last for two years. There are additional activities in the FY 2017 recommended budget that deserve notation. Two major general government software upgrades continue to be funded in the recommended budget: the Assessor’s Computer Aided Mass Appraisal (CAMA) system and the Enterprise Resource Planning System. Project Reserve funding has also been set aside for the replacement of the Treasurer’s IT 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 began in FY 2016. Project completion is slated for FY 2018 with no significant cost variance to the original project budget of $24.1 million. Maricopa County is leveraging its current Financial System (Advantage Financial from CGI) to implement its first Enterprise Resource Planning System (ERP) which is planned to go-live in July 2016 for FY 2017. The ERP project was approved for $28.5 million and included funding for the vendor’s professional services and software as well as internal resource needs. The ERP implementation impacts all County departments as they conduct financial and procurement transactions and perform budgeting functions. The Office of Enterprise Technology (OET) has provided project oversight and technical support. The ongoing costs (hosting and maintenance) are funded through the OET’s technology major maintenance, $2.1 million for FY 2017. 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 technology staff has procured a contract with a software vendor and developed a proposed project budget. A project reserve in the amount of $31 million has been set aside for this project, and was approved by the Board on May 2, 2016. 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 146 million images available and is the first Recorder’s Office in the nation to have documents accessible on-line. In FY 2016, the Recorder’s Office began a partnership with the Maricopa County Departments of Air Quality and Environmental 19 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter Services by facilitating the acceptance of their documents at the eleven (11) kiosk locations around the valley. The Elections department is in compliance with HAVA (Help America Vote Act) and has state-of-the-art technology to assist the estimated 2.1 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 $12.1 million in funding for the Primary and General Elections to be conducted this coming August and November. The Parks and Recreation Department was one of the Zero-Based Budget Departments this budget development year. As a result, funding in FY 2017 of $62,788 enables the Parks and Recreation Department to have seasonal contact station staffing in place to open entry stations and nature centers during operating hours when customers visit our parks. Additionally, the Parks and Recreation Department will be utilizing one-time Special Revenue fund balances in FY 2017 to purchase Priority One vehicles and boats totaling $1,021,199. Finally, the Nature Conservancy has been operating the 770-acre Hassayampa River Preserve within the Vulture Mountain Recreation Area for many years. Recently, the Board of Supervisors unanimously approved a Cooperative Agreement with the Nature Conservancy to transfer a portion of the Hassayampa River Preserve property to the County Park System. The Conversancy will retain ownership of most of the preserve but will transfer around seventy-seven acres. The space transferred will include the visitor center, a portion of the river channel and Palm Lake. The operational expenditures for staffing (3.0 FTE), along with supplies and services has also been funded, totaling $246,735 in FY 2017. 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 Certificates of Participation and 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 cash 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. The County’s CIP is found in seven distinct capital funds: Transportation Capital Projects (234), Intergovernmental Capital Projects (422), County Improvement (440), General Fund County Improvement (445), Detention Capital Projects (455), Technology Capital Improvement (460), and Detention Technology Improvement (461). There are a total of 82 projects for FY 2017: 13 technology projects, 13 facilities projects, 54 transportation projects, and two intergovernmental projects. 20 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter 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, the Byte Information Exchange (BIX) Room upgrade, the Treasurer Technology System Upgrade, and a Jail Management Information System. 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. Major milestones were met in FY 2016 as full implementation is expected in following fiscal years. Facilities projects consist of East Court improvements for the completion of the build out of the 8th floor and the building out of the 9th floor to updated courtrooms ($7.0 million), expansion of two Adult Probation locations, Black Canyon ($3.0 million) and Southport ($3.0 million), bringing power to the Buckeye Hills Shooting range ($1.7 million), the Chambers Building remodel for the exterior restoration and interior tenant improvements ($1.5 million), and the West Court asbestos removal ($385,000). The largest facility project began in FY 2016 at the Durango campus, the new Intake, Transfer, and Release Jail. After the completion of a Jail Master Plan in FY 2015, work began on the programming and design of the new jail 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 presentencing. The total cost of this project is budgeted at $185 million. After years of planning, construction of the new Southwest Justice Courts began in FY 2016. The project 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. 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 21 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter Construction and Preservation, Partnership Support, Right-of-Way, Administration, Traffic Improvements, and Transportation Planning. Safety, Transportation Phase I of Northern Parkway, Sarival Road to Dysart Road, including the Reems Road and Litchfield Road overpasses, and landscaping, is complete. Phase II from Dysart Road to 111th Avenue is undergoing an evaluation, including updated traffic projections and socio-economic data. Design and right-of-way acquisitions are expected to resume in FY 2017 once the evaluation is complete. Construction of Phase II is projected to start in FY 2018 with completion in FY 2019. 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. The Hassayampa River Preserve Unit of Vulture Mountain Cooperative Recreation Area was approved by the Board of Supervisors in 2013. Vulture Mountain Cooperative Recreation Area will provide the Parks and Recreation department with management oversight for Hassayampa Day Use. The Vulture Mountain Recreation Area will be the newest addition to the Maricopa County Park System. The Hassayampa Day Use Center is currently managed by The Nature Conservancy which plans to donate the operations and management of the land and buildings to Maricopa County Parks and Recreation. There are improvements planned consisting of an ADA restroom building, basic infrastructure modernization to include electrical, sewer, and water, as well as some parking improvements. This area will become the park headquarters location for the entire Vulture Mountain Cooperative Recreation Area. Although much of our Capital Improvement Projects (CIP) are funded with cash, in recent years there has been a need to consider debt financing for projects that are needed immediately and are large in scope. The Madison Street Jail Adaptive Reuse Project falls into this category. This is a refurbishing of the Madison Street Jail that was vacated in 2005. This $116 million project will house the County Attorney’s Office allowing us to get a number of our departments out of leased space and into County owned and operated space. The adjacency to the Downtown Courthouse makes it precisely the right location to accommodate the County Attorney’s Office. Because of the size of the building project, it will require debt financing. Finally, projects that were completed during FY 2016 include the Information Technology Infrastructure Refresh Phase 1 and East Court Building 7th and 8th floors. Health Care Issues Health, Welfare and Sanitation accounts for 21.78% 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 $176.5 million for FY 2016. The largest mandated contribution is $155.5 million for the Arizona Long Term Care System (ALTCS), the State’s Medicaid long-term care program. The County will also have to pay $19.0 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 remained relatively flat from last fiscal year, but the ALTCS program increased by $1.2 million. Finally, the County is required to pay an 22 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter 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 $2.3 million. 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 2017 is $57.7 million, which is a $2.5 million increase over FY 2016 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 Behavioral Health Authority (RBHA), 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. The FY 2017 budget has $3.5 million in the General Fund and $60.6 million in the Detention Fund, a 1.2% reduction. This year, CHS received a great honor. Maricopa County was awarded the 2015 R. Scott Chavez Facility of the Year. “This prestigious award is presented each year to only one facility selected from among 500 jails, prisons, and juvenile confinement facilities that participate in the NCCHC’s nationwide accreditation program.” Thomas L. Joseph, President and CEO of the National Commission on Correctional Health Care (NCCHC) This is a tremendous achievement and should significantly limit the liability in the jails. It is a great testament to the excellent health care that it provided by Correctional Health. The last remaining obstacle for CHS is to exit a long-standing federal court case that monitors jail conditions, Graves v. Arpaio. Compliance with the 4th Amended Judgment has been documented and sent to the federal court. Funding for compliance with the 4th Amended Judgment is increasing to $3.8 million in FY 2017. 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 was one of the Zero-Based Budget Departments this year, and so it was reviewed at a detailed level. As a result, Public Health’s FY 2017 budget includes a reduction of 0.7%. This is due to a decrease in general and other supplies and an increase to personnel savings. This is offset somewhat by an increase in medical supplies and lab costs. The General Fund budget is $11,855,728. The mission of the Office of the Medical Examiner (OME) is to provide professional medicolegal death investigations of individuals dying under statutorily defined circumstances. The office’s role includes providing accurate and timely information to families, the public, law enforcement, and others of 23 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter investigative results to enhance public safety and the public health of the community. This year, OME had a Zero-Based Budget Department, and as a result, will receive additional funding. The Office has struggled over the past several years with Medical Examiner Average Caseload significant increases in volume and staff turnover. This budget is recommending that 6.5 positions be added to the office including an additional Medical Examiner. The cost of this staff increase is $496,946. 389 400 16 341 350 322 329 320 315 14 297 NAME Caseload Standard = 250 12 Cases per ME 250 10 200 8 Number of ME’s 300 351 In addition, the department will receive a new Case Management System. The current system is end-of-life and is no longer functional. The one-time cost of this system is $232,800. In addition, there are ongoing operational costs of $128,885 for technology support and maintenance. The Office of Enterprise Technology will assist with the development and installation of this much-needed system. Finally, the Office received $350,000 to outsource the transport services. OME had a pilot program underway this past year and was able to significantly improve the percentage of scene arrivals within two hours. Before the pilot, this only occurred 55.9% of the time, delaying autopsies. The improvement is expected to be 86 - 92% as what occurred during the pilot interval. The total budget increase is 17.0%. If approved, the increased outcomes are likely to result in the Office receiving accreditation from the National Association of Medical Examiners (NAME). 150 6 100 4 50 2 - 0 FY2012 FY2010 FY2011 Average NAME Cases Per Medical Examiner FY2013 FY2014 NAME Caseload Standard FY2015 FY2016-Proj. FY2017-Proj. Number of Medical Examiners 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. About sixty percent of our operating costs are attributed to personnel-related expenses. After a year with no pay for performance funding for the County’s 12,795 (County only, not district) regular employees, funding has been provided in this recommended budget. The cost of including this increase in the FY 2017 budget is $20.8 million. However, as you can see from the graph to the right, the voluntary turnover trend in FY 2016 has increased from 8.9% to 11.87% according to information from the Human Resources Department. 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 rate for PSPRS decreased from 48.83% to 45.32%. While there was no change to EORP, there were slight increases for ASRS from 11.47% to 11.48%, PORP from 19.95% to 20.88% and CORP from 16.25% to 16.62%. All of these changes resulted in a net Countywide decrease of $663,248 in costs for FY 2017. 24 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter Maricopa County provides health insurance coverage and other benefits to over 11,634 employees and when combined with their eligible covered family members, a total of over 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, and encouraging “consumerism” that steers patients to less-expensive, yet effective, treatment options. However, as we move into FY 2017, costs in the Employee Benefit Trust have begun to increase. The Benefit Trust has been over funded for the past several years. At the end of FY 2010, the trust was $10.3 million beyond the reserve requirements. Over the past several fiscal years, employee and employer rates have been set to allow the County to burn off excessive fund balances in the Employee Benefits Trust. Premium holidays have occurred in fiscal years 2011, 2014, 2015, and 2016. However, that practice will be coming to an end. The reserves are now below the recommended levels and so employer costs are increasing. It was anticipated that rates would increase in FY 2017 and that is coming to fruition. The increase in employer premiums in FY 2017 will be over $18.0 million. Finally, it is important to note that the FY 2017 budget has made significant adjustments to the budgeted vacancy savings in numerous departments. As part of the budget review, all departments had their budgeted vacancy savings compared to the actual vacancy savings being achieved. Vacancy savings occurs in departmental budgets because of turnover. Inevitably, it takes time to fill vacant positions and as a result, savings against the budget occur. Many departments were far exceeding the vacancy savings that were part of the FY 2016 budget. After the review, adjustments were made which resulted in a $4.4 million savings in the General Fund and $4.1 million in the Detention Fund. These savings were used to offset other budgetary increases that were necessary in FY 2017. During the fiscal year, these vacancy savings will be tracked closely. Conclusion This is a budget that we can and should be proud of. It is conservative, but still is able to accomplish many goals. We have continued to fund the structural imbalance in the Detention Fund by allocating funding from the General Fund. In addition, we have maintained our General Fund reserve goal of twomonths of operating costs, and established the two-month reserve in the Detention Fund. This was a significant achievement. The new Madison Street Jail Adaptive Reuse Project is being funded in order to plan for the future needs of the County Attorney’s Office, while getting a number of County departments out of leased space. We have continued to fund the needs of the criminal justice system by adding needed resources in Adult Probation, the County Attorney’s Office, and Superior Court. These accomplishments are a result of a collaborative process with Chairman Hickman and Board members, the County constitutional officers, the Judicial Branch, and our appointed officials. It is with sincerity that I thank everyone who curtailed requests for additional funding in order to ensure that our budget was structurally balanced, and that we were able to provide for a modest pay for performance plan for our employees. Sincerely, Joy Rich Maricopa County Manager 25 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transmittal Letter On May 16, 2016, the Board of Supervisors approved the FY 2017 Tentative Budget in the amount of $2,356,007,976. On June 20, 2016, the Board of Supervisors approved the FY 2017 Budget in the amount of $2,356,007,976. This amount represented no change from the Tentative Budget, but included shifts within expenditure categories of uses. On August 15, 2016, the Board of Supervisors approved the FY 2017 Tax Levy and Rates. 26 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Profile Maricopa County Profile Introduction Maricopa County, Arizona is the nation’s fourth largest county in terms of population, estimated to be approximately 4.167 million as of 2015, according to the U.S. Census Bureau. Twentyfive 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 27 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Profile Rivers as the main source of water. Spurred on by the success of these initial farming settlements, additional settlers began to migrate into the County and use the rich soils for agricultural production. The history of the County over the next 140 years has been mostly marked by rapid population increase, driven initially by the mining, agriculture and livestock industries. Arizona achieved Statehood on February 14, 1912, providing greater integration of Arizona into the national infrastructure and further incentives to settle in Maricopa County. Then, as now, Maricopa County was already the most populated area within Arizona. This was followed by the development of several major military installations and training facilities which were initially constructed due to the good flying weather provided by the desert climate. Many of the significant population in-migrations in recent times have been spurred on by the low cost of living, economic growth, wonderful climate and easy access to other major metropolitan areas. As the population began to grow, so did the diversity of the economy and the reasons for further migration to the area. The climate, strong economy, educational opportunities, and beautiful desert environment are just a few of the reasons why Maricopa County continues to have one of the fastest growing populations in the United States. According to the United States Census Bureau, the County has grown from 3,817,117 in 2010 to an estimated 4,167,947 in 2015, an 8.4 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. 28 Maricopa County Annual Business Strategies FY 2017 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 cactus wren, peccary (javelina), scorpion, saguaro, ocotillo, palo verde, sotol (desert spoon), 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. Maricopa County is one of the most beautiful and unique areas in the nation, and generally has good air quality throughout the year. Population According to the U.S. Census Bureau, more than half of the state’s population resides in Maricopa County. By comparison, Maricopa County has a population density of 415 persons per square mile, whereas the State of Arizona has a density of 56 persons per square mile and the United States has a density of 87 persons per square mile. 29 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Profile 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 35.7 years, an increase from 26.7 years in 1960. A common misconception about Arizona is that the population has an unusually high number of senior citizens, but the population in the County is actually 2 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 6.9 per 1,000 population rate of natural increase from births with 77.6% of the births by mothers between the ages of 20 and 34, according to the Arizona Health Status and Vital Statistics 2014. 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 Fiscal Year 2015-16 Nonfarm Wage & Salary Employment is twofold. First, the economic development (Percent Distribution) programming has been designed to be strategic Source: U.S. Bureau of Labor Statistics and the Arizona Office of Employment and Population Statistics and emphasize the utilization of incentives that Maricopa United yield a net benefit to the community as a whole. Arizona County States NAICS Category This implies designing projects that yield a Total Nonfarm 100% 100% 100% positive return on the County investment. Construction & Mining 5.4% 5.3% 5.1% Second, the County is also taking a leading role Natural Resources and Mining 0.5% 0.5% in partnering with other government entities in Construction 4.9% 4.6% the State. Thus far, this has included Manufacturing 6.2% 6.0% 8.6% participating with local economic development Trade, Transportation, and Utilities 19.9% 19.3% 19.0% organizations, partnering with local Information 1.9% 1.7% 1.9% 9.0% 7.4% 5.7% municipalities within the County, and blending Financial Activities 15.2% 13.9% resources with the State of Arizona. Nationally, Professional and Business Services 17.1% 14.9% 15.2% 15.6% Arizona is known as “a top state for workforce Educational and Health Services Leisure and Hospitality 10.8% 11.2% 10.7% quality and availability, ranking number 2 in the Other Services 3.4% 3.3% 4.0% country and number 1 in higher education Government 11.4% 15.3% 15.3% degree opportunities,” according the the Data through February 2016 **NOTE: As of March 2005, DES no longer breaks out mining from construction in Maricopa County Arizona Commerce Authority (ACA). 30 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Profile Maricopa County Top 10 Employers Company # of Employees Banner Health 26,500 State of Arizona 23,818 Walmart 15,437 Frys Food Stores 12,415 Maricopa County 12,404 Wells Fargo 12,184 Arizona State University 12,000 Intel Corporation 11,760 City of Phoenix 11,524 Honeywell 9,680 San Francisco-based technology company, DoubleDutch, announced in February 2016 that they will be opening their second major US office in Phoenix. The company plans to initially hire 50 people in the Phoenix Area. Carlisle Companies Incorporated, a $3.5 billion global manufacturer and Fortune 1000 company, will relocate its Corporate Headquarters to in Phoenix in 2016. Galvanize, a technology education company that trains students in software development and data science, announced plans in December 2015 to expand to the Phoenix area in partnership with the city of Phoenix and Allstate Insurance Company. Planned to open in 2016, Galvanize will train more than 100 software developers, with Allstate already committing to hiring 100-150 eligible graduates of the program. Basic business input needs continue to be addressed at a high level of competency. The Source: 2014 Maricopa Association of Governments Employment Data large population and vibrant business profile has led to high demand for water and electricity, which are provided through several notable companies and government organizations including the Salt River Project, Arizona Power Service, the Central Arizona Project, and various smaller municipal and private utility providers. This utility infrastructure continues to facilitate the transformation of the desert valley into the vibrant economy within Maricopa County that exists today. The other critical aspects of transportation and educational systems have provided the needed support and training for the continuously developing economy within the County. Relying upon this basic infrastructure, the County has a full-service economy that provides large markets in retail, health care, research, customer service, entertainment, financial and banking, wholesale trade, agriculture, arts and culture, construction, manufacturing, light industry, distribution, and recreation and leisure services. Principal employers in Maricopa County are Banner Health, the State of Arizona, Wal-Mart, the City of Phoenix, Maricopa County, Fry’s Food Stores, Intel and Bank of America. Maricopa County’s quality of life, cost of living, skilled workforce, good universities and favorable business climate contribute to the improvement of its economy. Maricopa County’s economic base continues to evolve and become more diverse. The reliance on tourism and construction is decreasing as other industries grow. The International Genomics Consortium and the Translational Genomics Research Institute (TGEN) are evidence of Maricopa 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 and University of Arizona Biomedical campuses in Phoenix enhances downtown and the businesses located there. 31 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Profile 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) 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. Grand Canyon University (GCU), a premier private Christian university, is changing the landscape of the West Valley. With a scheduled $180 million construction project this year, GCU plans on building more dorms to keep up with enrollment growth on campus. 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 throughout the County. Phoenix Sky Harbor International Airport was ranked 11th in best airports in the nation by Travel+Leisure magazine. They are ranked in the top ten busiest airports in United States and ranked 29th 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. Recently awarded the Innovative Transportation Solutions Award in 2016, 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 48,969 daily. In March 2016, the METRO light rail service was expanded to reach the Northwest Valley. The additional 3.2 miles of service on 19th Avenue is anticipated to serve an additional 5,000 daily riders. The PHX Sky Train® is a free service connecting travelers from the 44th St/Washington light rail station to all terminals and East Economy parking. 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, 32 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Profile early bag check, boarding pass kiosks, pet park, and cell phone waiting lot for those waiting to pick up passengers. 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 was the host of the Copa America Centenario 2016. This is the first time the South American championship was held outside of South America. Six teams from CONCACAF and 10 teams from CONMEBOL took part in the games. The NCAA Final Four is scheduled for Spring 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 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 33 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Profile racing is conducted at Phoenix International Raceway. Sports fans can also enjoy a variety of intercollegiate 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 14,600 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. 34 Maricopa County Annual Business Strategies FY 2017 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 Internal Audit Procurement Services Risk Management Deputy County Manager Assistant County Manager Assistant County Manager Deputy County Manager Management & Budget Human Resources Finance Facilities Management Legal Contract Defender Counsel Correctional Health Employee Benefits & Health Enterprise Technology Emergency Management Legal Legal Defender Defender Public Health Human Services Parks & Recreation Planning & Development Public Defense Services Contract Public Counsel Advocate Elections Environmental Services Medical Examiner Public Public Defender Defender Air Quality Legal Legal Advocate Advocate Transportation Public Fiduciary Waste Resources & Recycling Equipment Services *The Superintendent of Schools manages the Education Service Department. 35 Animal Care & Control Maricopa County Annual Business Strategies FY 2017 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. 36 Maricopa County Annual Business Strategies FY 2017 Adopted Budget District District District District District 1: 2: 3: 4: 5: Supervisor Supervisor Supervisor Supervisor Supervisor County Profile Denny Barney Steve Chucri Andrew Kunasek Clint Hickman (Chairman) 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 Clerk of the Superior Court: Michael K. Jeanes County Attorney: Bill Montgomery Recorder: Helen Purcell Sheriff: Joseph M. Arpaio Superintendent of Schools: Dr. Don Covey Treasurer: Charles “Hos” Hoskins Judicial Branch Jurisdiction The Judicial Branch of Arizona is responsible for the operational oversight of both general and limited jurisdiction courts in Maricopa County. The Superior Court is a court of general jurisdiction over cases relating to criminal felonies, juveniles, families, probate/mental health, tax and civil (proposed settlements of $10,000 or more). The Superior Court is part of an integrated judicial system in the State under the administrative authority of the Arizona Supreme Court. Arizona Judicial Branch in Maricopa County Superior Court Adult Probation Justice Courts Juvenile Probation 37 Maricopa County Annual Business Strategies FY 2017 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 Bachus, Alison 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 Como, Gregory Contes, Connie Cooper, Katherine Coury, Christopher Crawford, Janice Culbertson, Kristin Cunanan, David Ditsworth, John Duncan, Sally Fenzel, Alfred Fink, Dean Fish, Geoffrey Flores, Lisa Div 72 Div 47 Div 6 Div 68 Div 91 Div 63 Div 9 Div 48 Div 52 Div 44 Div 61 Div 59 Div 49 Div 41 Div 36 Div 85 Div 75 Div 25 Div 71 Div 94 Div 17 Div 64 Div 55 Div 66 Div 96 Div 69 Div 11 Div 20 Div 5 Div 38 Div 79 Div 32 Judge Judge Foster Jr., George Div 19 Moskowitz, Frank Fox, Dewain Div 83 Mroz, Rosa Frasher Gates, Pamela Div 54 Mullins, Karen Garcia, Jeanne Div 23 Myers, Samuel Gass, David Div 50 O’Connor, Karen Gentry, Jo Lynn Div 27 Oberbillig, Robert Gerlach, Douglas Div 58 Padilla, Jose Gordon, Michael Div 29 Palmer, David Granville, Warren Div 7 Pineda, Susanna Green, Jennifer Div 82 Polk, Jay Hannah Jr., John Div 31 Rea, John Harrison, Cari Div 12 Rechart, Laura Hearn Svoboda, Pamela Div 67 Reinstein, Peter Hegyi, Hugh Div 39 Rogers, Joshua Herrod, Michael Div 62 Rueter, Jeffrey Hoffman, Kristin Div 26 Ryan, Timothy Hopkins, Stephen Div 87 Ryan-Touhill, Jennifer Horn-Bustamante, Lori Div 77 Sanders, Teresa Kemp, Michael Div 24 Sinclair, Joan Kiley, Daniel Div 56 Smith, James Klein, Andrew Div 14 Starr, Patricia Korbin-Steiner, Ronee Div 89 Stephens, Sherry Kreamer, Joseph Div 40 Sukenic, Howard LeMaire, Kerstin Div 90 Talamante, David Mahoney, Margaret Div 18 Thomason, Timothy Martin, Daniel Div 43 Thompson, Peter McClennen, Crane Div 1 Udall, David McCoy, Scott Div 51 Viola, Danielle McMurdie, Paul Div 30 Warner, Randall McNally, Colleen Div 10 Welty, Joseph Mead, Kathleen Div 74 Whitehead, Roy Mikitish, Joseph Div 73 Whitten, Christopher **Divisions 97 and 98 are Vacant as of June 13, 2016 Div 80 Div 22 Div 34 Div 45 Div 8 Div 2 Div 33 Div 53 Div 42 Div 65 Div 21 Div 95 Div 3 Div 88 Div 86 Div 28 Div 81 Div 15 Div 70 Div 84 Div 76 Div 13 Div 92 Div 4 Div 78 Div 57 Div 16 Div 60 Div 46 Div 37 Div 93 Div 35 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. 38 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Presiding Judge Superior Court Presiding Associate Presiding Criminal Civil Probate/Mental Health County Profile 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 Judicial Officer Hon. P. McMurdie Hon. C. McNally Hon. C. Whitten Hon. R. Oberbillig Hon. K. Mead Hon. J. Kreamer 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 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 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 39 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 2017 Adopted Budget County Profile 40 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 Citizens’ Budget Brief 41 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 42 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 43 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 44 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 45 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 46 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 47 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 48 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 49 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 50 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 51 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Citizens’ Budget Brief 2017 52 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance Budget at a Glance Introduction For 23 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. 53 Maricopa County Annual Business Strategies FY 2017 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. The primary policy that reflects the financial and operational development of the budget for the upcoming year is: 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. Goals and Objectives of Organizational Units Maricopa County’s organizational units consist of 55 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 Employee Benefits and Health Department has a goal that “By 2021 95% of all Ryan White clients in the Phoenix EMA will be virally suppressed.” This goal describes long-term anticipated results. Through the budget process, departments also set annual targets for their performance measures, which address results, output, demand and efficiency. Departments’ short-term objectives are linked to the County’s strategic goals. Through the annual strategic business planning process, every department is required to have goals that are linked to the County’s strategic goals. This information may be found in the Budget Summary Schedules section under department 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 Management and Budget Department. Maricopa County Strategic Priorities/Goals: • Fiscal Strength and Responsibility o By the end of FY 2018, 100% of all County funds will obtain structural balance. o By the end of FY 2019, Maricopa County’s General Fund Operating reserves will equal two months of operating expenditures. Management and Budget Mission Statement: The mission of the Office of Management and Budget (OMB) is to provide a sustainable, structurally balanced budget to the Board of Supervisors and County Manager so they can achieve the County’s mission within available resources. 54 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance Management and Budget Strategic Goals (connected to Fiscal Strength and Responsibility): • By June 30, 2019 Maricopa County will keep growth of operational expenditures subject to the expenditure limit under the growth of the expenditure limit. • By June 30, 2022, the Maricopa County budgeted mandate payments to/cost shifts from the State of Arizona will be 10.7% overall compared to 11.6% in the FY 2016 Adopted Budget of $2,234,405,833. • By the end of 2022, Maricopa County’s General Fund Operating reserves will equal two months of the prior year’s operating expenditures. Program Name: PLANNING AND BUDGETING Program Purpose: 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 2015 ACTUAL 98.1% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 49.3% 70.0% 70.0% FY 2017 ADOPTED 100.0% 70.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 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. 55 Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Budget At A Glance FY 2015 ACTUAL 98.1% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% 49.3% 70.0% 70.0% 70.0% 339 312 312 801 816 369 312 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 310 (2) -0.6% 816 815 (1) -0.1% 312 310 (2) -0.6% $ 845 5,924.25 $ 816 7,076.70 $ 816 6,725.90 $ 815 6,935.75 $ (1) 140.94 -0.1% 2.0% $ 2,507.27 $ 2,705.80 $ 2,571.67 $ 2,638.14 $ 67.66 2.5% $ 2,150,084 $ 2,150,084 $ $ 57,846 57,846 2.6% 2.6% $ 2,008,320 $ 2,008,320 $ 2,207,930 $ 2,207,930 $ 2,098,480 $ 2,098,480 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 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. 56 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance Capital Projects Funds are used to separate funds for capital acquisition and construction from operating funds. This helps avoid distortions in operating trend information that can arise when capital and operating funds are mixed. Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-term principal and interest. The only Proprietary Funds currently used in Maricopa County are Internal Service Funds, which are used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government on a cost-reimbursement basis. These funds are typically used for centralized services. Narratives describing each fund are included in the Attachments section entitled Fund Descriptions. An overview of Maricopa County’s fund structure, including the basis for budgeting and accounting, a history of all funds appropriated by Maricopa County and descriptions of all funds, may be found in the Budget Policies and Process, Budget Summary Schedules and Attachments sections. All funds subject to appropriation are described in the Budget Policies and Process section. Examples follow of appropriated funds, with their descriptions. 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. 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. 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. A complete listing of funds and descriptions is included in the Attachments section. Revenues, Expenditures, and Other Financing Sources and Uses The Budget Summary Schedules section provides a single consolidated overview of all resources and expenditures budgeted for all funds, as well as summaries of all major revenues and expenditures by fund, type, category, object and department. Maricopa County’s budget is annual, not biennial. Therefore, summaries of revenues and other resources, and of expenditures are provided for a threeyear time span, including the prior year actual, current year adopted and revised budgets, current year forecast, and “Adopted” 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 Schedules section. For major tax-based revenues, economic-forecasting models are applied. 57 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance 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. Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 * ** *** *** *** *** *** Jail Excise Tax Annual Collections $ 138,206,968 116,878,703 107,094,679 112,451,802 118,052,954 124,595,909 133,929,832 140,492,833 146,027,297 149,670,043 152,661,242 155,561,806 159,606,413 165,352,244 172,297,038 Growth Rate -4.9% -15.4% -8.4% 5.0% 5.0% 5.5% 7.5% 4.9% 3.9% 2.5% 2.0% 1.9% 2.6% 3.6% 4.2% 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 * Forecast ** Budget to expire after nine years or collections of $900 million. The $900 ***Source Elliott D. Pollack & Co. Forecast (Most Lik ely ) million was reached in FY 2007. In November 2002, Maricopa County voters approved an extension of the Jail Excise Tax for an additional twenty years after the expiration of the original tax. Annual growth 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 2016 collections are forecasted to be on the order of 4% growth and the Most Likely revenue forecast projects an average of 2.9% growth through FY 2022. 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 Fund Balance Summary and Variance Commentary. Schedules are provided that list the estimated beginning fund balances, projected Sources and Uses for the upcoming fiscal year, and the resulting estimated fund balances at the end of the upcoming fiscal year, classified based on GASB 54 fund balance classifications. Narratives describing each fund are included in the Attachments section entitled Fund Descriptions. The Capital Budget The Capital Improvement Program (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: Intake Transfer and Release Jail Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 3000 West Lower Buckeye Road – Phoenix 5 Facilities Management Sheriff’s Office June 2019 58 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance 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, and 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 Previous Projected Actuals $ Project Total $ - $ - $ FY 2016 4,000,000 $ 4,000,000 $ Year 1 Year 2 FY 2017 31,000,000 $ 31,000,000 $ FY 2018 103,000,000 $ 103,000,000 $ Year 3 FY 2019 47,000,000 $ 47,000,000 $ Year 4 Year 5 FY 2020 5-Year FY 2021 - $ - $ - $ - $ Total 181,000,000 $ 181,000,000 $ Total Project 185,000,000 185,000,000 Operating Cost Summary Facility operating costs have not been determined. The Sheriff’s Office has determined that the staffing/personnel costs will be cost neutral to the County. 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 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. 59 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance 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 Department 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 funding decisions and associated service level funding. 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. The General Fund covers the bulk of Personal Services. Significant changes in staffing levels from the prior year, including variance explanations, and FTE’s by Market Range Title are provided at the end of the Budget Summary Schedules section. The Budget as a Communications Device Summary information, including an overview of significant budgetary issues, trends, and resource choices, is integrated within the Transmittal Letter. Summary information designed to provide the layperson with a broad view of the contents included in the Maricopa County budget, its processes, issues, and anticipated results is presented in the Budget at a Glance section. Complete budget summary data, trends and variance commentary, along with an overview of Maricopa County’s fund structure, may be found in the Budget Policies and Process, Budget Summary Schedules, Capital Improvement Program, and Financial Forecast sections. 60 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance The FY 2017 Citizens’ Budget Brief is included to provide residents of Maricopa County an overview of the budget process. This document is a summary of the FY 2017 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 separately as a tool to disseminate at community 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 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 may 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. 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, 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 61 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance 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. On the web, it has dynamic page links for easy access to the various sections. 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: Activity: A set of services with a common purpose that produces Outputs and Results for customers. Capital Outlay: Expenditure from a department’s 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). 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. 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. Acronyms Acronyms used in this document are defined in the Glossary section, with examples below. CAFR: Comprehensive Annual Financial Report PCR: Post-Conviction Relief 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. 62 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance 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 community 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. 63 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget At A Glance 64 Maricopa County Annual Business Strategies FY 2017 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 and 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 environment. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. 65 Maricopa County Annual Business Strategies FY 2017 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 Cradle to Crayons youth with petitions filed will have a permanency plan 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-trial 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 66 Maricopa County Annual Business Strategies FY 2017 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 67 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Strategic Direction 68 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Strategic Direction 69 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Strategic Direction 70 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Strategic Direction 71 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Strategic Direction 72 Maricopa County Annual Business Strategies FY 2017 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. • Internal Audit will review and report on strategic business plans and performance measures. 73 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • Budget Policies and Process 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. • 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 over the economic cycle. • 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 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 appropriates 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 (CIP) and technology expenses and/or appropriated for contingencies in the current Fiscal Year. • The Board maintains 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. 74 Maricopa County Annual Business Strategies FY 2017 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. 75 Maricopa County Annual Business Strategies FY 2017 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. 76 Maricopa County Annual Business Strategies FY 2017 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 for financial reporting: 77 Maricopa County Annual Business Strategies FY 2017 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 78 Maricopa County Annual Business Strategies FY 2017 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. 79 Maricopa County Annual Business Strategies FY 2017 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. 80 Maricopa County Annual Business Strategies FY 2017 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 class (operating vs. nonrecurring, 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, as noted in the Executive Summary. 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 Glossary section. FY 2017 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 81 DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS Maricopa County Annual Business Strategies FY 2017 Adopted Budget FY 2017 DEPARTMENT/FUND MATRIX CONTINUED DEPARTMENT GENERAL* 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 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 920 940 - ASSISTANT COUNTY MANAGER 940 950 - ASSISTANT COUNTY MANAGER 950 980 - 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 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 X 82 X X X X X Maricopa County Annual Business Strategies FY 2017 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 funds, including the General and Detention Funds. The fiveyear forecast provides a conservative estimate of the County’s fiscal condition given realistic economic trends, current Board policies, and existing laws. The forecast does not incorporate anticipated policy changes, spending priorities, or proposed new revenue sources. The forecast update in November is particularly important, as it sets the stage for the upcoming budget-development process. Later forecasts inform the decision-making process as the budget is prepared, reviewed, and adopted. The current five-year forecast is presented in the Financial Forecast section of this document. 83 Maricopa County Annual Business Strategies FY 2017 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 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 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. 84 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Policies and Process Property Tax Levy Adoption According to A.R.S. §42-17151, the Board of Supervisors meets on or before 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 2017 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 2017 were developed and issued in November 2015. The FY 2017 Budgeting for Results Guidelines and Priorities were adopted by the Board of Supervisors on January 6, 2016. 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 2017 Recommended Budget was presented to the Board of Supervisors on May 16, 2016 and was adopted the same day. Final Adoption of the budget occurred on June 20, 2016. Property Tax levies and rates were adopted on August 15, 2016. 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 2018 Budget Process The FY 2018 budget process is anticipated to mirror that of a normal budget process timeline, as indicated in the Annual Budget Process section. However, a new Performance Budgeting system has been implemented for FY 2017 Budget Maintenance and will be used for development for the first time in FY 2018. Budget Adjustment Process After final budget adoption, departments requesting a mid-year adjustment to their appropriated budgets must do so in a written request that must be approved by the Board of Supervisors. According to A.R.S. §42-17106, the Board of Supervisors may transfer monies between budget items if the monies are available, if the transfer is in the public interest and based on a demonstrated need, and if the transfer does not result in a violation of the County’s constitutional property tax levy and expenditure limitations. Once approved, budget adjustments are entered in the detailed budget and reflected in budget and accounting reports. Programmatic Budgeting Budgeting on a programmatic basis in Maricopa County is defined by the Managing for Results process. Managing for Results required a shift in the focus of budgeting and monitoring from the object of expenditure (salaries, supplies, etc.) to the purpose of expenditures (prosecuting crimes, issuing permits, etc.). 85 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Policies and Process • Services are defined in Managing for Results as the deliverables or products that the customer receives. Services are expressed as nouns, not verbs, thus are defined in terms of what the customer actually receives from the County rather than in terms of what the department “does.” • Services are grouped into Activities, which are defined as a set of Services with a common purpose or result that produces Outputs and Results for customers. Activities become the “building blocks” of Maricopa County’s performance-based budget in Budgeting for Results. Each Activity has a “Family of Measures” that includes Results, Outputs, Demands and Efficiencies. • Activities are in turn grouped into Programs, which are a set of Activities that have a common purpose or result. A Program is a higher-level management view of a collection of Activities. • The Program/Activity/Service structure is fully incorporated into Maricopa County’s accounting and budgeting structure. 86 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type SPECIAL REVENUE GENERAL BEGINNING FUND BALANCE $ SOURCES OF FUNDS OPERATING PROPERTY TAXES $ TAX PENALTIES & INTEREST SALES TAXES LICENSES AND PERMITS GRANTS OTHER INTERGOVERNMENTAL PAYMENTS IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICES REVENUE FINES & FORFEITS INTEREST EARNINGS MISCELLANEOUS REVENUE GAIN ON FIXED ASSETS TRANSFERS IN TOTAL OPERATING SOURCES $ NON RECURRING GRANTS OTHER INTERGOVERNMENTAL INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTEREST EARNINGS MISCELLANEOUS REVENUE PROCEEEDS FROM FINANCING TRANSFERS IN TOTAL NON RECURRING SOURCES $ $ 133,944,163 CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE SUBTOTAL ELIMINATIONS $ 132,906,884 $ 19,691,150 $ 946,250,675 $ 16,597,557 $ 1,249,390,429 $ 500,147,476 $ 7,519,586 2,329,936 2,393,521 13,659,917 516,863,039 149,955,458 18,624,116 26,101,214 6,988 10,372,054 2,400,000 2,504,000 1,252,877,305 $ 149,670,043 39,531,300 156,952,708 14,375,636 106,154,321 10,769,580 33,496,842 69,038,627 2,460,757 13,454,834 838,319 5,931,457 250,000 214,322,323 817,246,747 $ 14,992,954 14,992,954 $ 26,431,474 26,431,474 $ 4,662,059 28,596,699 205,447,397 524,938 33,000 239,264,093 $ 500,147,476 $ 7,519,586 149,670,043 41,861,236 156,952,708 16,769,157 13,659,917 516,863,039 106,154,321 160,725,038 56,783,017 123,736,540 205,447,397 2,467,745 23,826,888 3,763,257 8,468,457 250,000 255,746,751 2,350,812,573 $ 1,913,301 8,007 5,156,400 12,104,659 19,182,367 $ $ 713,617 1,046 750,774 65,000 5,715,440 112,473 7,358,350 $ $ $ 125,199,086 125,199,086 $ $ $ 7,713,620 10,371,914 200 168,120,251 139,394,957 325,600,942 $ $ $ $ 3,517,901 3,517,901 $ $ 8,427,237 1,913,301 10,379,921 1,046 750,974 65,000 178,992,091 280,329,076 480,858,646 TOTAL $ 1,249,390,429 - $ (205,447,397) (255,746,751) (461,194,148) $ 500,147,476 7,519,586 149,670,043 41,861,236 156,952,708 16,769,157 13,659,917 516,863,039 106,154,321 160,725,038 56,783,017 123,736,540 2,467,745 23,826,888 3,763,257 8,468,457 250,000 1,889,618,425 $ - $ (280,329,076) (280,329,076) $ 8,427,237 1,913,301 10,379,921 1,046 750,974 65,000 178,992,091 200,529,570 $ - TOTAL SOURCES $ 1,272,059,672 $ 824,605,097 $ 140,192,040 $ 352,032,416 $ 242,781,994 $ 2,831,671,219 $ (741,523,224) $ 2,090,147,995 USES OF FUNDS OPERATING PERSONAL SERVICES $ SUPPLIES SERVICES CAPITAL OTHER FINANCING USES TOTAL OPERATING USES $ 549,836,366 $ 14,077,219 429,825,054 5,206,321 253,932,345 1,252,877,305 $ 514,732,860 45,565,074 205,466,775 6,179,768 1,814,406 773,758,883 $ 13,353,000 13,353,000 $ - $ 14,957,115 11,928,279 218,994,507 65,000 245,944,901 $ 1,079,526,341 $ 71,570,572 854,286,336 24,804,089 255,746,751 2,285,934,089 $ - $ (6,412,224) (199,035,173) (255,746,751) (461,194,148) $ 1,079,526,341 65,158,348 655,251,163 24,804,089 1,824,739,941 NON RECURRING PERSONAL SERVICES $ SUPPLIES SERVICES CAPITAL OTHER FINANCING USES TOTAL NON RECURRING USES $ 98,198 $ 1,580,802 60,086,165 1,795,731 89,565,634 153,126,530 $ 3,386,934 1,991,605 41,524,071 5,938,518 69,997,124 122,838,252 $ - $ (280,329,076) (280,329,076) $ 8,785,372 3,624,457 117,955,060 400,903,146 531,268,035 TOTAL USES $ 1,406,003,835 $ 3,097,531,200 $ (741,523,224) $ 2,356,007,976 STRUCTURAL BALANCE ENDING FUND BALANCE: RESTRICTED COMMITTED UNASSIGNED $ $ $ 118,428,210 118,428,210 $ $ $ 5,042,052 2,050 14,126,615 274,468,187 120,766,318 414,405,222 $ $ $ $ 258,188 50,000 2,218,209 272,500 2,798,897 $ $ 248,743,798 $ 896,597,135 $ 131,781,210 $ 414,405,222 $ $ - $ 43,487,864 $ 1,639,954 $ 26,431,474 $ (6,680,808) $ $ - $ 67,017,922 $ 14,220,891 (20,323,967) 7,414,230 20,687,750 - $ 391,152,466 492,725,403 - $ 45,403,730 $ 2,557,158 (37,325,135) 87 8,785,372 3,624,457 117,955,060 400,903,146 280,329,076 811,597,111 64,878,484 $ $ - $ 64,878,484 510,988,348 $ 530,191,202 (57,649,102) - $ 510,988,348 530,191,202 (57,649,102) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Sources and Uses of Funds 88 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes FY 2016 Adopted Budget Operating Adjustments: Grants, Donations and Intergovernmental Agreements Information and Communications Technology Other Supplemental Funding Total Operating Adjustments Non Recurring Adjustments: Grants, Donations and Intergovernmental Agreements Information and Communications Technology Other Non Recurring Total Non Recurring Adjustments FY 2016 Revised Budget GENERAL SPECIAL REVENUE $ 1,274,904,388 $ 912,941,504 $ - $ 6,333 669,080 4,176,733 4,852,146 $ $ $ $ $ 1,279,756,534 $ $ CAPITAL PROJECTS INTERNAL SERVICE $ 309,815,776 $ 237,991,656 $ (510,828,268) $ 2,234,405,833 $ $ DEBT SERVICE $ 9,580,777 11,593,002 $ (1,012,000) 25,157 10,606,159 $ - $ 2,580,200 $ (12,788,180) (14,009,335) (24,217,315) $ 5,837,361 38,721,984 44,559,345 $ $ 54,140,122 $ 327,671,092 $ 899,330,348 89 $ $ - 9,782,567 8,072,749 17,855,316 $ $ $ 1,800,000 1,800,000 300,000 300,000 $ 240,091,656 ELIMINATIONS $ $ $ TOTAL - $ (1,207,648) (1,207,648) $ 11,593,002 (419,648) 25,157 11,198,511 - $ (3,381,180) (32,683,743) (36,064,923) $ 2,586,533 419,648 4,278,388 7,284,569 $ (548,100,839) $ 2,252,888,913 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL FY 2016 Revised Budget $ 1,279,756,534 INTERNAL SERVICE CAPITAL PROJECTS DEBT SERVICE ELIMINATIONS $ 899,330,348 $ 54,140,122 $ 327,671,092 $ 240,091,656 $ (192,000) $ 1,870,300 2,519,603 145,000 4,342,903 $ - $ - $ - $ - $ 2,308,858 $ 6,724,062 (4,777,234) 4,030,498 (73,039) (50,000) 8,163,145 $ - TOTAL (548,100,839) $ 2,252,888,913 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 Payment to AZ for Juv Corr One-time Credit for Arizona State for Mandated Services Payment for Az State Dept of Revenue County Residual Long Term Care Mental Health Testimony $ $ Central and Internal Service Charge Changes Base Telecom Adjustment Other Internal Service Charges Central Service Cost Allocation $ $ $ - $ 3,011,455 577,289 344,088 $ 1,274,825 $ (456,479) 244,722 - $ 3,932,832 $ 1,063,068 $ $ 1,958,911 $ 157,933 $ 8,552,886 $ 6,467,400 (733,598) 5,040,765 655,119 19,982,572 $ $ $ $ - $ - - $ - $ - $ $ $ $ - $ 16,813 63,650 8,420 - $ - $ $ $ - $ - $ $ - $ $ $ $ $ - $ $ (192,000) 1,870,300 2,519,603 145,000 4,342,903 (2,308,858) (2,308,858) $ 6,724,062 (4,777,234) 4,030,498 (73,039) (50,000) 5,854,287 $ (4,303,090) $ (184,460) - 88,883 $ (4,487,550) $ - $ 3 597,230 597,233 Contingencies Employee Related Costs Employee Health/Dental Premiums Increase Revenues for Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Personnel Savings Performance-Based Salary Increases Retirement Contributions $ $ Facility Related Adjustments Major Maintenance Program $ $ 9,953,666 $ (432,513) (378,789) 11,516,115 (1,319,355) 19,339,124 $ 1,937,145 1,937,145 $ $ - $ (13,533,307) $ - $ - (113,793) (113,793) $ (13,533,307) $ - $ - - $ $ 227,702 $ (5,880) 988 222,810 $ - $ $ $ - $ - - $ (12,438,644) $ (6,467,400) (18,906,044) $ 2,116,844 6,295,610 (1,171,991) (378,789) 16,556,880 (663,248) 20,638,462 - $ $ 1,937,145 1,937,145 $ - $ (13,533,307) $ - $ (113,793) (13,647,100) Grants and Intergovernmental Agreements Grants $ Intergovernmental Agreements $ IT Related Expenditures HR System Operations Adj Personnel and Staffing Related Adjustments Personnel Savings Personnel Additions and Related Costs Personnel Fund or Function Shifts Vacant Position Elimination $ 102,002 $ - $ - $ - $ - $ - $ 102,002 $ 102,002 $ - $ - $ - $ - $ - $ 102,002 $ (3,976,625) $ 1,489,949 (83,655) (150,018) (2,720,349) $ (14,543,072) $ 83,278 (1,367,042) (15,826,836) $ - $ $ $ (404,340) $ (404,340) $ - $ $ - $ (18,924,037) 1,489,949 (377) (1,517,060) (18,951,525) (92,440) $ - $ - $ 7,138,245 $ - $ 7,045,805 $ - $ - $ $ - - $ (13,652,519) (13,652,519) $ 1,525,852 4,590,226 6,116,078 108,273 $ 3,221,249 502,204 878,647 (159,993) 4,550,380 $ 13,353,000 $ Program Volume Changes and Structural Balance Public Safety Related Expenditures Adult Probation Caseload Increase Jail Excise Tax MOE Above Base Justice System Contingency $ - $ $ 602,028 13,652,519 3,549,272 17,803,819 $ $ Reallocations Adult Probation Reallocation Between Funds Reallocation of Sheriff General and Detention Funds Realloc between Juvenile Funds Other Reallocation Between Funds Other Reallocation Between Functions $ $ $ (108,273) $ (3,221,249) (502,204) (1,720,374) (500,327) (6,052,427) $ $ 19,351,855 923,824 1,040,954 1,964,778 $ $ $ $ $ - $ $ $ - $ $ - $ 53,727 (87,450) (33,723) $ 788,000 788,000 $ $ (747,770) (747,770) Transfers, Capital Related Expenditures and Debt Service $ - $ - $ (19,351,855) $ 13,353,000 Other Adjustments $ 1,381,203 $ 8,552,339 $ - $ - $ 2,686,024 $ 366,881 $ 12,986,447 Total - Operating Adjustments $ 69,426,370 $ 6,818,487 $ 13,353,000 $ - $ 9,697,899 $ (57,551,945) $ 41,743,811 90 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE TOTAL ELIMINATIONS Non Recurring Adjustments Other Mandated Expenditures Primary and General Elections $ - $ (1,221,000) $ (1,221,000) $ (2,279,409) $ 18,000,000 15,720,591 $ 60,484,016 60,484,016 $ $ (20,222,003) $ - $ $ (6,333) $ (2,309,394) $ - $ IT Projects $ Base Telecom Adjustment Expenditure Auth Adj for Infrastructure Fund Office of the Medical Examiner Database and Software OET CybersecurityVMWare Facilities Management Servers, Scanners and Equipment Superior Court Ecourt Refresh/ICIS-NG program/Disaster Rec Environmental Services IT Equipment Other IT Non Recurring PC and Laptop and VDI Funding VMWare Enterprise License Agreement $ 6,306 $ 364,309 2,406,468 139,321 3,736,500 197,869 (11,772,665) (1,297,061) (8,007) (6,226,960) $ - $ 300,000 (5,533,587) 212,069 4,269,344 (752,174) $ $ Capital Projects and Debt Service Capital Improvement Projects and Infrastructure Improvements $ Debt Service $ Contingencies General Contingency $ 3,497,115 1,914,371 $ - $ $ - $ - $ 3,497,115 7,627,932 $ (18,000,000) (10,372,068) $ - $ $ $ 30,000,000 30,000,000 $ 4,127,523 90,484,016 94,611,539 - $ - $ - $ (18,307,632) - $ - $ - $ (2,315,727) - $ (2,314,111) 1,991,173 1,809,655 1,486,717 $ 6,306 364,309 2,406,468 139,321 3,736,500 197,869 (10,050,213) (6,484,207) (9,683,647) - Grant Reconciliation and Related Expenditures - $ 2,085,864 (4,506,550) (1,330,811) (3,751,497) $ - $ 7,484,286 (2,883,838) (4,740,181) (139,733) $ - $ (300,000) (300,000) $ Personnel Related Expenditures Public Safety Related Expenditures Graves v Arpaio Justice System Contingency Public Defense Capital/PCR Backlog $ - $ - $ 1,260 $ - $ 15,729 (100,000) $ 243,000 143,000 $ - $ $ $ - $ $ - $ $ - $ (100,000) 324,000 693,519 917,519 $ - $ - $ 87,450 $ - $ 747,770 - $ (10,868,770) (10,868,770) $ - $ $ $ - $ $ 96,453,807 96,453,807 $ (5,046,955) (140,157,793) (145,204,748) $ - $ 7,555,569 $ - $ - $ (10,794,141) $ 7,255,223 - $ (95,081) (1,389,649) 27,000 250,000 - 64,288,088 $ $ $ $ 792,124 792,124 86,734,130 - $ (834,467) (834,467) $ (1,045,757) $ - $ 95,081 (11,453,349) (11,358,268) $ (135,870,440) $ (250,000) (1,389,649) 81,000 500,000 308,080 287,718 1,000,000 342,090 (16,241,876) (15,362,637) 61,375,252 131,781,210 $ 414,405,222 $ $ (741,523,224) $ $ 1,312 $ $ $ $ 81,000 693,519 774,519 $ 500,327 $ 159,993 $ $ 5,046,955 54,572,756 59,619,711 $ $ 8,775,554 $ $ 13,157 Reallocations Transfers Elections Transfer Transfers to/from Capital Funds Vehicle Transfers and Replacements Other Non Recurring Expenditures Economic Development Reimburse Environmental Services for Fee Waivers Other Base Adjustments Adult Probation Vehicles for New Staff Adult Probation Fleet Study Air Quality Monitoring Equipment Environmental Services Equipment Parks Hassayampa Design/Engineering/Installation NeoGov Contract Other Non Recurring $ Total - Non Recurring Adjustments $ $ FY 2017 Adopted Budget $ (250,000) $ 54,000 250,000 308,080 287,718 1,000,000 342,090 (12,799,573) (10,807,685) $ 56,820,931 $ 1,406,003,835 $ 1,718,241 8,053,389 6,845,659 $ (9,551,700) $ 896,597,135 $ 91 $ $ 248,743,798 2,356,007,976 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules ALL FUNDS OBJECT/SOURCE 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST 0606 - SALES TAXES 0610 - LICENSES AND PERMITS 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE 0637 - FINES & FORFEITS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL REVENUE $ 0651 - GAIN ON FIXED ASSETS $ 0652 - PROCEEEDS FROM FINANCING ALL FUNDS ALL FUNDS ALL FUNDS FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL ADOPTED REVISED ADOPTED 439,142,285 $ 465,539,207 $ 465,539,207 $ 500,147,476 11,835,775 11,087,186 11,087,186 7,519,586 140,492,833 146,085,926 146,085,926 149,670,043 42,384,934 40,535,658 40,346,958 41,861,236 153,605,743 184,323,935 197,737,861 165,379,945 19,664,810 20,272,144 24,376,849 18,682,458 12,523,287 13,686,679 13,686,679 13,659,917 476,452,381 492,019,045 492,019,045 516,863,039 97,931,745 98,175,564 98,175,564 106,154,321 145,066,002 147,090,706 147,090,706 160,725,038 59,125,950 72,799,196 72,956,368 67,162,938 124,425,921 122,571,708 122,733,392 123,737,586 2,877,921 2,297,795 2,297,795 2,467,745 24,514,455 23,087,298 23,606,798 23,826,888 4,514,231 6,204,967 5,279,526 5,279,766 14,167,118 44,024,146 44,024,051 1,770,416,127 $ 1,888,875,719 $ 1,907,044,151 $ 428,680 $ 200,000 $ 209,542,509 - 200,000 $ 8,533,457 1,910,905,904 250,000 9,782,567 178,992,091 OTHER FINANCING SOURCES $ 209,971,189 $ 200,000 $ 9,982,567 $ 179,242,091 TOTAL SOURCES $ 1,980,387,316 $ 1,889,075,719 $ 1,917,026,718 $ 2,090,147,995 PERSONAL SERVICES $ 989,082,428 $ 1,070,830,610 $ 1,068,086,961 $ 1,088,311,713 80,654,192 73,914,710 SUPPLIES 95,163,990 68,782,805 SERVICES 669,510,202 794,424,187 812,904,947 773,206,223 CAPITAL 119,778,870 288,496,844 297,982,295 425,707,235 TOTAL EXPENDITURES $ 1,873,535,490 $ 2,234,405,833 $ 2,252,888,913 $ 2,356,007,976 TOTAL USES $ 1,873,535,490 $ 2,234,405,833 $ 2,252,888,913 $ 2,356,007,976 92 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules (continued) GENERAL OBJECT/SOURCE 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST 0610 - LICENSES AND PERMITS 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES GENERAL GENERAL GENERAL FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL ADOPTED REVISED ADOPTED 439,142,285 $ 465,539,207 $ 465,539,207 $ 500,147,476 11,835,775 11,087,186 11,087,186 7,519,586 2,192,729 2,311,877 2,311,877 2,329,936 34,752 - 6,333 - 5,339,982 5,103,302 9,389,697 4,306,822 12,523,287 13,686,679 13,686,679 13,659,917 0625 - STATE SHARED SALES TAX 476,452,381 492,019,045 492,019,045 516,863,039 0630 - STATE SHARED VEHICLE LICENSE 135,043,055 138,282,676 138,282,676 149,955,458 0634 - INTERGOV CHARGES FOR SERVICES 16,339,728 18,211,659 17,888,754 18,632,123 0635 - OTHER CHARGES FOR SERVICES 24,952,942 24,559,638 24,559,638 26,101,214 7,634 6,988 6,988 6,988 10,863,122 9,802,082 9,802,082 10,372,054 0638 - PATIENT SERVICES REVENUE 0637 - FINES & FORFEITS 0645 - INTEREST EARNINGS 3,499,671 2,800,000 2,800,000 2,400,000 0650 - MISCELLANEOUS REVENUE 7,680,517 2,782,364 2,782,614 2,504,000 1,145,907,860 $ 1,186,192,703 $ 1,190,162,776 $ TOTAL REVENUE $ 0652 - PROCEEEDS FROM FINANCING $ 0680 - TRANSFERS IN - $ - $ - $ 1,254,798,613 5,156,400 14,805,346 5,809,670 6,691,743 12,104,659 OTHER FINANCING SOURCES $ 14,805,346 $ 5,809,670 $ 6,691,743 $ 17,261,059 TOTAL SOURCES $ 1,160,713,206 $ 1,192,002,373 $ 1,196,854,519 $ 1,272,059,672 PERSONAL SERVICES $ 497,668,408 $ 536,237,676 $ 535,192,758 $ 549,934,564 SUPPLIES 22,627,554 18,288,888 19,277,596 15,658,021 SERVICES 394,954,929 469,559,657 482,396,476 489,911,219 13,159,658 9,569,668 6,908,882 1,033,655,889 $ 1,043,775,712 $ CAPITAL TOTAL EXPENDITURES $ 928,410,549 $ 7,002,052 1,062,505,856 0880 - TRANSFERS OUT $ 254,509,775 $ 241,248,499 $ 235,980,822 $ 343,497,979 OTHER FINANCING USES $ 254,509,775 $ 241,248,499 $ 235,980,822 $ 343,497,979 TOTAL USES $ 1,182,920,324 $ 1,274,904,388 $ 1,279,756,534 $ 1,406,003,835 93 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules (continued) DETENTION OPERATIONS OBJECT/SOURCE 0606 - SALES TAXES $ 0635 - OTHER CHARGES FOR SERVICES 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL REVENUE $ 0652 - PROCEEEDS FROM FINANCING $ 0680 - TRANSFERS IN DETENTION OPERATIONS DETENTION OPERATIONS FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL ADOPTED REVISED ADOPTED 140,492,833 $ 0620 - OTHER INTERGOVERNMENTAL 0634 - INTERGOV CHARGES FOR SERVICES DETENTION OPERATIONS 146,085,926 $ 146,085,926 $ 149,670,043 - - - 400,000 27,851,567 30,449,852 30,449,852 25,686,372 43,846 7,000 7,000 42,233 1,389,223 1,100,000 1,100,000 750,000 503,972 60,000 60,000 64,150 170,281,441 $ - $ 177,702,778 $ - $ 177,702,778 $ - $ 176,612,798 1,154,241 177,061,315 198,483,977 190,922,075 214,404,796 OTHER FINANCING SOURCES $ 177,061,315 $ 198,483,977 $ 190,922,075 $ 215,559,037 TOTAL SOURCES $ 347,342,756 $ 376,186,755 $ 368,624,853 $ 392,171,835 PERSONAL SERVICES $ 276,113,686 $ 294,246,734 $ 294,826,149 $ 305,442,428 SUPPLIES 23,552,637 31,689,903 23,653,415 23,121,887 SERVICES 58,866,559 84,792,467 84,573,466 86,685,819 CAPITAL TOTAL EXPENDITURES $ 3,360,239 2,747,000 2,998,000 361,893,121 $ 413,476,104 $ 406,051,030 $ 1,315,716 416,565,850 0880 - TRANSFERS OUT $ 4,891,273 $ 1,469,193 $ 1,332,365 $ 9,962,412 OTHER FINANCING USES $ 4,891,273 $ 1,469,193 $ 1,332,365 $ 9,962,412 TOTAL USES $ 366,784,394 $ 414,945,297 $ 407,383,395 $ 426,528,262 94 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules (continued) NON MAJOR OBJECT/SOURCE 0610 - LICENSES AND PERMITS $ 0615 - GRANTS NON MAJOR NON MAJOR NON MAJOR FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL ADOPTED REVISED ADOPTED 40,192,205 $ 38,223,781 $ 38,035,081 $ 39,531,300 153,570,991 184,323,935 197,731,528 165,379,945 0620 - OTHER INTERGOVERNMENTAL 14,324,828 15,168,842 14,987,152 13,975,636 0626 - STATE SHARED HIGHWAY USER REV 97,931,745 98,175,564 98,175,564 106,154,321 0630 - STATE SHARED VEHICLE LICENSE 10,022,947 8,808,030 8,808,030 10,769,580 0634 - INTERGOV CHARGES FOR SERVICES 14,934,655 24,137,685 24,617,762 22,844,443 0635 - OTHER CHARGES FOR SERVICES 99,429,133 98,005,070 98,166,754 97,594,139 0638 - PATIENT SERVICES REVENUE 0637 - FINES & FORFEITS 2,870,287 2,290,807 2,290,807 2,460,757 13,651,333 13,285,216 13,804,716 13,454,834 1,364,231 0645 - INTEREST EARNINGS 1,316,073 1,379,526 1,379,766 0650 - MISCELLANEOUS REVENUE 5,982,629 41,181,782 41,181,437 TOTAL REVENUE $ 0651 - GAIN ON FIXED ASSETS $ 0652 - PROCEEEDS FROM FINANCING 454,226,826 $ 524,980,238 $ 428,680 $ 200,000 $ 209,542,509 0680 - TRANSFERS IN (191,866,661) - 539,178,597 $ 200,000 $ 9,782,567 5,965,307 479,494,493 250,000 172,681,450 (204,293,647) (197,613,818) OTHER FINANCING SOURCES $ 18,104,528 $ (204,093,647) $ (187,631,251) $ (226,509,455) (53,578,005) TOTAL SOURCES $ 472,331,354 $ 320,886,591 $ 351,547,346 $ 425,916,488 PERSONAL SERVICES $ 215,300,334 $ 240,346,200 $ 238,068,054 $ 232,934,721 SUPPLIES 48,983,799 30,675,401 30,983,699 30,002,897 SERVICES 215,688,714 240,072,063 245,935,005 196,609,185 CAPITAL TOTAL EXPENDITURES $ 103,258,973 276,180,176 288,075,413 417,389,467 583,231,820 $ 787,273,840 $ 803,062,171 $ 876,936,270 0880 - TRANSFERS OUT $ (259,401,048) $ (242,717,692) $ (237,313,187) $ (353,460,391) OTHER FINANCING USES $ (259,401,048) $ (242,717,692) $ (237,313,187) $ (353,460,391) TOTAL USES $ 323,830,772 $ 544,556,148 $ 565,748,984 $ 523,475,879 95 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department FY 2015 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2016 ADOPTED $ SUBTOTAL $ 15,702,889 21,503,629 7,299,333 17,036,678 61,542,529 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 $ 282,921 16,931,555 12,866,929 4,319,659 1,648,168 9,353,456 22,271,415 41,076 62,146,643 129,861,822 $ APPOINTED 150 - EMERGENCY MANAGEMENT 1,537,560 180 - FINANCE 342,294 200 - COUNTY MANAGER 3,046,510 220 - HUMAN SERVICES 48,345,207 260 - CORRECTIONAL HEALTH 12,059 290 - MEDICAL EXAMINER 424,235 300 - PARKS AND RECREATION 8,354,471 310 - HUMAN RESOURCES 63,242 340 - PUBLIC FIDUCIARY 1,225,892 390 - EMPLOYEE BENEFITS AND HEALTH 150,134,020 410 - ENTERPRISE TECHNOLOGY 18,123,465 440 - PLANNING AND DEVELOPMENT 8,887,583 470 - NON DEPARTMENTAL 1,738,211,574 520 - PUBLIC DEFENDER 1,711,414 540 - LEGAL DEFENDER 133,449 550 - LEGAL ADVOCATE 17,471 560 - CONTRACT COUNSEL 50,348 640 - TRANSPORTATION 126,551,477 670 - WASTE RESOURCES AND RECYCLING 5,228,962 700 - FACILITIES MANAGEMENT 838,131 730 - PROCUREMENT SERVICES 1,519,299 740 - EQUIPMENT SERVICES 17,637,703 750 - RISK MANAGEMENT 20,811,722 790 - ANIMAL CARE AND CONTROL 14,900,720 850 - AIR QUALITY 16,108,317 860 - PUBLIC HEALTH 46,256,649 880 - ENVIRONMENTAL SERVICES 19,856,219 940 - ASSISTANT COUNTY MANAGER 940 3,408,413 950 - ASSISTANT COUNTY MANAGER 950 912,862 SUBTOTAL $ 2,254,651,268 ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ $ $ 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 4,888,710 450,341 1,606,217 16,854,693 24,088,690 12,933,898 16,057,307 50,759,524 19,405,422 68,459 $ 2,128,468,137 (465,668,303) $ (465,668,303) $ $ 1,980,387,316 FY 2016 REVISED $ $ $ 1,889,075,719 15,590,748 20,627,952 6,854,827 19,034,384 62,107,911 $ 240,000 15,711,927 12,814,338 9,480,292 1,804,907 10,792,689 28,016,364 344,341 68,429,831 147,634,689 $ 1,884,122 285,000 1,624,176 73,756,757 7,000 400,136 8,065,714 55,000 1,000,000 168,103,125 18,330,411 8,010,200 1,614,805,708 1,542,448 123,606 17,168 138,746,310 4,888,710 450,341 1,606,217 16,854,693 24,088,690 13,129,898 16,057,307 50,759,524 19,570,701 818,812 $ 2,184,981,774 (440,425,085) $ (440,425,085) $ $ $ $ 223,347 16,302,210 12,794,303 7,719,025 1,636,415 12,492,716 25,818,083 49,042 64,181,226 141,216,367 $ $ $ 15,551,394 21,104,680 6,714,778 17,366,426 60,737,278 $ (39,354) 476,728 (140,049) (1,667,958) (1,370,633) -0.3% 2.3% -2.0% -8.8% -2.2% 180,000 16,248,753 13,136,834 4,173,461 1,630,200 11,726,087 26,408,324 344,341 62,742,050 136,590,050 $ $ (60,000) 536,826 322,496 (5,306,831) (174,707) 933,398 (1,608,040) (5,687,781) (11,044,639) -25.0% 3.4% 2.5% -56.0% -9.7% 8.6% -5.7% 0.0% -8.3% -7.5% $ (158,385) (1,297,121) (16,027,692) (5,555) 1,350,341 200,871 19,250,414 3,867,742 395,633,710 (240,306) (2,866) 3,459 1,991,780 92,631 16,000 (105,383) 519,816 166,031 (1,236,730) (98,081) (750,353) 403,170,323 -8.4% 0.0% -79.9% -21.7% 0.0% -1.4% 16.7% 0.0% 20.1% 11.5% 21.1% 0.0% 24.5% -15.6% -2.3% 20.1% N/A 1.4% 1.9% 3.6% -6.6% 0.0% 0.0% 4.0% 1.0% -2.4% -0.5% N/A -91.6% 18.5% (695,331,430) $ (695,331,430) $ (217,633,774) (217,633,774) 45.6% 45.6% 173,121,277 9.0% 1,725,737 285,000 327,055 57,729,065 7,000 394,581 9,416,055 55,000 1,200,871 187,353,539 22,198,153 8,010,200 2,010,439,418 1,302,142 120,740 20,627 140,738,090 4,981,341 466,341 1,500,834 16,854,693 24,088,690 13,649,714 16,223,338 49,522,794 19,472,620 68,459 $ 2,588,152,097 (444,057,821) $ (444,057,821) $ $ 1,869,893,380 REVISED VS ADOPTED VARIANCE % FY 2017 ADOPTED 15,546,912 21,943,413 6,473,343 18,785,016 62,748,684 2,008,217 309,097 1,350,963 58,004,853 14,883 420,625 8,255,321 57,708 1,060,871 168,149,791 18,173,094 12,143,883 1,560,514,494 1,436,721 120,740 33,877 9,246 129,024,260 5,024,673 484,247 1,468,214 16,433,029 20,830,710 13,662,036 15,911,369 54,382,198 19,542,465 1,158,565 $ 2,109,986,150 (477,697,656) $ (477,697,656) $ $ 1,917,026,718 96 FY 2016 FORECAST $ 2,090,147,995 $ $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2015 ACTUAL GENERAL FUND JUDICIAL 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2016 ADOPTED $ SUBTOTAL $ 14,178,669 5,866 2,171,403 16,355,938 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 $ 282,921 8,823,130 17,479 4,201,796 1,648,168 5,864,023 843,754 41,076 13,533,098 35,255,445 $ $ $ FY 2016 REVISED 13,511,769 15,550 1,880,100 15,407,419 $ 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 $ $ $ FY 2016 FORECAST 13,511,769 15,550 1,880,100 15,407,419 $ 240,000 7,802,467 84,559 8,506,798 1,804,907 7,000,000 117,000 40,000 15,235,149 40,830,880 $ $ $ FY 2017 ADOPTED 13,989,353 10,088 2,241,399 16,240,840 $ 223,347 8,614,218 71,156 7,084,039 1,636,415 8,746,128 124,333 49,042 16,196,639 42,745,317 $ $ $ REVISED VS ADOPTED VARIANCE % 13,702,070 15,550 2,200,000 15,917,620 $ 180,000 8,400,000 62,079 3,766,711 1,630,200 7,933,398 117,000 40,000 15,435,908 37,565,296 $ $ 190,301 319,900 510,201 $ (60,000) 597,533 (22,480) (4,740,087) (174,707) 933,398 200,759 (3,265,584) -25.0% 7.7% -26.6% -55.7% -9.7% 13.3% 0.0% 0.0% 1.3% -8.0% 0.0% 0.0% N/A -1.5% 0.0% 20.1% 18.8% 6.8% -15.5% N/A N/A 70.0% 3.6% N/A 0.0% 0.0% N/A 6.8% APPOINTED 180 - FINANCE 342,294 200 - COUNTY MANAGER 860 220 - HUMAN SERVICES 2,213 290 - MEDICAL EXAMINER 416,654 310 - HUMAN RESOURCES 63,242 340 - PUBLIC FIDUCIARY 1,225,892 410 - ENTERPRISE TECHNOLOGY 752,676 470 - NON DEPARTMENTAL 1,101,154,227 520 - PUBLIC DEFENDER 65,038 540 - LEGAL DEFENDER 8,801 560 - CONTRACT COUNSEL 50,348 670 - WASTE RESOURCES AND RECYCLING 256,698 700 - FACILITIES MANAGEMENT 560,110 720 - PROTECTIVE SERVICES 730 - PROCUREMENT SERVICES 762,678 880 - ENVIRONMENTAL SERVICES 31,679 940 - ASSISTANT COUNTY MANAGER 940 3,408,413 SUBTOTAL $ 1,109,101,823 285,000 600 391,730 55,000 1,000,000 465,100 1,136,124,447 38,332 132,369 450,341 761,000 22,221 $ 1,139,726,140 285,000 600 391,730 55,000 1,000,000 473,107 1,137,006,520 38,332 132,369 450,341 761,000 22,221 $ 1,140,616,220 309,097 720 412,220 57,708 1,060,871 471,907 1,158,224,988 35,439 9,246 238,332 484,247 761,000 22,221 $ 1,162,123,907 285,000 600 385,730 55,000 1,200,871 561,827 1,214,580,781 32,385 225,000 466,341 761,000 22,221 $ 1,218,576,756 $ (6,000) 200,871 88,720 77,574,261 (5,947) 92,631 16,000 77,960,536 MARICOPA COUNTY $ 1,192,002,373 $ 1,196,854,519 $ 1,221,110,064 $ 1,272,059,672 $ 75,205,153 $ 1,160,713,206 97 1.4% 0.0% 17.0% 3.3% 6.3% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2015 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2016 ADOPTED $ SUBTOTAL $ 15,702,889 7,324,960 7,293,467 14,865,275 45,186,591 ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 8,108,425 12,849,450 117,863 3,489,433 21,427,661 48,613,545 94,606,377 $ APPOINTED 150 - EMERGENCY MANAGEMENT $ 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 390 - EMPLOYEE BENEFITS AND HEALTH 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 700 - FACILITIES MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,537,560 3,045,650 48,342,994 12,059 7,581 8,443,769 6,149,274 8,887,583 318,940,526 1,646,376 124,648 17,471 110,847,739 4,972,264 278,021 14,900,720 16,108,317 46,256,649 19,824,540 912,862 611,256,603 $ MARICOPA COUNTY 751,049,571 $ APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY MARICOPA COUNTY $ 7,880,362 12,212,410 470,278 3,792,689 27,342,710 304,341 52,783,354 104,786,144 $ $ $ 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 $ 837,348,911 $ $ FY 2016 FORECAST 15,590,748 7,116,183 6,839,277 17,154,284 46,700,492 $ 7,909,460 12,729,779 973,494 3,792,689 27,899,364 304,341 53,194,682 106,803,809 $ $ $ 1,884,122 1,623,576 73,756,757 7,000 8,406 8,065,714 7,935,127 8,010,200 375,251,395 1,504,116 123,606 17,168 109,381,692 4,756,341 13,129,898 16,057,307 50,759,524 19,548,480 818,812 692,639,241 $ 846,143,542 $ $ FY 2016 ADOPTED 15,546,912 7,954,060 6,463,255 16,543,617 46,507,844 $ 7,687,992 12,723,147 634,986 3,746,588 25,693,750 47,984,587 98,471,050 $ $ $ 2,008,217 1,350,243 58,004,853 14,883 8,405 8,255,321 7,011,265 12,143,883 338,643,064 1,401,282 120,740 20,627 112,399,611 4,786,341 13,662,036 15,888,708 54,382,198 19,520,244 1,158,565 650,780,486 $ 795,759,380 $ $ FY 2016 REVISED REVISED VS ADOPTED VARIANCE % FY 2017 ADOPTED 15,551,394 7,402,610 6,699,228 15,166,426 44,819,658 $ 7,848,753 13,074,755 406,750 3,792,689 26,291,324 304,341 47,306,142 99,024,754 $ $ $ 1,725,737 326,455 57,729,065 7,000 8,851 9,416,055 7,891,088 8,010,200 367,911,509 1,269,757 120,740 20,627 122,652,556 4,756,341 13,649,714 16,223,338 49,522,794 19,450,399 68,459 680,760,685 $ 824,605,097 $ $ FY 2016 FORECAST (39,354) 286,427 (140,049) (1,987,858) (1,880,834) -0.3% 4.0% -2.0% -11.6% -4.0% (60,707) 344,976 (566,744) (1,608,040) (5,888,540) (7,779,055) -0.8% 2.7% -58.2% 0.0% -5.8% 0.0% -11.1% -7.3% $ (158,385) (1,297,121) (16,027,692) 445 1,350,341 (44,039) (7,339,886) (234,359) (2,866) 3,459 13,270,864 519,816 166,031 (1,236,730) (98,081) (750,353) (11,878,556) -8.4% -79.9% -21.7% 0.0% 5.3% 16.7% -0.6% 0.0% -2.0% -15.6% -2.3% 20.1% 12.1% 0.0% N/A 4.0% 1.0% -2.4% -0.5% -91.6% -1.7% $ (21,538,445) -2.5% $ $ REVISED VS ADOPTED VARIANCE % FY 2017 ADOPTED $ SUBTOTAL $ 15,861,203 15,861,203 $ $ 13,520,787 13,520,787 $ $ 54,527,013 54,527,013 $ $ 24,401,735 24,401,735 $ $ 140,192,040 140,192,040 $ $ 85,665,027 85,665,027 157.1% 157.1% $ 15,861,203 $ 13,520,787 $ 54,527,013 $ 24,401,735 $ 140,192,040 $ 85,665,027 157.1% FY 2015 ACTUAL CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION 15,514,919 7,116,183 6,699,228 14,639,960 43,970,290 FY 2015 ACTUAL DEBT SERVICE FY 2016 REVISED $ FY 2016 ADOPTED $ SUBTOTAL $ 302,255,618 63,838,535 366,094,153 $ 366,094,153 FY 2016 REVISED $ $ 38,238,213 99,767,801 138,006,014 $ 138,006,014 FY 2016 FORECAST $ $ 48,020,780 99,767,801 147,788,581 $ 147,788,581 98 REVISED VS ADOPTED VARIANCE % FY 2017 ADOPTED $ $ 39,244,707 87,027,832 126,272,539 $ $ 287,755,088 64,277,328 352,032,416 $ 126,272,539 $ 239,734,308 (35,490,473) 204,243,835 499.2% -35.6% 138.2% $ 352,032,416 $ 204,243,835 138.2% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2016 ADOPTED FY 2015 ACTUAL INTERNAL SERVICE APPOINTED $ 390 - EMPLOYEE BENEFITS AND HEALTH 410 - ENTERPRISE TECHNOLOGY 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ 143,984,746 17,370,789 756,621 17,637,703 20,811,722 200,561,581 $ MARICOPA COUNTY 200,561,581 $ APPOINTED 300 - PARKS AND RECREATION 640 - TRANSPORTATION ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ FY 2016 ADOPTED FY 2016 REVISED $ 22,968,092 10.4% $ 242,781,994 216,810,666 219,813,902 219,025,902 12.0% 21.2% -12.5% 0.0% 0.0% 10.4% $ $ $ $ $ 19,294,453 3,779,022 (105,383) 22,968,092 $ $ $ $ REVISED VS ADOPTED % VARIANCE 179,462,451 21,636,326 739,834 16,854,693 24,088,690 242,781,994 $ $ $ FY 2017 ADOPTED 161,138,526 17,701,187 707,214 16,433,029 20,830,710 216,810,666 160,167,998 17,857,304 845,217 16,854,693 24,088,690 219,813,902 160,167,998 17,069,304 845,217 16,854,693 24,088,690 219,025,902 FY 2015 ACTUAL ELIMINATIONS FY 2016 FORECAST FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VARIANCE % SUBTOTAL $ (89,298) $ (48,134,797) (48,224,095) $ - $ (70,403,183) (70,403,183) $ - $ (70,403,183) (70,403,183) $ - $ (70,403,183) (70,403,183) $ - $ (46,191,794) (46,191,794) $ 24,211,389 24,211,389 N/A -34.4% -34.4% $ SUBTOTAL $ (465,668,303) $ (465,668,303) $ (440,425,085) $ (440,425,085) $ (477,697,656) $ (477,697,656) $ (444,057,821) $ (444,057,821) $ (695,331,430) $ (695,331,430) $ (217,633,774) (217,633,774) 45.6% 45.6% $ (513,892,398) $ (510,828,268) $ (548,100,839) $ (514,461,004) $ (741,523,224) $ (193,422,385) 35.3% 99 Maricopa County Annual Business Strategies FY 2017 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 $ 13,702,070 15,550 2,200,000 15,917,620 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 $ 180,000 8,400,000 62,079 3,766,711 1,630,200 7,933,398 117,000 40,000 15,435,908 37,565,296 APPOINTED 150 - EMERGENCY MANAGEMENT $ 180 - FINANCE 285,000 200 - COUNTY MANAGER 600 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 385,730 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 55,000 340 - PUBLIC FIDUCIARY 1,200,871 390 - EMPLOYEE BENEFITS AND HEALTH 410 - ENTERPRISE TECHNOLOGY 561,827 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 1,214,580,781 520 - PUBLIC DEFENDER 32,385 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 225,000 700 - FACILITIES MANAGEMENT 466,341 730 - 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 $ 1,218,576,756 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ $ $ $ 15,551,394 7,402,610 6,699,228 15,166,426 44,819,658 7,848,753 13,074,755 406,750 3,792,689 26,291,324 304,341 47,306,142 99,024,754 $ $ $ $ $ - - $ $ $ $ - - $ $ $ $ SUBTOTAL - - $ 1,725,737 326,455 57,729,065 7,000 8,851 9,416,055 7,891,088 8,010,200 367,911,509 1,269,757 120,740 20,627 122,652,556 4,756,341 13,649,714 16,223,338 49,522,794 19,450,399 68,459 680,760,685 $ 140,192,040 140,192,040 $ 287,755,088 64,277,328 352,032,416 $ 179,462,451 21,636,326 739,834 16,854,693 24,088,690 242,781,994 - $ - $ - $ - $ - $ 1,272,059,672 $ 824,605,097 $ 140,192,040 $ 352,032,416 $ 242,781,994 $ $ FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE DEBT SERVICE 100 $ $ $ $ $ $ ELIMINATIONS 15,551,394 21,104,680 6,714,778 17,366,426 60,737,278 180,000 16,248,753 13,136,834 4,173,461 1,630,200 11,726,087 26,408,324 344,341 62,742,050 136,590,050 $ $ $ $ $ TOTAL - - $ $ $ $ 15,551,394 21,104,680 6,714,778 17,366,426 60,737,278 180,000 16,248,753 13,136,834 4,173,461 1,630,200 11,726,087 26,408,324 344,341 62,742,050 136,590,050 $ 1,725,737 285,000 327,055 57,729,065 7,000 394,581 9,416,055 55,000 1,200,871 187,353,539 22,198,153 8,010,200 2,010,439,418 1,302,142 120,740 20,627 186,929,884 4,981,341 466,341 1,500,834 16,854,693 24,088,690 13,649,714 16,223,338 49,522,794 19,472,620 68,459 $ 2,634,343,891 - $ 1,725,737 285,000 327,055 57,729,065 7,000 394,581 9,416,055 55,000 1,200,871 187,353,539 22,198,153 8,010,200 2,010,439,418 1,302,142 120,740 20,627 (46,191,794) 140,738,090 4,981,341 466,341 1,500,834 16,854,693 24,088,690 13,649,714 16,223,338 49,522,794 19,472,620 68,459 (46,191,794) $ 2,588,152,097 $ $ - $ (695,331,430) $ $ 2,831,671,219 $ (741,523,224) $ 2,090,147,995 (695,331,430) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2015 ACTUAL ALL FUNDS TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST 0606 - SALES TAXES SUBTOTAL $ $ 465,539,207 11,087,186 146,085,926 622,712,319 $ 42,384,934 42,384,934 $ $ 40,535,658 40,535,658 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 153,605,743 19,664,810 12,523,287 476,452,381 97,931,745 145,066,002 905,243,968 $ 184,323,935 20,272,144 13,686,679 492,019,045 98,175,564 147,090,706 955,568,073 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 59,125,950 124,425,921 2,877,921 186,429,792 $ $ $ 72,799,196 122,571,708 2,297,795 197,668,699 $ SUBTOTAL $ 24,514,455 24,514,455 $ $ $ $ SUBTOTAL $ 6,204,967 14,167,118 20,372,085 ALL REVENUES $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0652 - PROCEEEDS FROM FINANCING ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ FINES AND FORFEITS 0637 - FINES AND FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ $ FY 2016 REVISED 465,539,207 11,087,186 146,085,926 622,712,319 LICENSES AND PERMITS 0610 - LICENSES AND PERMITS 439,142,285 11,835,775 140,492,833 591,470,893 FY 2016 ADOPTED $ 465,539,207 11,084,407 146,027,297 622,650,911 40,346,958 40,346,958 $ $ 197,737,861 24,376,849 13,686,679 492,019,045 98,175,564 147,090,706 973,086,704 $ $ $ 72,956,368 122,733,392 2,297,795 197,987,555 $ 23,087,298 23,087,298 $ $ 23,606,798 23,606,798 $ $ 24,200,220 24,200,220 $ $ 5,279,766 44,024,051 49,303,817 $ $ 5,279,526 44,024,146 49,303,672 1,770,416,127 $ 1,888,875,719 $ 428,680 209,542,509 209,971,189 1,980,387,316 $ 200,000 200,000 1,889,075,719 $ $ $ $ $ FY 2016 FORECAST $ $ $ 101 $ FY 2017 ADOPTED $ 500,147,476 7,519,586 149,670,043 657,337,105 $ 43,057,861 43,057,861 $ $ 41,861,236 41,861,236 $ $ 171,006,464 24,386,721 14,234,759 499,440,776 98,175,564 153,462,525 960,706,809 $ $ $ 165,379,945 18,682,458 13,659,917 516,863,039 106,154,321 160,725,038 981,464,718 66,890,902 $ 128,666,541 (63,854) 2,605,083 198,098,672 $ 67,162,938 123,737,586 2,467,745 193,368,269 $ $ $ $ 23,826,888 23,826,888 $ $ $ $ 4,514,231 8,533,457 13,047,688 $ $ 5,743,519 7,774,388 13,517,907 1,907,044,151 $ 1,862,232,380 $ 1,910,905,904 $ 200,000 9,782,567 9,982,567 1,917,026,718 $ 200,000 7,461,000 7,661,000 1,869,893,380 $ 250,000 178,992,091 179,242,091 2,090,147,995 $ $ $ $ $ REVISED VS ADOPTED VARIANCE % $ $ $ $ $ $ $ 34,608,269 7.4% (3,567,600) -32.2% 3,584,117 2.5% 34,624,786 5.6% 1,514,278 1,514,278 3.8% 3.8% (32,357,916) -16.4% (5,694,391) -23.4% (26,762) -0.2% 24,843,994 5.0% 7,978,757 8.1% 13,634,332 9.3% 8,378,014 0.9% (5,793,430) 1,004,194 169,950 (4,619,286) 220,090 220,090 -7.9% 0.8% N/A 7.4% -2.3% 0.9% 0.9% (765,535) -14.5% (35,490,594) -80.6% (36,256,129) -73.5% 3,861,753 0.2% 50,000 25.0% 169,209,524 1729.7% 169,259,524 1695.6% 173,121,277 9.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2015 ACTUAL GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST SUBTOTAL $ FY 2016 ADOPTED $ $ 465,539,207 11,087,186 476,626,393 2,192,729 2,192,729 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 34,752 5,339,982 12,523,287 476,452,381 135,043,055 629,393,457 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 16,339,728 24,952,942 7,634 41,300,304 $ $ SUBTOTAL $ $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS 439,142,285 11,835,775 450,978,060 $ $ SUBTOTAL $ FY 2016 REVISED $ FY 2016 FORECAST $ $ 465,539,207 11,087,186 476,626,393 2,311,877 2,311,877 $ $ 5,103,302 13,686,679 492,019,045 138,282,676 649,091,702 $ $ $ $ 18,211,659 24,559,638 6,988 42,778,285 10,863,122 10,863,122 $ $ $ SUBTOTAL $ 3,499,671 7,680,517 11,180,188 ALL REVENUES $ $ $ 465,539,207 11,084,407 476,623,614 2,311,877 2,311,877 $ $ 6,333 9,389,697 13,686,679 492,019,045 138,282,676 653,384,430 $ $ $ $ 17,888,754 24,559,638 6,988 42,455,380 9,802,082 9,802,082 $ $ $ $ 2,800,000 2,782,364 5,582,364 1,145,907,860 $ OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 14,805,346 14,805,346 TOTAL SOURCES $ 1,160,713,206 FINES AND FORFEITS 0637 - FINES AND FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2017 ADOPTED REVISED VS ADOPTED VARIANCE % $ $ 500,147,476 7,519,586 507,667,062 1,993,721 1,993,721 $ $ 2,329,936 2,329,936 $ $ 6,215 10,796,567 14,234,759 499,440,776 144,654,495 669,132,812 $ 4,306,822 13,659,917 516,863,039 149,955,458 684,785,236 $ $ $ $ 18,608,705 27,103,191 7,271 45,719,167 9,802,082 9,802,082 $ $ $ $ 2,800,000 2,782,614 5,582,614 1,186,192,703 $ $ $ 5,809,670 5,809,670 $ 1,192,002,373 $ $ $ $ 18,632,123 26,101,214 6,988 44,740,325 10,478,212 10,478,212 $ $ $ $ 3,087,867 3,512,798 6,600,665 1,190,162,776 $ $ $ 6,691,743 6,691,743 $ 1,196,854,519 102 34,608,269 7.4% (3,567,600) -32.2% 31,040,669 6.5% 18,059 18,059 0.8% 0.8% (6,333) -100.0% (5,082,875) -54.1% (26,762) -0.2% 24,843,994 5.0% 11,672,782 8.4% 31,400,806 4.8% $ 743,369 1,541,576 2,284,945 4.2% 6.3% 0.0% 5.4% 10,372,054 10,372,054 $ $ 569,972 569,972 5.8% 5.8% $ $ 2,400,000 2,504,000 4,904,000 1,210,548,191 $ 1,254,798,613 $ 64,635,837 5.4% $ $ 3,869,500 6,692,373 10,561,873 $ $ 5,156,400 12,104,659 17,261,059 $ $ 5,156,400 5,412,916 10,569,316 N/A 80.9% 157.9% $ 1,221,110,064 $ 1,272,059,672 $ 75,205,153 6.3% $ (400,000) -14.3% (278,614) -10.0% (678,614) -12.2% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2015 ACTUAL SPECIAL REVENUE TAXES 0606 - SALES TAXES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 140,492,833 140,492,833 $ $ 146,085,926 146,085,926 $ $ 146,085,926 146,085,926 $ $ 146,027,297 146,027,297 $ $ 149,670,043 149,670,043 $ $ 3,584,117 3,584,117 2.5% 2.5% $ SUBTOTAL $ 40,192,205 40,192,205 $ $ 38,223,781 38,223,781 $ $ 38,035,081 38,035,081 $ $ 41,064,140 41,064,140 $ $ 39,531,300 39,531,300 $ $ 1,496,219 1,496,219 3.9% 3.9% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 138,491,645 14,324,828 97,931,745 10,022,947 260,771,165 $ 165,610,817 15,168,842 98,175,564 8,808,030 287,763,253 $ 179,018,410 14,987,152 98,175,564 8,808,030 300,989,156 $ 161,953,862 13,590,154 98,175,564 8,808,030 282,527,610 $ 157,666,325 14,375,636 106,154,321 10,769,580 288,965,862 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 36,054,969 70,935,752 2,870,287 109,861,008 $ $ $ 33,496,842 69,039,673 2,460,757 104,997,272 $ $ $ 34,234,568 72,717,442 2,597,812 109,549,822 $ $ 38,343,014 69,923,935 2,290,807 110,557,756 $ $ 37,862,937 69,762,251 2,290,807 109,915,995 $ $ SUBTOTAL $ 13,651,333 13,651,333 $ $ 13,285,216 13,285,216 $ $ 13,804,716 13,804,716 $ $ 13,722,008 13,722,008 $ $ 13,454,834 13,454,834 $ $ $ $ $ 1,589,093 5,996,457 7,585,550 $ $ 1,875,355 3,907,423 5,782,778 $ $ 1,946,102 41,206,437 43,152,539 $ $ 1,945,862 41,206,782 43,152,644 $ SUBTOTAL $ 2,220,065 5,607,656 7,827,721 $ (357,009) -18.3% (35,209,980) -85.4% (35,566,989) -82.4% ALL REVENUES $ 572,796,265 $ 638,426,815 $ 652,625,174 $ 598,673,655 $ 604,204,861 $ (48,420,313) -7.4% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0652 - PROCEEEDS FROM FINANCING 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 428,680 177,824,626 178,253,306 $ $ $ 250,000 5,715,440 214,434,796 220,400,236 $ $ 200,000 3,591,500 193,294,225 197,085,725 $ $ 200,000 193,318,368 193,518,368 $ $ 200,000 198,722,096 198,922,096 $ 50,000 5,715,440 21,116,428 26,881,868 25.0% N/A 10.9% 13.9% TOTAL SOURCES $ 751,049,571 $ 837,348,911 $ 846,143,542 $ 795,759,380 $ 824,605,097 $ (21,538,445) -2.5% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2015 ACTUAL DEBT SERVICE CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ $ FY 2016 ADOPTED $ FY 2016 REVISED $ FY 2016 FORECAST $ FY 2017 ADOPTED (21,352,085) -11.9% (611,516) -4.1% 7,978,757 8.1% 1,961,550 22.3% (12,023,294) -4.0% (4,846,172) -12.6% (884,262) -1.3% 169,950 7.4% (5,560,484) -5.0% (349,882) (349,882) -2.5% -2.5% REVISED VS ADOPTED VARIANCE % 716,707 716,707 $ $ 1,371,504 1,371,504 $ $ 1,371,504 1,371,504 $ $ 1,371,504 1,371,504 $ $ - $ $ (1,371,504) -100.0% (1,371,504) -100.0% $ SUBTOTAL $ 43,748 43,748 $ $ 2,000 2,000 $ $ 2,000 2,000 $ $ 25,969 25,969 $ $ - $ $ (2,000) -100.0% (2,000) -100.0% ALL REVENUES $ 760,455 $ 1,373,504 $ 1,373,504 $ 1,397,473 $ - $ (1,373,504) -100.0% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 15,100,748 15,100,748 $ $ 12,147,283 12,147,283 $ $ 53,153,509 53,153,509 $ $ 23,004,262 23,004,262 $ $ 140,192,040 140,192,040 $ $ 87,038,531 87,038,531 163.7% 163.7% TOTAL SOURCES $ 15,861,203 $ 13,520,787 $ 54,527,013 $ 24,401,735 $ 140,192,040 $ 85,665,027 157.1% MISCELLANEOUS 0645 - INTEREST EARNINGS 103 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2015 ACTUAL CAPITAL PROJECTS INTERGOVERNMENTAL 0615 - GRANTS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 15,079,346 15,079,346 $ $ 18,713,118 18,713,118 $ $ 18,713,118 18,713,118 $ $ 9,046,387 9,046,387 $ $ 7,713,620 7,713,620 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 1,397,465 1,397,465 $ $ 10,651,500 10,651,500 $ $ 10,651,500 10,651,500 $ $ 8,370,386 8,370,386 $ $ 10,371,914 10,371,914 $ $ $ $ 200 200 $ $ 214,570 214,570 $ $ 200 200 $ $ 200 200 $ SUBTOTAL $ 10,650 59,000 69,650 $ - MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ (10,999,498) -58.8% (10,999,498) -58.8% (279,586) (279,586) -2.6% -2.6% 0.0% N/A 0.0% ALL REVENUES $ 16,546,461 $ 29,364,818 $ 29,364,818 $ 17,631,343 $ 18,085,734 $ (11,279,084) -38.4% OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 209,542,509 140,005,183 349,547,692 $ $ 108,641,196 108,641,196 $ $ 9,782,567 108,641,196 118,423,763 $ $ 108,641,196 108,641,196 $ $ 168,120,251 165,826,431 333,946,682 $ $ 158,337,684 1618.6% 57,185,235 52.6% 215,522,919 182.0% TOTAL SOURCES $ 366,094,153 $ 138,006,014 $ 147,788,581 $ 126,272,539 $ 352,032,416 $ 204,243,835 FY 2016 ADOPTED FY 2015 ACTUAL INTERNAL SERVICE CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 4,617,081 28,537,227 166,129,757 199,284,065 SUBTOTAL $ 430,833 819,945 1,250,778 ALL REVENUES $ $ $ $ FY 2016 REVISED 4,701,596 28,249,819 181,990,122 214,941,537 $ $ $ 531,464 35,000 566,464 215,508,001 $ $ $ 3,517,901 3,517,901 $ 219,025,902 $ 531,464 35,000 566,464 200,534,843 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 26,738 26,738 TOTAL SOURCES $ 200,561,581 $ 4,701,596 28,249,819 182,778,122 215,729,537 FY 2016 FORECAST $ $ 4,305,739 28,845,908 182,765,094 215,916,741 $ 539,758 354,167 893,925 216,296,001 $ $ $ 3,517,901 3,517,901 $ 219,813,902 FY 2016 ADOPTED $ FY 2017 ADOPTED $ $ REVISED VS ADOPTED VARIANCE % $ $ -0.8% 1.2% 12.4% 10.7% (6,526) (2,000) (8,526) -1.2% -5.7% -1.5% $ $ 216,810,666 $ 239,264,093 $ 22,968,092 10.6% $ $ - $ $ 3,517,901 3,517,901 $ $ - 0.0% 0.0% $ 216,810,666 $ 242,781,994 $ 22,968,092 10.4% ELIMINATIONS FY 2015 ACTUAL CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ (166,129,757) $ (166,129,757) $ (181,990,122) $ (181,990,122) $ (182,778,122) $ (182,778,122) $ (182,828,948) $ (182,828,948) $ (205,447,397) $ (205,447,397) $ (22,669,275) (22,669,275) 12.4% 12.4% ALL REVENUES $ (166,129,757) $ (181,990,122) $ (182,778,122) $ (182,828,948) $ (205,447,397) $ (22,669,275) 12.4% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ (347,762,641) $ (347,762,641) $ (328,838,146) $ (328,838,146) $ (365,322,717) $ (365,322,717) $ (331,632,056) $ (331,632,056) $ (536,075,827) $ (536,075,827) $ (170,753,110) (170,753,110) 46.7% 46.7% TOTAL SOURCES $ (513,892,398) $ (510,828,268) $ (548,100,839) $ (514,461,004) $ (741,523,224) $ (193,422,385) 35.3% 104 FY 2016 FORECAST $ (39,537) 346,880 22,669,275 22,976,618 524,938 33,000 557,938 FY 2016 REVISED $ 4,662,059 28,596,699 205,447,397 238,706,155 138.2% FY 2017 ADOPTED REVISED VS ADOPTED VARIANCE % Maricopa County Annual Business Strategies FY 2017 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 2017. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2017. Taxes Property Taxes Property taxes are imposed on both real and personal property. Primary property taxes finance the County’s general operations through its General Fund. The table to the right contains information on historical property tax levies. Primary property taxes are used to support general operations, whereas secondary property taxes fund voter-approved general obligation bonds and special overrides. As a result of Proposition 117 passed by the voters in 2012, beginning in tax year 2015 (Fiscal Year 2016), the limited primary value (LPV) will be the sole assessed valuation used for all property taxes. The LPV will be the lesser of the full cash value of the property or 5% greater than the previous year’s LPV. 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. Property Tax Levies Primary General Fund Fiscal Year 2008 $ 430,023,735 2009 463,492,311 2010 492,230,736 2011 492,224,342 2012 477,571,468 2013 425,111,491 2014 409,775,397 2015 442,762,977 2016 471,193,529 2017* 506,222,142 *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 2017 and the previous nine fiscal years. Estimated assessed values and maximum allowable tax rates are also displayed for the following five years. The FY 2017 primary rate is budgeted at $1.4009 per $100 of assessed value, which is less than the maximum rate of $1.8149. The Maricopa County Board of Supervisors adopts the property tax rates for each fiscal year and is not required to adopt the maximum rate. FY 2017 net assessed values are increasing by 4% or $1.5 billion when compared to FY 2016. However, the net assessed valuations for FY 2017 are still $13.5 billion lower than the peak in FY 2010. 105 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Net Assessed Values and Tax Rates Primary Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 * ** ** ** ** ** Net Assessed Value (Thousands) $ 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 36,135,494 38,137,401 40,403,649 42,729,788 45,217,235 47,789,536 Primary Tax Rate (per $100 N.A.V.) 1.1046 $ 1.0327 0.9909 1.0508 1.2407 1.2407 1.2807 1.3209 1.3609 1.4009 1.7783 1.7467 1.7169 1.6875 1.6616 Budget Summary Schedules The Adopted Budget assumes the Board of Supervisors will adopt a tax rate of $1.4009, resulting in a tax levy of $506.2 million, rather than levy the maximum amount allowable ($655.8 million). This will result in an average property tax bill of $169.65 for the median residential home in Maricopa County, valued at $121,100 (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 2012 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. * Adopted Rate **Maximum Rates, Forecasted NAV Source Elliott D. Pollack & Co. Primary Net Assessed Value vs. Tax Rate 2.2000 $70.0 2.0000 1.8000 $50.0 1.6000 1.4000 $40.0 1.2000 $30.0 Tax Rates Net Assessed Value (Billions) $60.0 1.0000 $20.0 0.8000 $10.0 0.6000 38.5 34.3 32.0 33.5 34.6 36.1 38.1 40.4 42.7 45.2 47.8 2012 2013 2014 2015 2016 2017* 2018** 2019** 2020** 2021** 2022** $0.0 0.4000 *Budget **Forecast, Elliot Pollack & Co. Fiscal Year Net Assessed Value Max Tax Rate Tax Rate The growth of the property tax base is determined by the appreciation level of existing assessed properties and the amount of new construction. The chart on the next page displays the source of the change in the tax levy each year assuming a flat tax rate. 106 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Primary Property Tax Levy Growth Existing Property vs. New Construction $70 $50 (Millions) $30 $10 -$10 9 15 9 7 8 -15 -24 -59 -24 2011 2012 2013 2014 11 8 24 7 11 11 12 13 20 24 21 21 21 23 23 2016 2017* 2018** 2019** 2020** 2021** 2022** -$30 -$50 -$70 2015 Fiscal Year *Budget NEW CONSTRUCTION **Source Elliott D. Pollack & Co. EXISTING PRIOR YEAR PROPERTY The magnitude of growth in new construction is an indication of increased economic recovery for Maricopa County property values. Slow growth is expected until the existing inventory of property, both residential and commercial, is occupied and population growth improves. As noted in the chart above, significant economic improvement is projected for FY 2017. 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 2019. The budgeted tax rate of $1.4009 will increase the property tax levy by $35 million (excluding Salt River Project). FY 2017 PROPERTY TAX LEVIES AND RATES Description MARICOPA COUNTY PRIMARY: FY 2016-17 Adopted FY 2015-16 Adopted FY 2016-17 Adopted Variance Net Assessed Value $36,135,494,474 34,623,670,323 $ 1,511,824,151 SRP Eff. Ass. Val. $ Additional Levy of 1-cent Rate Total w/SRP 734,685,173 $36,870,179,647 758,245,769 35,381,916,092 (23,560,596) $ 1,488,263,555 $ 3,687,018 3,538,192 148,826 Tax Rate $ 1.4009 1.3609 0.0400 Tax Levy $ 506,222,142 471,193,529 35,028,613 SRP PILT $ 10,292,205 10,318,967 (26,762) $ Total Levy & SRP PILT 516,514,347 481,512,496 35,001,851 In FY 2017, property tax revenue is budgeted based on prior years’ collection trends in relation to the adopted levy. Property Tax Collection Analysis Maricopa County Primary FY 2016-17 Levy Amount $ 506,222,142 Estimated Collections $ 500,147,476 107 Collection Rate 98.8% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules FY 2017 PRIMARY PROPERTY TAX LEVY vs. LEVY LIMIT FY 2017 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 655,823,089 1.8149 FY 2017 Primary Levy (excluding SRP) Primary Tax Rate (per $100 Assessed Value) $ 506,222,142 1.4009 Amount Under Limit: $ 149,600,947 0.4140 22.8% FY 2017 PRIMARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" TOTAL LEVY FY 2017 "Truth-in-Taxation" Primary Levy "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) $ 482,155,903 1.3343 FY 2017 Primary Levy Primary Tax Rate (per $100 Assessed Value) $ 506,222,142 1.4009 Amount Under/(Over) "Truth-in-Taxation" Levy $ (24,066,239) (0.0666) FY 2017 Median Residential Limited Property Value $ "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ $ -5.0% 121,100 161.58 169.65 (8.07) -5.0% PRIMARY PROPERTY TAX LEVY FY 2017 vs. FY 2016 TAX BILL IMPACT ON MEDIAN HOME FY 2016: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2017 Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) $ $ $ $ 108 116,078 1.3609 157.97 121,100 1.4009 169.65 (11.68) -7.4% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Tax Penalties and Interest Tax Penalties & Interest Fiscal Annual Growth Year Collections Rate 6.5% $ 14,012,181 2008 2009 17,842,932 27.3% 2010 24,102,458 35.1% 2011 25,014,288 3.8% 2012 25,175,993 0.6% 2013 18,464,949 -26.7% 2014 13,568,502 -26.5% -12.8% 2015 11,835,775 2016 * 11,145,741 -5.8% 2017 ** 7,519,586 -32.5% * Forecast 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 2016 collections were below FY 2015 monthly receipts, averaging 5.8% lower collections year-over-year. For FY 2017, revenue forecasts were reduced based on pending legislation, HB2597, which proposed a significant reduction in the allowable penalty interest. This legislation did not pass, therefore actuals in FY 2017 are expected to be higher than originally budgeted. 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. ** Budget 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. 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 was partially due to a one-time payment correcting prior years. FY 2016 collections are forecasted to be on the order of 4% growth and the Most Likely revenue forecast projects an average of 2.9% growth through FY 2022. Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 * ** *** *** *** *** *** Jail Excise Tax Annual Collections $ 138,206,968 116,878,703 107,094,679 112,451,802 118,052,954 124,595,909 133,929,832 140,492,833 146,027,297 149,670,043 152,661,242 155,561,806 159,606,413 165,352,244 172,297,038 Growth Rate -4.9% -15.4% -8.4% 5.0% 5.0% 5.5% 7.5% 4.9% 3.9% 2.5% 2.0% 1.9% 2.6% 3.6% 4.2% * Forecast ** Budget ***Source Elliott D. Pollack & Co. Forecast (Most Lik ely ) 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 Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Licenses & Permits Revenues Special Revenue General Funds Fund Total $ 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 2,192,729 40,192,205 42,384,934 * 1,993,721 41,064,140 43,057,861 ** 2,329,936 39,531,300 41,861,236 *Forecast **Budget Licenses and Permits General Fund Department Non Departmental FY 2016 Forecast $ 1,322,455 Clerk of Superior Court 556,264 Sheriff 115,002 Total $ 1,993,721 FY 2017 Budget Description $ 1,676,821 Cable Television Franchise Fees, Liquor Licenses 550,056 Marriage Licenses 103,059 Pawnshop & Peddler's Licenses $ 2,329,936 109 the last eight fiscal years, along with the budgeted revenues for FY 2017. Special Revenue Fund licenses and permits revenue is expected to decline in Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules FY 2017. General Fund license and permit revenues are expected to increase in FY 2017 over the current forecast. The largest component is license fees paid by cable television companies for operation in unincorporated areas. 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 2016, and the amounts budgeted for FY 2017. Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 * 2017 ** Special Revenue Funds General Fund $ 614,211,708 535,999,337 500,275,584 514,511,445 530,821,945 554,591,989 592,086,030 629,393,457 669,132,812 684,785,236 $ 242,970,178 225,480,770 248,569,777 240,326,296 241,497,932 247,578,042 257,116,230 260,771,165 282,527,610 288,965,862 Capital Projects Funds Debt Service $ - $ 21,946,984 674,870 6,160,540 16,845,284 16,697,782 35,321,297 20,772,806 15,079,346 9,046,387 7,713,620 Internal Service Funds $ Total - $ 879,128,870 762,154,977 755,005,901 771,683,025 789,017,659 837,491,328 869,975,066 905,243,968 960,706,809 981,464,718 *Forecast **Budget Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Payments in Lieu of Taxes Salt River Project (SRP), the Federal FY 2016 FY 2017 Forecast Budget Government, and from municipalities. SRP Salt River Project $ 10,318,967 $ 10,292,205 estimates their net assessed value and makes 3,011,264 3,011,264 payments in lieu of property taxes to each taxing Federal Bureau of Land Management Cities 356,448 356,448 jurisdiction based on the property tax rates. The $ 13,686,679 $ 13,659,917 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 Tax Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Annual Collections Growth Rate $ 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% 476,452,381 6.5% * 499,440,776 4.8% ** 516,863,039 3.5% *** 529,232,354 2.4% *** 544,050,860 2.8% *** 563,092,640 3.5% *** 588,431,808 4.5% *** 614,911,240 4.5% State Shared Sales Taxes Maricopa County does not have legal authority to levy a general-purpose sales tax. However, the County does receive a portion of the State of Arizona's Transaction Privilege Tax collections, which is deposited in the General Fund. Listed to the left are the actual State Shared Sales Tax collections for the last eight fiscal years, estimates for FY 2016, the budget for FY 2017 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 and continued to be above 6% in FY 2015. However, growth in retail spending has slowed and is projected to continue into FY *Forecast **Budget ***Source Elliott D. Pollack & Co. 110 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules 2017 at a very moderate pace, budgeted at 3.5% growth over the current forecast. Sustained annual growth rates are predicted based on the Most Likely Forecast scenario from the County’s contracted economist. These scenarios also include the consideration that a recession cycle may be forthcoming. State Shared Highway User Revenues The State of Arizona collects highway user revenue, principally from a $0.18 per gallon tax on the motor fuel sold within the state. The primary purpose of highway user revenue is to fund construction and maintenance of streets and highways. The State distributes these highway user funds in approximately the following proportions: 50 percent to the State Highway Fund, 30 percent to cities and towns and 20 percent to counties. Highway user revenues distributed to the counties are allocated based upon fuel sales and estimated consumption as well as population. Maricopa County Highway User Revenue Funds (HURF) are deposited in the Transportation Operations Fund. Listed on the chart to the right are the actual collections of the highway user revenues for the last eight fiscal years, forecasted totals for FY 2016, and the budget for FY 2017. State Shared Highway User Growth Fiscal Revenues Year Rate 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 97,931,744 9.3% 2016 * 98,175,564 0.2% 2017 ** 106,154,321 8.1% *Forecast **Budget In FY 2009, the State of Arizona diverted Highway User Revenue from the distribution base to fund its Department of Public Safety (DPS). That diversion resulted in 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 Arizona Department of Transportation (ADOT). 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 the 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 continued the diversion of HURF monies to DPS 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 greatly improve in FY 2017. State Shared Vehicle License Tax Fiscal General Growth Year Fund Rate 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 135,043,055 7.1% 2016 * 144,654,495 7.1% 2017 ** 149,955,458 3.7% 2018 *** 152,908,556 2.0% 2019 *** 157,801,630 3.2% 2020 *** 163,166,885 3.4% 2021 *** 168,877,726 3.5% 2022 *** 174,788,446 3.5% *Forecast **Budget ***Source Elliott D. Pollack & Co. (Most Likely) 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 number of new residents 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), which is also shared with local governments. The table to the left shows actual and forecasted vehicle license tax collections from FY 2008 to FY 2022. As noted in the graph on the following page, FY 2016 revenue continues its pattern of monthly volatility in annual growth rates over the prior year, same month. However, the FY 2016 average growth is 111 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules positive and expected to continue due to sustained economic recovery resulting from increases in population figures and new car purchases. VLT Monthly Revenue Receipts $16,000,000 25.0% 20.8% $14,000,000 20.2% 20.0% $12,000,000 15.0% $10,000,000 $8,000,000 8.3% 9.4% 9.0% 10.0% 6.8% $6,000,000 4.8% 3.2% $4,000,000 3.4% 5.0% 3.6% 0.0% $2,000,000 -3.3% $JUL AUG SEP FY 15 Actual OCT NOV DEC JAN FY 16 Actual -5.0% FEB MAR APR MAY JUN FY 16 Growth Rate Other Intergovernmental Revenue Other Intergovernmental Revenues include a variety of payments from other jurisdictions, usually as required by Intergovernmental Agreements (IGAs) with the County. The following schedule shows detail of General Fund Other Intergovernmental Revenue. Revenue is projected to be less in FY 2017 because there were a large number of local jurisdictional elections in FY 2016 that provided reimbursement revenue that will not recur in the coming year. The revenue from the Social Security Administration is not reduced, but was transferred to the Detention Special Revenue fund. Department Elections Enterprise GIS Juvenile Probation Sheriff Total FY 2016 Forecast $ 7,070,112 460,300 1,500 403,098 $ 7,935,010 Other Intergovernmental Revenue General Fund FY 2017 Budget Description $ 3,750,002 Election Cost Reimbursements from Other Jurisdictions 553,820 Aerial Photography Cost Reimbursements from Participating Government Entities 3,000 Fort McDowell, Yavapai Nation and U.S. Marshal Detention Holding Fee - Social Security Administration Pay for Inmate Information $ 4,306,822 Charges for Services Charges for Services are a broad category of program revenues that include charges to customers, applicants or other governments who purchase, use or directly benefit from the goods, services or privileges provided, or are otherwise directly affected by the services. Charges for service are also levied internally within Maricopa County government for internal services provided by one County department to another department, but are eliminated within the overall County budget. County policy is to fully recover the cost for providing services. When setting fees, care is exercised in establishing charges for services so that they do not unfairly discriminate against those most in need of services. The County Board of Supervisors approves all fee schedules, unless fees are specifically set forth in State statute. Examples of charges for services to the public include court-filing fees, kennel fees, park entrance fees, vital record document fees, and probation service fees. Examples of internal charges for services include benefits, risk management, motor pool charges and long distance telephone charges. 112 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Listed below are the revenues recorded for the last eight fiscal years, forecasted revenue for FY 2016 and the budget amount for FY 2017 for: • • • • Intergovernmental Charges for Service Internal Service Charges Patient Service Charges Other Charges for Service 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. Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 * 2017 ** General Fund $43,177,387 43,642,013 40,657,924 40,745,732 40,081,935 42,389,389 39,288,121 41,300,304 45,719,167 44,740,325 Special Revenue Funds $96,369,159 135,371,562 129,930,765 149,482,999 137,678,743 108,826,203 106,269,860 109,861,008 109,549,822 104,997,272 Charges for Service Debt Capital Internal Service Projects Service Fund Funds Funds $ 3,054,932 $ 7,300,482 $199,238,595 2,652,765 17,874,757 201,910,980 2,630,623 17,548,959 188,964,926 2,640,840 19,037,127 193,579,637 2,044,982 4,700,587 189,393,283 3,345,545 9,680,068 196,181,587 2,081,428 5,051,219 198,987,186 716,707 1,397,465 199,284,065 1,371,504 8,370,386 215,916,741 10,371,914 238,706,155 Eliminations Total $(160,036,744) $189,103,811 (161,737,799) 239,714,278 (133,025,426) 246,707,771 (139,567,488) 265,918,847 (151,120,029) 222,779,501 (159,652,960) 200,769,832 (174,874,416) 176,803,398 (166,129,757) 186,429,792 (182,828,948) 198,098,672 (205,447,397) 193,368,269 * 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 Department Education Services Medical Examiner Non Departmental Non Departmental Enterprise Technology Sheriff Superior Court FY 2016 Forecast $ 15,500 8,335 2,928,724 283,858 14,658,979 713,309 Total $ 18,608,705 FY 2017 Budget $ 12,000 2,806,627 332,390 8,007 14,873,317 599,782 $ 18,632,123 Description Elections Services from School Districts IGA with Florida Attorney General for Services District Central Service Reimbursements Industrial Development Authority Reimbursements VMware Monitoring and Support to the Stadium and Flood Control Districts Patrol Services Provided to Cities and Towns and to the Stadium and Flood Control Districts Arizona Lengthy Trial Revenue, Municipal Court Juror Fees, Interpreter Fees 113 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Patient Charges In the General Fund, patient charges are received by the residual long-term care program. Special Revenue fund patient charges include amounts received by Public Health and by the Sheriff’s Office for services provided by Correctional Health Services. Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 * 2017 ** Patient Services Revenue Special General Revenue Fund Funds $ 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 7,634 2,870,287 7,271 2,597,812 6,988 2,460,757 Total 1,041,624 1,071,824 1,317,792 1,757,576 1,600,084 1,605,870 2,157,960 2,877,921 2,605,083 2,467,745 *Forecast ** Budget Internal Service Charges Internal Service Charges are payments between County departments. Rates are established during the budget process. Internal service fee rates are intended to recover from the appropriate user the full cost of the services provided. Internal service charges are usually recorded in the Internal Service Funds. In FY 2017, internal service charges are budgeted to increase primarily due to the increase in fixed benefit premiums and technology infrastructure. Internal Service Charges FY 2016 Forecast Employee Benefits and Health $ 130,841,377 Enterprise Technology 17,561,232 Equipment Services 13,819,950 Procurement Services 707,214 Risk Management 19,835,321 Total $ 182,765,094 FY 2017 Budget $ 149,304,869 21,548,326 14,012,455 739,834 19,841,913 $ 205,447,397 Other Charges for Services The schedule on the next page lists Maricopa County’s Other Charges for Service in the General Fund for FY 2016 and FY 2017. FY 2017 collections of Other Charges for Service are anticipated to slightly decline over the FY 2016 Forecast. This is primarily due to an estimated decrease in fees collected by the Recorder’s Office and Justice Courts resulting from a drop in the number of cases filed and documents recorded. Additionally, Waste Resources has seen a decline in customers using the transfer station dumping services. 114 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Other Charges for Service Summary General Fund FY 2016 FY 2017 Forecast Budget Description $ 6,073,203 $ 5,993,646 Filing Fees, Passports and Indigent Defense Revenue Department Clerk of the Superior Court Constables 1,630,200 County Attorney 55,578 Education Services 108,833 Elections 1,630,200 Constable Fees 55,579 Charges to Housing Authority 105,000 Garnishment & Support Processing Fees 3,261 Facilities Management 251,945 Finance Human Resources 309,097 57,708 Justice Courts 4,779,484 Juvenile Probation Medical Examiner Non Departmental Public Defender Public Fiduciary Recorder Sheriff Superior Court 4,000 403,885 1,555,611 32,385 1,060,871 8,454,405 553,763 1,523,586 Treasurer Waste Resources and Recycling Total 49,042 196,334 $ 27,103,191 203 Certifications 235,141 Homeless Campus Protective Services Fee 285,000 Collections Fee 55,000 Garnishments, Copies, Parking and Lost Bus Card Fees 4,500,721 Defensive Driving Fees, Civil Trial Jury Fees and Other Miscellaneous Court Fees 5,000 Miscellaneous Charges and Restitution 385,730 Cremation Certificate Fees and Transport Fees 1,651,408 Tax Sale Fees and Sheriff Fees 32,385 Reimbursement for Legal Services 1,200,871 Fiduciary Fees and Probate Fees 7,680,001 Document Recording Fees 458,032 Other Tax Sales Fees and Various Civil Fees 1,597,000 Family Court Filings, Civil Trial Jury Fees and Attorney Fees Paid By Parents 40,000 Miscellaneous Charges 190,297 Transfer Stations $ 26,101,214 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. Budgeted fine revenue for FY 2017 is slightly below forecasted collections for FY 2016. Court fine and fee revenues have been steadily declining since the high period of FY 2009 due to deferrals and fee waivers granted to individuals whom the court deems are unable to pay. Environmental Services has seen a reduction in food service permits and consequently the associated fines. Fiscal Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 * 2017 ** Fines & Forfeits Special General Revenue Fund Funds $ 16,901,603 $ 14,490,595 16,370,071 20,196,311 15,408,833 18,938,132 14,356,767 18,950,986 12,151,054 18,090,680 12,374,331 17,675,017 11,779,634 16,472,333 10,863,122 13,651,333 10,478,212 13,722,008 10,372,054 13,454,834 Total $ 31,392,198 36,566,382 34,346,965 33,307,753 30,241,734 30,049,348 28,251,967 24,514,455 24,200,220 23,826,888 * Forecast ** Budget Department Clerk of the Superior Court Elections Environmental Services Justice Courts Sheriff Superior Court Fines and Forfeits Summary General Fund FY 2016 FY 2017 Forecast Budget Description $ 1,888,953 $ 1,781,098 Superior Court Fines 5,370 12,000 Campaign Finance Penalty Fees 22,221 22,221 Code Enforcement Fines 8,554,445 8,556,618 Civil Traffic, Misdemeanor Criminal Adjudication, Small Civil Cases 4,105 - Civil Sanctions and Traffic Fines 3,118 117 Juror Fines Total $10,478,212 $10,372,054 115 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules 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 2016, plus the budget for FY 2017. Miscellaneous revenues are recorded in all fund types. Fiscal Year 2008 2009 2010 2011 2012 2013 $ General Fund 32,662,960 15,056,656 13,651,212 14,357,522 15,242,487 Special Revenue Funds $ 40,941,646 28,310,635 20,099,288 7,837,262 7,675,012 14,406,727 6,815,847 Miscellaneous Revenue Debt Capital Service Projects Funds Funds $ 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 Internal Service Funds 5,369,946 3,881,287 1,805,553 3,226,545 1,198,400 $ Total 99,369,812 63,051,365 41,601,984 24,437,088 24,771,682 93,726 1,314,671 1,557,999 24,188,970 2014 8,667,004 5,898,146 74,540 358,982 9,146,596 24,145,268 2015 11,180,188 7,827,721 43,748 69,650 1,250,778 20,372,085 2016 * 6,600,665 5,782,778 25,969 214,570 893,925 13,517,907 2017 ** 4,904,000 7,585,550 - 200 557,938 13,047,688 * Forecast ** Budget General Fund miscellaneous revenues include interest income, building rental income, public record copy fees, and bad check fees. Department AIR QUALITY ASSESSOR CLERK OF THE SUPERIOR COURT COUNTY ATTORNEY COUNTY MANAGER ELECTIONS ENTERPRISE TECHNOLOGY FACILITIES MANAGEMENT JUSTICE COURTS JUVENILE PROBATION NON DEPARTMENTAL PROCUREMENT SERVICES RECORDER SHERIFF SUPERIOR COURT WASTE RESOURCES AND RECYCLING Total Miscellaneous Revenue General Fund FY 2016 FY 2017 Description Forecast Budget $ 22,661 $ - Sale of Vehicles 223,347 180,000 Sale of Maps, Copies, Data, etc. 95,798 75,200 Sale of Copies and Bad Check Fees, Interest 15,578 6,500 Fees from Private Defense for Discovery Information 720 600 Bus Card Replacement 5,296 4,506 Sale of Copies and Maps 3,600 - Sale of Computer Equipment 232,302 231,200 Lease Revenue 655,424 644,731 Sale of Copies 4,588 7,550 Insurance Reimbursements/Restitution 3,783,552 2,700,012 Interest, Loss Reimbursement, Fire District, Reimbursement, Tax Deed Sales 761,000 761,000 Purchase Card Rebates 291,723 253,397 Micrographics and Photocopy Sales and Postage 461,692 1,500 Sale of Copies and Reimbursement for ID Cards and Impound Fees 1,386 3,101 Sale of Copies 41,998 34,703 Lease Revenue, Scrap Metal Proceeds $ 6,600,665 $ 4,904,000 116 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules 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 adopted budget, $178,992,091 in revenues are budgeted for Proceeds of Financing in FY 2017. This is comprised of $116 million for the Madison Street Jail Adaptive Reuse Project, $10 million for vehicle financing for the Parks & Recreation Department, Sheriff, Adult Probation and Transportation departments, $4.3 million for the Desktop Laptop Replacement Program for both the General Fund and the Detention Fund departments, and $49 million for various other financed capital projects. Please refer to the Debt Service section of this document for a discussion of Maricopa County’s debt policies and the Capital Improvement Program section for additional information on the uses of the proceeds of financing. Fund Transfers In A schedule of Fund Transfers is provided later in this section. There is an on-going transfer from the General Fund to the Detention Fund for the statutorily required Maintenance of Effort payment. In addition, in FY 2017 an additional transfer of $32.6 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. 117 Maricopa County Annual Business Strategies FY 2017 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, the following funds are also projected to have a deficit fund balance at the end of FY 2017: Superior Court Fill the Gap Fund (264) At the end of the fiscal year, the Superior Court is required by the Administrative Office of the Court (AOC) to transfer out the excess revenue over expenditures in the Fill the Gap Fund back to the Treasurer to be processed by the Finance and Treasurer Staff until approval is received from the AOC to spend it in the new fiscal year. As a result, the remaining transactions of accrual entries results in a negative fund balance at the beginning of the fiscal year. Offsetting revenue will be recorded in a subsequent period once certification pursuant to A.R.S.§41-2421 is received by the Board. 118 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Animal Control License Shelter Fund (572) The Animal Control License Shelter Fund (572) will have a negative fund balance at the end of FY 2017 due to the increasing costs associated with the care of animals in the shelter. The revenue in this fund is collected primarily from dog licensing and pet adoption fees and is not enough to cover the shelter expenditures without an increase in fees or reduction in expenditures for FY 2017. Benefits Trust Funds (604, 606, 607, 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. Risk Management Fund (675) The Risk Management Fund is budgeted to have a negative fund balance at the end of FY 2017 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. Technology Infrastructure Fund (681) The Technology Infrastructure Fund is an Internal Service Fund which provides cost effective voice, data, and radio communications to County departments. During FY 2016, there were telephony expenses that were budgeted and inadvertently charged to the General Fund that should have been budgeted and charged to the Technology Infrastructure Fund. This unbudgeted expense is causing a structural imbalance in the fund for FY 2016 and severely reducing the available fund balance. The need to expend $989,800 in FY 2017 on additional one-time costs associated with network bandwidth will cause the fund to go into a negative state for FY 2017. Technology Infrastructure Fund fees will be adjusted accordingly for FY 2018. 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 proceeds for lease purchases have been transferred in from various departments and the payments will be made over the next three years. All capital project funds balances 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 119 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules 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. Consolidated Sources, Uses and Fund Balance by Fund BEG. SPENDABLE BALANCE FUND GENERAL* SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES1 203 SHERIFF DONATIONS 204 JUSTICE CT JUDICIAL ENHANCEMNT 205 COURT DOCUMENT RETRIEVAL1 206 OFFICER SAFETY EQUIPMENT1 207 PALO VERDE1 208 JUDICIAL ENHANCEMENT1 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 RESTITUTION1 232 TRANSPORTATION OPERATIONS 236 RECORDERS SURCHARGE1 237 JUST COURTS PHOTO ENFORCEMENT1 239 PARKS SOUVENIR 240 LAKE PLEASANT RECREATION SVCS1 241 PARKS ENHANCEMENT FUND1 243 PARKS DONATIONS1 245 JUSTICE COURTS SPECIAL REVENUE 252 INMATE SERVICES1 254 INMATE HEALTH SERVICES1 255 DETENTION OPERATIONS* 256 PROBATE FEES1 257 CONCILIATION COURT FEES 258 SHERIFF TOWING AND IMPOUND1 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 PROGRAM1 267 CRIM JUSTICE ENHANCEMENT1 268 VICTIM COMP RESTITUTION 269 VICTIM COMPENSATION INTEREST 270 CHILD SUPPORT ENHANCEMENT 271 EXPEDITED CHILD SUPPORT 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 EDUCATION 282 DOM REL MEDIATION EDUCATION 290 WASTE TIRE 504 AIR QUALITY FEES1 $ $ 133,944,163 ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES RESTRICTED COMMITTED ASSIGNED UNASSIGNED $ 1,272,059,672 $ 1,406,003,835 $ - $ - $ - $ 2,618,534 $ 123,303 1,413,713 301,975 333,840 829,574 3,881,916 96,088 623,763 2,126,953 2,203,216 80,329 1,372 772,230 248,242 256,754 6,617,717 1,382,865 43,025 20,414,904 1,601,521 8,226 24,999 870,767 1,679,652 572,969 1,563,518 7,107,024 344,665 34,356,427 89,754 636,832 125,392 1,048,363 1,630,420 36,965 2,479 (55,309) 6,881,596 91,554 487,081 1,501,724 803,630 990,243 126,989 17,480 825,243 635,525 118,995 5,522 7,468 127,784 2,088,077 12,015,145 12,743,611 33,969 737,183 1,034,000 52,000 706,722 1,399,000 346,113 65,000 1,750,000 1,879,086 1,482,444 1,019,015 1,905,898 1,713,350 1,494,911 302,969 8,010,200 2,669,777 4,000 122,332,556 3,792,689 774 396,183 3,122,264 5,569,235 25,404 6,664,653 9,596,352 369,950 392,171,835 392,000 1,583,362 211,100 4,881,783 1,188,774 776,508 66,362 2,202,900 6,638,299 72,302 1,239,649 164,759 19,756 60,000 677,500 2,000 2,500,000 214,095 108,000 200,600 4,756,341 12,083,786 $ 13,563,611 33,969 737,183 1,193,993 352,000 791,986 2,001,000 442,201 688,762 1,750,000 1,879,086 1,932,444 1,019,015 1,905,898 2,472,006 1,494,911 435,207 8,533,821 3,080,665 10,007 121,991,502 4,567,089 9,000 396,182 3,905,202 7,011,027 493,570 6,764,653 16,346,352 476,570 426,528,262 442,000 1,583,362 226,529 5,128,154 1,165,971 813,470 66,362 2,202,900 7,148,891 125,340 1,502,282 164,759 19,756 20,000 677,500 15,000 2,500,000 388,597 108,000 200,600 4,751,611 13,528,022 $ 1,798,534 123,303 1,413,713 141,982 33,840 744,310 3,279,916 1 2,126,953 1,753,216 80,329 1,372 13,574 248,242 124,516 971,977 37,018 20,755,958 827,121 25,000 87,829 237,860 104,803 1,463,518 357,024 238,045 39,754 636,832 109,963 801,992 1,653,223 3 2,479 6,371,004 38,516 224,448 1,501,724 803,630 1,030,243 126,989 4,480 825,243 461,023 118,995 5,522 7,468 127,784 2,092,807 10,570,909 $ 6,094,096 - $ - $ 120 - (55,309) - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) BEG. SPENDABLE BALANCE FUND TOTAL SOURCES 506 ENVIRONMTL SVCS ENV HEALTH $ 8,859,152 $ 19,383,201 572 ANIMAL CONTROL LICENSE SHELTER1 498,245 10,175,000 574 ANIMAL CONTROL FIELD OPERATION1 980,187 3,474,714 669 SMALL SCHOOL SERVICE 88,345 109,551 741 TAXPAYER INFORMATION 382,428 304,341 780 SCHOOL TRANSPORTATION 83,052 600,000 782 SCHOOL COMMUNICATION1 751,385 521,000 795 EDUCATIONAL SUPPLEMENTAL PROG1 599,161 566,275 SUBTOTAL NON-GRANT FUNDS $ 136,631,462 $ 658,565,101 GRANT FUNDS 211 ADULT PROBATION GRANTS $ (139,681) $ 2,807,783 216 CLERK OF THE COURT GRANTS (5,648) 1,446,855 217 CDBG HOUSING TRUST (183,893) 6,231,776 219 COUNTY ATTORNEY GRANTS (254,287) 6,490,942 222 HUMAN SERVICES GRANTS (1,387,569) 51,497,289 223 TRANSPORTATION GRANTS 118,077 320,000 224 MEDICAL EXAMINER GRANTS (1) 8,851 227 JUVENILE PROBATION GRANTS 445,751 3,811,356 230 PARKS AND RECREATION GRANTS 34,696 233 PUBLIC DEFENDER GRANTS (5,979) 222,141 238 SUPERIOR COURT GRANTS 95,066 3,432,507 248 ELECTIONS GRANTS 318,643 406,750 249 NON DEPARTMENTAL GRANTS 23,008 2,262,343 251 SHERIFF GRANTS (730,620) 7,624,572 503 AIR QUALITY GRANTS (29,612) 4,139,552 505 ENVIRONMENTAL SERVICES GRANTS 67,198 532 PUBLIC HEALTH GRANTS (1,891,813) 50,775,583 573 ANIMAL CONTROL GRANTS 87,063 715 SCHOOL GRANTS (217,779) 24,494,498 SUBTOTAL GRANTS $ (3,724,578) $ 166,039,996 SPECIAL REVENUE $ 132,906,884 $ 824,605,097 DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 CAPITAL LEASE DEBT SERVICE DEBT SERVICE CAPITAL PROJECTS 234 TRANSPORTATION CAPITAL PROJECT1 422 INTERGOVERNMENTAL CAP PROJ 1 440 COUNTY IMPROVEMENT1 441 COUNTY IMPROVEMENT 441 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS 460 TECHNOLOGY CAP IMPROVEMENT1 461 DETENTION TECH CAP IMPROVEMENT CAPITAL PROJECTS INTERNAL SERVICE 601 MEDICAL HMO 604 MEDICAL PPO 606 MEDICAL HDHP W HSA 607 FI DENTAL PPO 608 COINSURANCE PHARMACY 611 60 PERCENT STD 612 50 PERCENT STD 613 40 PERCENT STD 614 BEHAVIORAL HEALTH 615 WELLNESS 618 BENEFIT ADMINISTRATION 619 ONSITE PHARMACY CLINIC 620 BENEFITS ELIMINATIONS 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 625 FI PREPAID DENTAL 626 FI LIFE AND AD AND D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE 629 SI DENTAL PPO 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 654 EQUIPMENT SERVICES $ $ $ $ $ 7,597,075 12,094,075 19,691,150 $ 94,667,889 123,177 49,154,602 324,755,380 190,558,900 250,315,035 36,675,692 946,250,675 $ $ $ 3,462,296 $ (14,543,677) (10,893,999) (375,820) 9,357,920 (503,878) 1,599,523 979,869 5,819,340 4,639,744 7,183,321 (1,617,788) 50,536 (13,966) 999,605 5,344,576 3,563,658 ENDING SPENDABLE FUND BALANCE: TOTAL USES $ 20,115,558 11,975,729 4,058,360 109,551 304,341 600,000 1,103,065 876,785 $ 716,380,143 $ $ 2,807,783 1,446,855 6,231,776 6,490,942 51,497,289 320,000 8,851 3,811,356 34,696 222,141 3,432,507 406,750 16,415,889 7,624,572 4,128,306 67,198 50,775,583 24,494,498 180,216,992 896,597,135 $ 119,968,480 11,812,730 131,781,210 $ 100,221,196 123,300 97,388,194 17,600,000 37,412,506 31,000,000 126,323,306 4,336,720 414,405,222 $ $ $ 119,868,175 20,323,865 140,192,040 $ 64,277,328 200 48,233,592 116,765,000 38,751,255 40,453,039 42,639,468 912,534 352,032,416 $ $ $ 52,886,919 $ 40,883,745 26,684,781 5,176,907 22,131,797 2,107,539 530,448 203,520 1,536,123 1,561,473 9,473,316 1,699,812 (1,157,990) 2,362,430 1,009,392 1,713,648 224,239 632,580 3,949,284 420,354 4,285,030 415,704 731,400 16,854,693 121 RESTRICTED $ COMMITTED 8,126,795 $ 14,220,891 396,541 88,345 382,428 83,052 169,320 288,651 65,953,322 $ 118,077 445,751 95,066 318,643 87,063 1,064,600 67,017,922 $ 7,414,230 7,414,230 $ $ $ 58,724,021 99,165,000 200,011,939 33,251,506 391,152,466 52,886,919 $ 40,883,745 26,684,781 5,176,907 22,131,797 2,107,539 530,448 203,520 1,536,123 1,861,873 3,205,916 2,079,812 (1,157,990) 2,362,430 1,009,392 1,713,648 224,239 632,580 3,949,284 420,354 4,285,030 415,704 731,400 17,861,193 3,462,296 9,357,920 1,599,523 979,869 5,819,340 4,339,344 13,450,721 50,536 999,605 5,344,576 - $ $ $ $ $ $ $ $ ASSIGNED $ $ 14,220,891 $ 82,540 20,605,210 20,687,750 $ 77 326,094,129 166,631,197 492,725,403 $ 2,557,158 $ $ $ $ $ UNASSIGNED - $ - $ - $ - $ - $ $ $ $ $ $ (1,302,484) (1,357,793) (139,681) (5,648) (183,893) (254,287) (1,387,569) (1) (5,979) (14,130,538) (730,620) (18,366) (1,891,813) (217,779) (18,966,174) (20,323,967) - - (14,543,677) (10,893,999) (375,820) (503,878) (1,997,788) (13,966) - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) ENDING SPENDABLE FUND BALANCE: FUND 673 REPROGRAPHICS1 675 RISK MANAGEMENT1 681 TECHNOLOGY INFRASTRUCTURE1 INTERNAL SERVICE BEG. SPENDABLE BALANCE 87,450 878,951 579,896 16,597,557 $ ELIMINATIONS $ - $ ALL FUNDS $ 1,249,390,429 $ TOTAL SOURCES 739,834 24,088,690 21,636,326 242,781,994 $ TOTAL USES 827,284 33,338,997 22,840,873 248,743,798 $ (741,523,224) $ 2,090,147,995 $ RESTRICTED COMMITTED $ 45,403,730 (741,523,224) $ 2,356,007,976 $ ASSIGNED $ 2,557,158 - $ 510,988,348 $ UNASSIGNED $ - $ - $ - $ 530,191,202 $ - $ (8,371,356) (624,651) (37,325,135) (57,649,102) 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 over the economic cycle. This FY 2017 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: Animal Control License Shelter (572) The Animal Control License Shelter Fund (572) is not structurally balanced for FY 2017 due to the increasing costs associated with the care of animals in the shelter. These costs include but are not limited to pharmaceuticals, extended stay for surgeries or other treatments and miscellaneous expenses associated with increasing pet adoptions. Although the revenue in this fund is collected primarily from dog licensing and is budgeted to increase, it is not enough to cover the shelter expenditures. The Department is exploring options for increasing fees and reducing expenses to bring the budget back into structural balance. Animal Control Field Operation (574) The Animal Control Field Operation Fund (574) is not structurally balanced in FY 2017 due to the increase in administrative overhead expenses. The Department is exploring options for increasing fees and reducing expenses to bring the budget back into structural balance. Benefits Trust Fund (619) Fund 619 has a structural imbalance of $380,000 due to the costs of the on-site pharmacy clinic, which is operating at a deficit. The net operating cost can be reduced by bringing in additional patient volume, which will be generated by a new copay structure and agreements to serve employees of the State and other large public sector employers. Risk Management (675) The Risk Management Fund structural imbalance is due to the anticipated expenditure of large, nonroutine claims in the coming year. Contingency has been set aside in the Non Departmental budget to provide resources if and when the claims settle. Non Departmental Grants (249) The expenditure budget for the Non Departmental Grants Fund is established in anticipation of grant funds which may or may not be received within this fund in the coming fiscal year. Certain anticipated revenues may be offset as transfers, resulting in a negative ending funding balance for this fund. 122 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund SOURCES: OPERATING FUND GENERAL SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES 203 SHERIFF DONATIONS 204 JUSTICE CT JUDICIAL ENHANCEMNT 205 COURT DOCUMENT RETRIEVAL 206 OFFICER SAFETY EQUIPMENT 207 PALO VERDE 208 JUDICIAL ENHANCEMENT 209 PUBLIC DEFENDER TRAINING 212 SHERIFF RICO 213 COUNTY ATTORNEY RICO 214 SHERIFF JAIL ENHANCEMENT 215 EMERGENCY MANAGEMENT 218 CLERK OF COURT FILL THE GAP 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 225 SPUR CROSS RANCH CONSERVATION 226 PLANNING AND DEVELOPMENT FEES 228 JUVENILE PROBATION SPECIAL FEE 229 JUVENILE RESTITUTION 232 TRANSPORTATION OPERATIONS 236 RECORDERS SURCHARGE 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 USES: OPERATING STRUCT. BALANCE $ 1,252,877,305 $ 1,252,877,305 $ - $ 12,743,611 33,969 737,183 1,034,000 52,000 706,722 1,399,000 346,113 1,750,000 1,879,086 1,482,444 951,853 1,905,898 1,713,350 1,494,911 272,132 8,010,200 2,669,777 4,000 118,792,556 3,792,689 396,183 2,742,031 4,959,106 25,404 6,664,653 9,596,352 369,950 390,155,121 392,000 1,583,362 211,100 4,881,783 1,188,774 $ 12,743,611 33,969 737,183 1,034,000 52,000 706,722 1,399,000 346,113 1,750,000 1,879,086 1,482,444 951,853 1,905,898 1,713,350 1,494,911 272,132 8,001,694 2,669,777 4,000 63,501,718 3,792,689 396,182 2,640,393 4,893,687 25,404 6,664,653 9,596,352 369,950 390,155,121 392,000 1,583,362 211,100 4,881,783 1,165,971 $ - 123 8,506 55,290,838 1 101,638 65,419 22,803 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: FUND OPERATING 262 PUBLIC DEFENDER FILL THE GAP $ 775,462 263 LEGAL DEFENDER FILL THE GAP 66,362 264 SUPERIOR COURT FILL THE GAP 2,202,900 265 PUBLIC HEALTH FEES 6,638,299 266 CHECK ENFORCEMENT PROGRAM 72,302 267 CRIM JUSTICE ENHANCEMENT 1,239,649 268 VICTIM COMP RESTITUTION 164,759 269 VICTIM COMPENSATION INTEREST 19,756 270 CHILD SUPPORT ENHANCEMENT 60,000 271 EXPEDITED CHILD SUPPORT 677,500 273 VICTIM LOCATION 2,000 274 CLERK OF THE COURT EDMS 2,500,000 275 JUVENILE PROBATION DIVERSION 214,095 276 SPOUSAL MAINT ENF ENHANCEMENT 108,000 282 DOM REL MEDIATION EDUCATION 200,600 290 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 10,175,000 574 ANIMAL CONTROL FIELD OPERATION 3,474,714 669 SMALL SCHOOL SERVICE 109,551 741 TAXPAYER INFORMATION 304,341 780 SCHOOL TRANSPORTATION 600,000 782 SCHOOL COMMUNICATION 521,000 795 EDUCATIONAL SUPPLEMENTAL PROG 566,275 SUBTOTAL NON-GRANT FUNDS $ 651,853,206 GRANT FUNDS 211 ADULT PROBATION GRANTS $ 2,807,783 216 CLERK OF THE COURT GRANTS 1,446,855 217 CDBG HOUSING TRUST 6,231,776 219 COUNTY ATTORNEY GRANTS 6,490,942 222 HUMAN SERVICES GRANTS 51,497,289 224 MEDICAL EXAMINER GRANTS 8,851 227 JUVENILE PROBATION GRANTS 3,811,356 233 PUBLIC DEFENDER GRANTS 222,141 238 SUPERIOR COURT GRANTS 3,432,507 248 ELECTIONS GRANTS 406,750 249 NON DEPARTMENTAL GRANTS 1,935,888 251 SHERIFF GRANTS 7,624,572 503 AIR QUALITY GRANTS 4,139,552 124 USES: OPERATING $ 775,462 66,362 2,202,900 6,638,299 72,302 1,239,649 164,759 19,756 677,500 2,500,000 214,095 108,000 200,600 4,751,611 11,114,786 19,166,315 11,936,923 3,733,360 109,551 304,341 600,000 521,000 566,275 $ 597,131,954 $ 2,807,783 1,446,855 6,231,776 6,490,942 51,497,289 8,851 3,811,356 222,141 3,432,507 406,750 13,180,522 7,624,572 4,128,306 STRUCT. BALANCE $ $ $ 60,000 2,000 4,730 969,000 216,886 (1,761,923) (258,646) 54,721,252 (11,244,634) 11,246 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: FUND OPERATING 505 ENVIRONMENTAL SERVICES GRANTS $ 67,198 532 PUBLIC HEALTH GRANTS 50,775,583 715 SCHOOL GRANTS 24,494,498 SUBTOTAL GRANTS $ 165,393,541 SPECIAL REVENUE $ 817,246,747 DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 CAPITAL LEASE DEBT SERVICE DEBT SERVICE CAPITAL PROJECTS 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS 460 TECHNOLOGY CAP IMPROVEMENT CAPITAL PROJECTS INTERNAL SERVICE 601 MEDICAL HMO 604 MEDICAL PPO 606 MEDICAL HDHP W HSA 607 FI DENTAL PPO 608 COINSURANCE PHARMACY 611 60 PERCENT STD 612 50 PERCENT STD 613 40 PERCENT STD 614 BEHAVIORAL HEALTH 615 WELLNESS 618 BENEFIT ADMINISTRATION 619 ONSITE PHARMACY CLINIC 620 BENEFITS ELIMINATIONS 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 625 FI PREPAID DENTAL 626 FI LIFE AND AD AND D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE 629 SI DENTAL PPO 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS $ $ $ $ $ 125 14,493,175 499,779 14,992,954 14,203,974 587,500 11,640,000 26,431,474 USES: OPERATING $ 67,198 50,775,583 24,494,498 $ 176,626,929 $ 773,758,883 $ $ 13,353,000 13,353,000 $ $ 52,886,919 $ 40,883,745 26,684,781 5,176,907 22,131,797 2,107,539 530,448 203,520 1,536,123 1,561,473 9,473,316 1,699,812 (1,157,990) 2,362,430 1,009,392 1,713,648 224,239 632,580 3,949,284 420,354 4,285,030 415,704 731,400 - STRUCT. BALANCE $ $ $ $ $ $ $ 52,886,919 $ 40,883,745 26,684,781 5,176,907 22,131,797 2,107,539 530,448 203,520 1,536,123 1,561,473 3,005,916 2,079,812 (1,157,990) 2,362,430 1,009,392 1,713,648 224,239 632,580 3,949,284 420,354 4,285,030 415,704 731,400 (11,233,388) 43,487,864 1,140,175 499,779 1,639,954 14,203,974 587,500 11,640,000 26,431,474 6,467,400 (380,000) - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) FUND 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 681 TECHNOLOGY INFRASTRUCTURE INTERNAL SERVICE SOURCES: OPERATING $ 16,854,693 739,834 20,570,789 21,636,326 239,264,093 $ ELIMINATIONS $ ALL FUNDS $ USES: OPERATING $ 16,854,693 739,834 33,338,997 21,636,326 $ 245,944,901 (461,194,148) $ 1,889,618,425 $ STRUCT. BALANCE $ $ (461,194,148) $ 1,824,739,941 $ (12,768,208) (6,680,808) 64,878,484 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 2017 Expenditure Limitation $ 1,290,008,753 FY 2017 Expenditures Subject to Limitation $ 1,290,008,752 Expenditures (Over)/Under Limitation $ 1 126 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class FY 2016 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 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 ALL FUNCTIONS JUVENILE PROBATION DIVERSION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT (INC.)/DEC FROM REV. FY 2017 ADOPTED FY 2016 REVISED 50,970,130 54,000 51,024,130 $ $ $ 12,743,611 820,000 13,563,611 $ (400,062) (391,213) (791,275) 3,247,199 $ 2,807,783 $ 439,416 33,803,153 55,800 33,858,953 98,233,901 $ 34,545,666 27,000 34,572,666 101,968,190 $ $ $ 17,812,231 18,312,558 $ $ 17,825,008 512,000 18,337,008 $ 12,777 512,000 24,450 737,183 $ 737,183 $ 737,183 $ - $ - $ - $ 9,000 $ (9,000) $ $ $ $ 6,664,653 100,000 6,764,653 25,823,394 $ $ $ 6,379,000 105,250 6,484,250 25,558,441 $ $ $ 6,379,000 105,250 6,484,250 25,558,441 $ $ (285,653) 5,250 (280,403) (264,953) $ 17,872,534 $ 16,767,534 $ 17,154,428 $ (386,894) $ 3,811,356 $ 3,951,405 $ 3,811,356 $ 140,049 $ $ $ 2,669,777 410,888 3,080,665 $ $ 2,669,777 388,353 3,058,130 $ $ 2,669,777 388,353 3,058,130 (22,535) (22,535) $ 4,000 $ 4,000 $ 4,000 $ $ $ 33,607,736 33,607,736 $ $ 33,607,736 33,607,736 $ $ 34,219,259 34,219,259 $ $ (611,523) (611,523) $ 214,095 175,915 390,010 58,743,766 $ 214,095 175,915 390,010 57,784,815 $ 214,095 174,502 388,597 58,664,312 $ 1,413 1,413 (879,497) 48,184,413 171,000 48,355,413 $ $ $ 12,343,549 428,787 12,772,336 3,171,370 $ 33,803,153 55,800 33,858,953 99,058,072 $ $ $ 17,825,008 512,000 18,337,008 $ 49,084,413 171,000 49,255,413 $ $ $ 12,343,549 428,787 12,772,336 $ $ $ $ $ $ $ $ $ $ 127 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ (2,785,717) 117,000 (2,668,717) (742,513) 28,800 (713,713) (3,734,289) - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 ADOPTED 800 100 208 238 256 257 259 261 264 271 276 280 281 282 010 100 020 100 SUPERIOR COURT GENERAL DISASTER REC EQUIPMENT 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 SUPERIOR COURT BUILDING REPAIR NON RECURRING NON PROJECT CHILDRENS ISSUES EDUCATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DOM REL MEDIATION EDUCATION OPERATING ALL FUNCTIONS TOTAL DEPARTMENT $ FY 2016 REVISED 83,111,344 245,926 668,000 1,899,500 1,500,000 87,424,770 $ $ $ 476,000 29,901 505,901 $ $ $ $ $ $ $ $ $ $ FY 2017 ADOPTED 85,151,380 245,926 668,000 1,899,500 1,500,000 89,464,806 $ $ $ 476,000 29,901 505,901 3,432,507 $ 392,000 138,756 530,756 $ 1,372,000 206,566 1,578,566 $ 4,598,154 696,603 5,294,757 $ $ $ $ $ $ $ 1,165,971 1,165,971 $ $ (INC.)/DEC FROM REV. 97,933 81,854,793 3,000 337,000 1,899,500 1,500,000 85,692,226 $ $ $ 499,000 499,000 $ (23,000) 29,901 6,901 3,899,566 $ 3,432,507 $ 467,059 392,000 138,756 530,756 $ 392,000 50,000 442,000 $ 88,756 88,756 1,372,000 206,566 1,578,566 $ 1,583,362 1,583,362 $ 4,598,154 696,603 5,294,757 $ 4,881,783 246,371 5,128,154 $ $ $ 2,063,093 2,063,093 - $ $ $ $ $ $ $ $ (97,933) 3,296,587 242,926 331,000 3,772,580 (211,362) 206,566 (4,796) (283,629) 450,232 166,603 $ $ 1,165,971 2,063,093 3,229,064 $ 1,165,971 1,165,971 2,218,728 $ 2,202,900 $ 2,202,900 $ 600,000 113,621 713,621 $ 600,000 113,621 713,621 $ 677,500 677,500 $ $ $ 108,000 108,000 $ $ 99,000 9,000 108,000 $ $ 99,000 9,000 108,000 $ (9,000) 9,000 - $ - $ 412,619 $ 1,650,474 $ (1,237,855) $ $ $ - $ $ 105,000 10,007 115,007 $ $ 105,000 10,007 115,007 $ 105,000 10,007 115,007 $ $ $ 180,600 180,600 103,269,184 $ $ $ 180,600 180,600 108,236,163 $ $ $ 200,600 200,600 102,782,694 $ $ $ (20,000) (20,000) 5,453,469 574,730 $ $ $ $ $ (77,500) 113,621 36,121 TOTAL JUDICIAL ELECTED BOARD OF SUPERVISORS DIST 1 GENERAL OPERATING $ 286,629,463 $ 289,813,320 $ 289,238,590 $ $ 370,718 $ 370,718 $ 376,999 $ (6,281) BOARD OF SUPERVISORS DIST 2 GENERAL OPERATING $ 370,718 $ 370,718 $ 376,999 $ (6,281) 128 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) 030 100 040 100 050 100 120 100 140 100 160 100 205 208 216 218 270 273 274 190 100 213 219 FY 2017 ADOPTED FY 2016 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. BOARD OF SUPERVISORS DIST 3 GENERAL OPERATING $ 370,718 $ 370,718 $ 376,999 $ (6,281) BOARD OF SUPERVISORS DIST 4 GENERAL OPERATING $ 370,718 $ 370,718 $ 376,999 $ (6,281) BOARD OF SUPERVISORS DIST 5 GENERAL OPERATING $ 370,718 $ 370,718 $ 376,999 $ (6,281) ASSESSOR GENERAL OPERATING ALL FUNCTIONS TOTAL DEPARTMENT $ $ $ 24,132,164 24,132,164 24,132,164 $ $ $ 24,132,164 24,132,164 24,132,164 $ $ $ 24,026,441 24,026,441 24,026,441 $ $ $ 105,723 105,723 105,723 CALL CENTER GENERAL OPERATING $ 1,719,187 $ 1,719,187 $ 1,719,187 $ - $ 33,364,056 12,000 2,292,400 35,668,456 $ 33,364,056 12,000 2,215,727 35,591,783 $ 33,626,550 1,565,727 35,192,277 $ 1,064,545 85,396 1,149,941 $ 1,064,545 85,396 1,149,941 $ 1,034,000 159,993 1,193,993 $ $ $ 900,000 602,000 1,502,000 $ $ 700,746 700,746 $ $ 700,746 700,746 $ (199,254) (602,000) (801,254) $ 1,484,286 $ 1,484,286 $ 1,446,855 $ 37,431 $ $ $ 1,905,898 1,905,898 $ $ 1,944,794 83,655 2,028,449 $ $ 1,915,696 1,915,696 $ 38,896 83,655 122,551 $ - $ - $ 20,000 $ (20,000) $ 75,000 $ 75,000 $ 15,000 $ 60,000 $ $ 2,448,571 43,442,696 $ $ 2,448,571 43,478,776 $ $ 2,500,000 43,776,023 $ $ (51,429) (297,247) $ $ 85,548,461 85,548,461 $ $ 85,548,461 85,548,461 $ $ 87,639,468 87,639,468 $ $ (2,091,007) (2,091,007) $ $ 1,910,940 1,910,940 $ $ 1,910,940 3,410,940 $ $ 1,879,086 1,879,086 $ $ 31,854 1,531,854 $ 5,351,226 $ 5,868,595 $ 6,490,942 $ CLERK OF THE SUPERIOR COURT GENERAL OPERATING 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 CHILD SUPPORT ENHANCEMENT NON RECURRING NON PROJECT VICTIM LOCATION NON RECURRING NON PROJECT CLERK OF THE COURT EDMS OPERATING TOTAL DEPARTMENT COUNTY ATTORNEY GENERAL OPERATING ALL FUNCTIONS COUNTY ATTORNEY RICO OPERATING ALL FUNCTIONS COUNTY ATTORNEY GRANTS OPERATING $ $ $ $ 129 $ $ $ $ $ $ (262,494) 12,000 650,000 399,506 30,545 (74,597) (44,052) (622,347) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 ADOPTED 220 221 266 267 268 269 210 100 248 250 100 360 100 236 370 100 255 669 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 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 ALL FUNCTIONS DETENTION OPERATIONS NON RECURRING NON PROJECT SMALL SCHOOL SERVICE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ FY 2016 REVISED $ $ 1,792,874 774,662 2,567,536 $ FY 2017 ADOPTED $ $ 1,792,874 774,662 2,567,536 1,527,206 $ $ 125,048 $ (INC.)/DEC FROM REV. $ $ 1,713,350 758,656 2,472,006 $ 79,524 16,006 95,530 1,527,206 $ 1,494,911 $ 32,295 $ 125,048 $ 72,302 $ 52,746 1,377,000 196,727 1,573,727 $ 1,377,000 196,727 1,573,727 $ 1,239,649 262,633 1,502,282 $ 137,351 (65,906) 71,445 $ $ 164,759 164,759 $ $ 111,600 250,000 361,600 $ $ 111,600 111,600 $ (53,159) 250,000 196,841 $ $ $ 16,516 16,516 98,732,260 $ $ $ 16,516 16,516 100,999,629 $ $ $ 19,756 19,756 101,788,550 $ $ $ (3,240) (3,240) (788,921) $ $ $ 9,164,929 12,104,659 23,182,889 $ $ 9,018,145 10,071,224 19,089,369 $ $ 9,018,145 4,329,156 13,347,301 $ (146,784) (2,033,435) (4,093,520) $ $ 470,278 13,817,579 $ $ 973,494 20,062,863 $ $ 406,750 23,589,639 $ $ 566,744 (3,526,776) $ $ $ 3,242,537 3,242,537 $ $ 3,076,881 6,333 3,083,214 $ $ 3,076,881 3,076,881 $ (165,656) 6,333 (159,323) $ 2,185,621 $ 2,185,621 $ 2,322,447 $ (136,826) $ 3,792,689 1,698,269 5,490,958 7,676,579 $ 3,792,689 1,698,269 5,490,958 7,676,579 $ 3,792,689 774,400 4,567,089 6,889,536 $ 923,869 923,869 787,043 $ $ $ $ $ $ $ $ $ $ 2,630,770 280,000 2,910,770 $ $ $ 130 $ $ $ $ $ 2,630,770 280,000 2,910,770 - $ 109,551 58,221 167,772 $ $ $ $ $ $ $ 2,722,933 260,000 2,982,933 $ (92,163) 20,000 (72,163) 838,219 $ 679,906 $ 158,313 109,551 58,221 167,772 $ 109,551 109,551 $ 58,221 58,221 $ $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 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 ALL FUNCTIONS EDUCATIONAL SUPPLEMENTAL PROG OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT TREASURER GENERAL OPERATING TREASURER PRINTING & POSTAGE NON RECURRING NON PROJECT ALL FUNCTIONS TAXPAYER INFORMATION OPERATING TOTAL DEPARTMENT SHERIFF GENERAL OPERATING MCSO JUDGMENT ORDER OPERATING MCSO RECORDS MANAGEMENT NON RECURRING NON PROJECT PROPERTY AND EVIDENCE ALL FUNCTIONS SHERIFF DONATIONS OPERATING ALL FUNCTIONS OFFICER SAFETY EQUIPMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF RICO OPERATING SHERIFF JAIL ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF GRANTS OPERATING INMATE SERVICES OPERATING INMATE HEALTH SERVICES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ $ 24,960,910 440,974 25,401,884 $ $ $ $ $ $ $ 25,168,410 764,971 25,933,381 600,000 $ 665,000 204,575 869,575 $ 566,275 562,600 1,128,875 31,078,876 $ FY 2016 REVISED $ 5,059,279 5,059,279 $ $ $ $ $ $ $ $ $ FY 2017 ADOPTED $ 24,494,498 24,494,498 $ 673,912 764,971 1,438,883 600,000 $ 600,000 $ - 690,157 204,575 894,732 $ 521,000 582,065 1,103,065 $ 566,275 562,600 1,128,875 32,473,749 $ 5,059,279 5,059,279 304,341 5,363,620 $ $ $ $ 98,849,320 14,510,847 676,000 366,768 247,978 114,650,913 $ $ $ $ (INC.)/DEC FROM REV. $ $ $ $ $ $ $ $ 169,157 (377,490) (208,333) 252,090 252,090 1,627,011 $ 4,973,573 899,140 35,000 5,907,713 $ 85,706 (899,140) (35,000) (848,434) 304,341 5,363,620 $ $ 304,341 6,212,054 $ $ (848,434) $ $ 99,443,516 10,239,881 109,683,397 $ $ 102,690,114 10,670,053 381,426 301,556 247,978 114,291,127 $ 26,774 26,774 $ $ 26,774 26,774 $ $ 33,969 33,969 $ $ (7,195) (7,195) $ $ 52,000 300,000 352,000 $ $ 52,000 52,000 $ $ 52,000 52,000 $ (300,000) (300,000) $ 1,750,000 $ 1,750,000 $ 1,750,000 $ - $ $ $ 1,482,444 450,000 1,932,444 $ $ 1,482,444 1,236,498 2,718,942 $ $ 1,482,444 1,236,498 2,718,942 $ 786,498 786,498 $ 7,184,985 $ 7,596,313 $ 7,624,572 $ (28,259) $ 11,250,326 $ 11,250,326 $ 9,596,352 $ $ 300,873 300,000 600,873 $ 300,873 300,000 600,873 $ 369,950 106,620 476,570 $ $ 131 $ $ 566,275 310,510 876,785 30,846,738 $ $ $ $ 3,246,598 430,172 381,426 301,556 247,978 4,607,730 1,653,974 (69,077) 193,380 124,303 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 ADOPTED 255 258 DETENTION OPERATIONS OPERATING JAIL KITCHEN EQUIPMENT LAUNDRY EQUIPMENT MCSO IVR ALL FUNCTIONS SHERIFF TOWING AND IMPOUND OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT TOTAL ELECTED 060 100 150 100 207 215 180 100 200 100 249 220 100 217 222 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 $ FY 2016 REVISED 212,498,230 340,000 397,000 905,000 214,140,230 $ $ $ $ 226,100 226,100 352,601,143 $ $ FY 2017 ADOPTED 212,498,230 340,000 397,000 905,000 214,140,230 $ $ $ $ 226,100 226,100 353,402,685 583,494,575 $ $ $ 1,210,792 213,619 1,424,411 $ $ $ $ $ $ (INC.)/DEC FROM REV. 218,619,446 218,619,446 $ $ $ $ 211,100 15,429 226,529 357,045,279 $ $ 15,000 (15,429) (429) (3,642,594) 594,246,056 $ 601,020,979 $ (6,774,923) $ $ 1,245,373 1,458,992 $ $ 1,210,792 213,619 1,424,411 $ (34,581) 213,619 (34,581) 250,989 $ 250,989 $ 253,651 $ (2,662) 682,808 78,031 760,839 $ 682,808 78,031 760,839 $ 706,722 85,264 791,986 $ (23,914) (7,233) (31,147) $ $ 963,826 90,601 1,054,427 2,066,255 $ $ $ $ $ $ $ $ 1,038,625 203,601 1,242,226 2,254,054 2,855,401 2,855,401 $ $ $ 2,577,919 $ $ $ $ $ $ $ $ 951,853 67,162 1,019,015 2,064,652 $ $ 86,772 136,439 223,211 189,402 2,855,401 2,855,401 $ $ 2,855,401 2,855,401 $ $ - $ 2,577,919 $ 2,648,433 $ 5,000 2,582,919 $ $ 1,623,576 4,201,495 $ $ 326,455 2,974,888 $ $ $ $ 2,260,912 122,796 2,383,708 $ $ 2,260,912 120,000 2,380,912 $ $ 2,260,912 120,000 2,380,912 $ 20,143,632 $ 20,143,632 $ 6,231,776 $ 13,911,856 $ $ 45,246,229 67,770,773 $ $ 53,613,125 76,137,669 $ $ 51,497,289 60,112,773 $ $ 2,115,836 16,024,896 132 $ $ (6,121,216) 340,000 397,000 905,000 (4,479,216) $ (70,514) 1,297,121 1,226,607 (2,796) (2,796) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 ADOPTED 230 100 260 100 255 290 100 224 300 100 225 230 239 240 241 243 INTERNAL AUDIT GENERAL OPERATING CORRECTIONAL HEALTH GENERAL OPERATING ALL FUNCTIONS DETENTION OPERATIONS CHS GRAVES JUDGMENT OPERATING OPERATING ALL FUNCTIONS TOTAL DEPARTMENT MEDICAL EXAMINER GENERAL OPERATING NON RECURRING NON PROJECT OME CASE MANAGEMENT OME CASE RECORDS 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 RESTROOMS UPGRADES ALL FUNCTIONS PARKS DONATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FY 2016 REVISED FY 2017 ADOPTED (INC.)/DEC FROM REV. $ 1,855,357 $ 1,855,357 $ 1,888,018 $ (32,661) $ $ 3,289,967 3,289,967 $ $ 3,307,802 3,307,802 $ $ 3,522,248 3,522,248 $ $ (214,446) (214,446) $ 2,332,585 61,297,272 63,629,857 66,919,824 $ 3,632,585 60,010,900 63,643,485 66,951,287 $ 3,780,639 60,587,412 64,480,524 68,002,772 $ (148,054) (576,512) (837,039) (1,051,485) $ $ $ $ 8,573,553 217,948 8,791,501 $ $ $ $ $ $ $ $ $ 8,701,063 217,948 8,919,011 8,791,501 $ $ 564,802 50,000 168,000 392,000 85,000 1,259,802 $ $ $ $ $ $ $ $ 10,033,874 232,800 131,509 10,398,183 $ (1,332,811) 217,948 (232,800) (131,509) (1,479,172) 8,406 8,927,417 $ $ 8,851 10,407,034 $ $ (445) (1,479,617) 564,802 121,169 168,000 392,000 53,869 1,299,840 $ 874,325 50,000 350,000 1,274,325 $ (309,523) 71,169 168,000 42,000 53,869 25,515 $ $ $ 272,132 163,075 435,207 $ 3,227 (32,825) (29,598) $ $ $ $ $ 275,359 130,250 405,609 $ 275,359 130,250 405,609 $ 13,990 $ 13,990 $ 34,696 $ (20,706) $ 362,544 $ 362,544 $ 396,182 $ (33,638) $ 2,719,236 744,600 33,600 336,000 3,833,436 $ 2,719,236 744,600 33,600 336,000 3,833,436 $ 2,640,393 1,264,809 3,905,202 $ 78,843 (520,209) 33,600 336,000 (71,766) 4,671,308 689,937 616,000 5,977,245 $ 4,671,308 689,937 616,000 5,977,245 $ 4,893,687 1,775,340 342,000 7,011,027 $ 23,277 300,960 324,237 12,176,863 $ 23,277 300,960 324,237 12,216,901 $ 25,404 468,166 493,570 13,550,209 $ $ $ $ $ $ $ 133 $ $ $ $ $ $ $ $ $ $ $ $ (222,379) (1,085,403) 274,000 (1,033,782) (2,127) (167,206) (169,333) (1,333,308) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 ADOPTED 310 100 340 100 390 100 532 601 604 606 607 608 611 612 613 614 615 618 619 620 621 622 623 625 626 627 628 HUMAN RESOURCES GENERAL LEARNING MANAGEMENT OPER 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 SUPPLEMENTAL LIFE OPERATING EMPLOYEE ASSISTANCE OPERATING $ $ $ 3,985,245 385,000 70,000 4,440,245 4,440,245 $ FY 2016 REVISED $ $ 185,800 3,806,445 353,680 70,000 4,415,925 4,415,925 3,201,348 $ $ 270,537 $ $ $ $ $ 185,800 (456,278) 150,770 60,000 (59,708) (59,708) 3,302,783 $ 3,857,641 $ (554,858) $ 270,537 $ 276,946 $ (6,409) 7,935,127 $ 7,935,127 $ 7,891,088 $ 44,039 $ 52,845,683 $ 52,845,683 $ 52,886,919 $ (41,236) $ 39,659,466 $ 39,659,466 $ 40,883,745 $ (1,224,279) $ 26,029,963 $ 26,029,963 $ 26,684,781 $ (654,818) $ 4,702,760 $ 4,702,760 $ 5,176,907 $ (474,147) $ 18,072,572 $ 18,072,572 $ 22,131,797 $ (4,059,225) $ 2,207,008 $ 2,207,008 $ 2,107,539 $ 99,469 $ 408,473 $ 408,473 $ 530,448 $ (121,975) $ 161,260 $ 161,260 $ 203,520 $ (42,260) $ 1,760,590 $ 1,760,590 $ 1,536,123 $ 224,467 $ 1,556,248 625,000 2,181,248 $ 1,556,248 625,000 2,181,248 $ 1,561,473 300,400 1,861,873 $ (5,225) 324,600 319,375 $ $ 3,005,916 200,000 3,205,916 $ $ 3,005,916 3,005,916 $ $ 3,005,916 3,005,916 $ (200,000) (200,000) $ 2,003,810 $ 2,003,810 $ 2,079,812 $ (76,002) $ $ $ (1,157,990) $ $ (INC.)/DEC FROM REV. 4,262,723 202,910 10,000 4,475,633 4,475,633 $ $ FY 2017 ADOPTED $ (1,157,990) $ $ $ (1,157,990) $ - $ 2,269,651 $ 2,269,651 $ 2,362,430 $ (92,779) $ 801,620 $ 801,620 $ 1,009,392 $ (207,772) $ 1,735,553 $ 1,735,553 $ 1,713,648 $ 21,905 $ 225,977 $ 225,977 $ 224,239 $ 1,738 $ 597,992 $ 597,992 $ 632,580 $ (34,588) $ 3,471,236 $ 3,471,236 $ 3,949,284 $ (478,048) $ 420,963 $ 420,963 $ 420,354 $ 134 609 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 ADOPTED 629 630 631 410 100 255 681 420 255 440 100 226 235 470 100 210 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 VMWARE NON RECURRING CYBER SECURITY MAJOR MAINT ENTPRISE DATA CNTR SYSTEMS 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 TOTAL DEPARTMENT 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 FY 2016 REVISED FY 2017 ADOPTED (INC.)/DEC FROM REV. $ 4,530,902 $ 4,530,902 $ 4,285,030 $ 245,872 $ 345,300 $ 345,300 $ 415,704 $ (70,404) $ $ 683,838 175,169,455 $ $ 683,838 175,169,455 $ $ 731,400 182,043,485 $ $ (47,562) (6,874,030) $ 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 $ 11,193,593 15,678,798 1,153,944 1,250,000 3,446,942 956,073 1,390,007 185,149 4,512,816 565,000 40,332,322 $ 10,632,051 14,992,342 280,000 985,629 2,116,703 100,000 259,000 2,797,017 33,498,217 $ 561,542 686,456 873,944 264,371 1,330,239 856,073 1,390,007 (73,851) 1,715,799 565,000 6,834,105 $ $ 986,484 15,000 150,000 1,151,484 $ 17,069,304 1,952,154 19,021,458 59,321,126 $ $ $ $ $ $ $ $ $ $ $ $ $ 1,656,954 74,033 1,730,987 1,730,987 $ $ $ 986,484 15,000 150,000 1,151,484 $ 18,869,304 2,252,154 21,121,458 62,605,264 $ $ $ $ $ $ $ 1,656,954 74,033 1,730,987 1,730,987 868,232 $ $ $ 8,001,694 177,097 8,178,791 $ $ $ 984,584 984,584 $ 21,636,326 1,204,547 22,840,873 57,323,674 $ $ $ $ 1,900 15,000 150,000 166,900 (2,767,022) 1,047,607 (1,719,415) 5,281,590 $ $ $ 1,674,309 1,674,309 1,674,309 868,232 $ 868,232 $ - $ $ 8,001,694 532,127 8,533,821 $ $ 8,601,694 927,097 9,528,791 $ 600,000 394,970 994,970 9,047,023 $ 10,397,023 $ 9,402,053 $ 994,970 $ $ 3,023,124 536,740,433 119,536,371 659,299,928 $ $ 5,023,124 468,953,467 4,350,000 49,385,430 527,712,021 $ $ 5,023,124 470,437,283 4,350,000 50,423,670 530,234,077 $ 2,000,000 (67,786,966) 4,350,000 (70,150,941) (131,587,907) $ 653,328 $ 654,183 $ 688,762 $ (34,579) 135 $ $ (17,355) 74,033 56,678 56,678 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 ADOPTED 249 255 320 321 422 440 441 445 455 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 OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CAPITAL LEASE DEBT SERVICE DESKTOP LAPTOP REPLACEMENT NON RECURRING NON PROJECT VMWARE NON RECURRING ALL FUNCTIONS INTERGOVERNMENTAL CAP PROJ VULTURE MOUNTAIN COUNTY IMPROVEMENT COMPUTER AIDED MASS APPRAISAL COUNTY TELEPHONE SYSTEM ENTERPRISE DATA CTNR CT ENTERPRISE RES PLANNING SYSTEM INFRASTRUCTURE REFRESH PH I INFRASTRUCTURE REFRESH PH II JAIL KITCHEN EQUIPMENT JAIL MGMT INFORMATION SYSTEM JAIL SECURITY SYSTEM UPGRADE PUBLIC SAFETY RADIO SOUTHWEST JUSTICE COURTS ALL FUNCTIONS COUNTY IMPROVEMENT 441 MADISON STREET JAIL ADAP PHASE GENERAL FUND CTY IMPROV NON RECURRING NON PROJECT ADULT PROBATION BLACK CANYON ADULT PROBATION SOUTHPORT BUCKEYE HILLS RANGE ELECTRIC CHAMBERS BUILDING EAST COURT IMPROVEMENTS MARICOPA REGIONAL TRAIL SYSTEM HASSAYAMPA SHERIFF HQ PROJECT VULTURE MOUNTAIN WEST COURT IMPROVEMENTS PROJECT RESERVE ALL FUNCTIONS DETENTION CAPITAL PROJECTS NON RECURRING NON PROJECT 4TH AVENUE JAIL INTAKE TRANSFER RELEASE JAIL LOWER BUCKEYE JAIL ALL FUNCTIONS $ $ $ $ FY 2016 REVISED 6,500,000 30,591,664 37,091,664 $ $ 3,336,407 500,000 35,539,740 39,376,147 $ 7,409,480 7,409,480 $ $ $ $ $ $ FY 2017 ADOPTED 2,274,730 4,689,661 6,964,391 $ $ 3,322,779 500,000 26,019,715 29,842,494 $ 46,131,464 46,131,464 $ $ $ 13,112,063 2,908,912 16,020,975 9,218,583 400,000 35,128,710 44,747,293 (INC.)/DEC FROM REV. $ $ $ $ 13,353,000 106,615,480 119,968,480 $ $ $ 2,926,394 7,555,569 1,330,767 11,812,730 $ $ $ (10,837,333) 1,780,749 (9,056,584) (5,895,804) 100,000 (9,108,995) (14,904,799) (13,353,000) (60,484,016) (73,837,016) $ $ 2,171,297 2,171,297 $ 3,845,477 2,832,370 1,330,811 8,008,658 $ 127,500 $ 127,500 $ 123,300 $ $ $ $ 7,677,886 5,392,330 4,983,247 6,453,753 73,586 4,558,781 300,000 8,893,241 2,663,250 35,241,579 21,150,541 97,388,194 $ $ 8,226,990 10,848,323 8,149,030 11,831,665 1,373,586 9,969,973 300,000 6,161,831 4,340,445 57,994,638 10,659,357 129,855,838 $ $ 7,701,827 14,458,269 14,388,694 12,469,551 1,393,288 17,544,011 300,000 6,692,086 4,591,960 58,031,609 23,413,814 160,985,109 $ 549,104 5,455,993 3,165,783 5,377,912 1,300,000 5,411,192 (2,731,410) 1,677,195 22,753,059 (10,491,184) 32,467,644 $ - $ - $ 17,600,000 $ (17,600,000) $ 5,242,821 2,127,591 4,699,814 557,173 476,731 42,751 944,182 14,091,063 $ 44,185,805 2,336,500 4,644,671 728,191 464,333 42,751 944,182 53,346,433 $ $ 26,081,146 (3,000,000) (3,000,000) (1,751,294) 745,713 (2,355,329) 195,302 (1,000,000) 12,185 (175,000) 559,182 (377,978) 15,933,927 153,031 1,201,805 10,000,000 1,296,001 12,650,837 $ 153,031 1,182,218 10,000,000 1,315,851 12,651,100 $ 18,104,659 3,000,000 3,000,000 1,751,294 1,590,787 7,000,000 532,889 1,000,000 452,148 217,751 385,000 377,978 37,412,506 (36,412,506) 31,000,000 31,000,000 $ $ $ 136 $ $ $ $ $ $ $ 919,083 (4,723,199) 44 (3,804,072) 4,200 153,031 1,182,218 (21,000,000) 1,315,851 (18,348,900) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) 460 461 462 490 100 520 100 209 233 262 540 100 209 263 TECHNOLOGY CAP IMPROVEMENT DESKTOP LAPTOP REPLACEMENT NON RECURRING NON PROJECT VMWARE NON RECURRING BIX ROOM BYTE INFO EXCHANGE INFRASTRUCTURE REFRESH PH II PROJECT RESERVE TREASURER TECH SYSTEM UPGRADE ALL FUNCTIONS DETENTION TECH CAP IMPROVEMENT DESKTOP LAPTOP REPLACEMENT NON RECURRING NON PROJECT CHS ELECTRONIC HEALTH RECORDS PROJECT RESERVE ALL FUNCTIONS INTERGOVERNMENTAL TECH PROJECT DESKTOP LAPTOP REPLACEMENT VMWARE NON RECURRING ALL FUNCTIONS TOTAL DEPARTMENT MANAGEMENT AND BUDGET GENERAL OPERATING PUBLIC DEFENDER GENERAL OPERATING PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER GRANTS OPERATING PUBLIC DEFENDER FILL THE GAP OPERATING PDS CASE MANAGEMENT SYSTEM ALL FUNCTIONS TOTAL DEPARTMENT LEGAL DEFENDER GENERAL OPERATING PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS LEGAL DEFENDER FILL THE GAP OPERATING TOTAL DEPARTMENT $ $ 8,074,562 4,374,901 8,441,465 755,434 21,646,362 $ 1,106,989 2,455,284 2,382,062 5,944,335 $ $ FY 2017 ADOPTED FY 2016 REVISED FY 2016 ADOPTED $ $ $ $ $ $ 2,959,125 99,375,000 2,785,275 2,452,744 18,751,162 126,323,306 $ $ 1,700,365 (91,300,438) 4,503,283 1,283,438 (2,452,744) 5,436,316 (14,990,579) (95,820,359) 237,788 1,106,989 2,707,859 2,382,062 6,434,698 $ 162,534 3,286,659 887,527 4,336,720 $ 75,254 (2,179,670) 1,820,332 2,382,062 2,097,978 $ $ $ 1,166,722,194 $ 145,108 236,898 382,006 (314,108,461) $ $ 832,381,199 $ $ 145,108 236,898 382,006 852,613,733 $ 2,431,156 $ 2,431,156 $ 2,431,156 $ $ 40,490,466 $ 40,490,466 $ 41,570,118 $ $ $ $ 271,108 66,702 337,810 $ $ 330,198 185,932 516,130 $ $ 330,198 185,932 516,130 $ 59,090 119,230 178,320 $ 237,289 $ 237,289 $ 222,141 $ 15,148 $ $ $ $ 775,462 38,008 813,470 42,943,539 $ $ $ 805,134 206,261 1,011,395 42,255,280 $ $ $ 805,134 206,261 1,011,395 42,255,280 $ $ 29,672 168,253 197,925 (688,259) $ 13,258,636 $ 13,258,636 $ 13,436,322 $ (177,686) $ $ $ 54,378 14,999 69,377 $ $ 57,244 58,828 116,072 $ $ 57,244 58,828 116,072 $ 2,866 43,829 46,695 $ $ 66,362 13,441,070 $ $ 66,362 13,441,070 $ $ 66,362 13,572,061 $ $ (130,991) 137 $ 4,659,490 8,074,562 4,503,283 4,068,713 5,436,316 3,760,583 30,502,947 (INC.)/DEC FROM REV. - (1,079,652) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) 550 100 209 560 100 570 100 640 223 232 234 900 670 100 290 LEGAL ADVOCATE GENERAL OPERATING PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT CONTRACT COUNSEL GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT PUBLIC ADVOCATE GENERAL OPERATING 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 WASTE RESOURCES AND RECYCLING GENERAL OPERATING WASTE RES EROSION CONTROL WASTE RES LANDFILL DRAINAGE WASTE RES GAS PROBE EQUIP ALL FUNCTIONS WASTE TIRE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT (INC.)/DEC FROM REV. FY 2017 ADOPTED FY 2016 REVISED FY 2016 ADOPTED $ 12,055,425 $ 12,055,425 $ 12,046,888 $ 8,537 $ 17,168 8,800 25,968 12,081,393 $ 17,168 8,800 25,968 12,081,393 $ 20,627 14,387 35,014 12,081,902 $ (3,459) (5,587) (9,046) (509) $ $ $ 51,658,915 2,828,092 54,487,007 54,487,007 $ $ $ 51,891,419 3,652,470 55,543,889 55,543,889 $ $ $ 51,891,419 3,652,470 55,543,889 55,543,889 $ $ 232,504 824,378 1,056,882 1,056,882 $ $ 9,441,291 9,441,291 $ $ 9,441,291 9,441,291 $ $ 9,297,577 9,297,577 $ $ 143,714 143,714 $ 250,939 $ 579,566 $ 320,000 $ 259,566 $ 59,822,918 71,057,232 130,880,150 $ 59,822,918 71,057,232 130,880,150 $ 63,501,718 58,489,784 121,991,502 $ 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 $ 17,739,800 11,326,000 1,779,000 11,211,000 4,186,800 21,988,740 3,209,000 1,158,000 5,754,000 6,536,230 7,802,000 1,680,000 94,370,570 $ 26,194,639 23,305,233 90,000 6,243,887 4,067,000 11,384,319 2,045,000 250,000 18,585,000 8,056,118 100,221,196 $ $ $ $ $ $ $ $ $ $ $ $ $ (70,403,183) $ 155,098,476 $ $ 2,991,384 120,000 50,000 70,000 3,231,384 $ 4,751,611 4,751,611 7,982,995 $ $ $ $ $ 138 $ $ $ $ $ $ $ (70,403,183) $ 155,427,103 $ 2,991,384 120,000 50,000 70,000 3,231,384 $ 4,751,611 100,000 4,851,611 8,082,995 $ $ $ $ $ $ $ (3,678,800) 12,567,448 8,888,648 $ (8,454,839) (11,979,233) 1,689,000 4,967,113 119,800 10,604,421 1,164,000 908,000 (12,831,000) 6,536,230 (254,118) 1,680,000 (5,850,626) (46,191,794) $ 176,340,904 $ (24,211,389) (20,913,801) 4,186,564 4,186,564 $ (1,195,180) 120,000 50,000 70,000 (955,180) 4,751,611 4,751,611 8,938,175 $ $ $ $ 100,000 100,000 (855,180) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2016 ADOPTED 700 100 255 720 100 255 730 100 673 740 654 750 675 790 100 572 573 FACILITIES MANAGEMENT GENERAL OPERATING MAJOR MAINTENANCE OPERATING NON RECURRING NON PROJECT CENTRAL COURT BLDG LIFE SAFETY PROJECTS EMERGENCY SVCS ADMIN IMP 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 ALL FUNCTIONS 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 TOTAL DEPARTMENT ANIMAL CARE AND CONTROL GENERAL OPERATING ANIMAL CONTROL LICENSE SHELTER OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ANIMAL CONTROL GRANTS NON RECURRING NON PROJECT ALL FUNCTIONS $ FY 2016 REVISED 34,006,424 7,877,906 52,804 3,772,524 45,709,658 $ $ $ $ 19,333,033 6,726,998 435,000 500,000 26,995,031 72,704,689 $ $ FY 2017 ADOPTED 34,006,424 7,877,906 52,804 3,578,759 100,000 221,000 45,836,893 $ $ $ $ 19,333,033 6,726,998 1,100,916 953,988 28,114,935 73,951,828 4,141,089 4,141,089 $ $ $ $ 48,942 4,190,031 $ $ $ $ $ $ $ (INC.)/DEC FROM REV. 38,098,140 7,877,906 139,321 46,115,367 $ $ $ $ 19,387,545 25,052 6,726,998 26,139,595 72,254,962 $ $ (54,512) (25,052) 1,100,916 953,988 1,975,340 1,696,866 4,141,089 4,141,089 $ $ - $ $ 4,141,089 4,141,089 $ $ 48,942 4,190,031 $ $ - $ $ 48,942 4,190,031 2,487,658 $ 2,487,658 $ 2,438,032 $ 49,626 845,217 845,217 3,332,875 $ 845,217 845,217 3,332,875 $ 739,834 87,450 827,284 3,265,316 $ 105,383 (87,450) 17,933 67,559 $ $ $ 16,854,693 1,006,500 17,861,193 $ $ $ $ $ $ $ $ $ (4,091,716) (86,517) 3,578,759 100,000 221,000 (278,474) $ $ 16,854,693 967,500 17,822,193 $ 16,854,693 967,500 17,822,193 $ $ 33,338,997 33,338,997 $ $ 33,338,997 33,338,997 $ $ 33,338,997 33,338,997 $ $ - $ 258,954 $ 758,954 $ 758,954 $ - $ $ $ 11,936,923 38,806 11,975,729 $ $ 11,730,584 537,384 12,267,968 $ $ 9,480,584 502,426 9,983,010 $ (206,339) 498,578 292,239 $ $ - $ $ 196,000 196,000 $ $ - $ $ 196,000 196,000 139 $ (39,000) (39,000) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) 574 850 100 503 504 860 100 265 532 880 100 505 506 920 100 940 100 ANIMAL CONTROL FIELD OPERATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT 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 $ $ $ FY 2017 ADOPTED FY 2016 REVISED FY 2016 ADOPTED 3,399,773 345,980 3,745,753 13,987,717 $ $ $ 3,749,773 345,980 4,095,753 17,318,675 $ $ $ $ $ $ $ $ 101,620 101,620 3,973,521 $ 4,128,306 $ (154,785) $ $ $ 11,114,786 2,413,236 13,528,022 18,775,365 $ $ $ 12,083,397 2,210,731 14,294,128 19,488,306 $ $ 968,611 (202,505) 766,106 712,941 11,844,181 $ 11,844,181 $ 11,878,845 $ (34,664) $ $ 6,638,299 510,592 7,148,891 $ $ 6,638,299 715,210 7,353,509 $ $ 6,638,299 6,638,299 $ 204,618 204,618 $ $ 44,121,225 62,603,705 $ $ 44,121,225 63,318,915 $ $ 42,884,495 61,912,231 $ $ 1,236,730 1,406,684 $ $ $ 4,152,458 485,587 4,638,045 $ $ 4,026,395 142,600 4,168,995 $ $ 4,026,395 142,600 4,168,995 $ $ - $ 70,198 $ 67,198 $ $ $ $ $ $ 19,166,315 949,243 20,115,558 24,820,801 $ $ $ 19,383,201 471,826 19,855,027 24,094,220 $ $ $ 810,957 409,700 1,220,657 $ $ $ $ 810,957 409,700 1,220,657 3,973,521 $ $ $ $ 12,083,397 2,210,731 14,294,128 19,488,306 $ $ $ 16,413 20,980 37,393 525,632 810,957 308,080 1,119,037 $ $ 3,733,360 325,000 4,058,360 16,793,043 (INC.)/DEC FROM REV. ENVIRONMENTAL SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ENVIRONMENTAL SERVICES GRANTS OPERATING ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ $ 19,383,201 471,826 19,855,027 24,024,022 DEPUTY COUNTY MANAGER 920 GENERAL OPERATING $ 1,473,270 $ 1,473,270 $ 1,473,270 $ - ASSISTANT COUNTY MANAGER 940 GENERAL OPERATING $ 295,088 $ 295,088 $ 295,088 $ - 140 (126,063) (342,987) (469,050) 3,000 216,886 (477,417) (260,531) (726,581) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) 950 100 249 255 980 900 ASSISTANT COUNTY MANAGER 950 GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS NON DEPARTMENTAL GRANTS OPERATING ALL FUNCTIONS DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT TOTAL APPOINTED ELIMINATIONS COUNTY ELIMINATIONS OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT TOTAL MARICOPA COUNTY $ $ 424,764 489,950 914,714 68,459 68,459 $ $ $ 405,930 $ 1,435,750 $ 1,804,706,880 $ $ $ $ $ 431,764 529,597 961,361 $ $ $ $ $ (402,434,555) $ (37,990,530) (440,425,085) $ $ 2,234,405,833 141 $ (INC.)/DEC FROM REV. FY 2017 ADOPTED FY 2016 REVISED FY 2016 ADOPTED $ $ 435,276 469,107 904,383 $ (10,512) 20,843 10,331 818,812 818,812 $ $ 68,459 68,459 $ $ 750,353 750,353 405,930 2,139,456 1,846,527,193 $ $ $ 410,680 1,383,522 2,161,079,837 $ $ $ (403,642,203) $ (74,055,453) (477,697,656) $ 2,252,888,913 $ (461,194,148) $ (234,137,282) (695,331,430) $ 2,356,007,976 $ (4,750) 755,934 (314,552,644) 57,551,945 160,081,829 217,633,774 (103,119,063) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department FY 2015 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ 92,421,557 24,592,632 57,411,109 100,164,628 274,589,926 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 $ 318,380 345,985 344,486 358,436 364,207 23,218,563 1,631,563 39,614,916 96,586,406 17,599,232 2,903,625 5,967,798 24,142,589 4,970,930 334,420,731 552,787,847 $ $ $ $ 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 $ APPOINTED 1,424,411 $ 1,233,338 $ 060 - CLERK OF THE BOARD 1,694,481 2,066,255 150 - EMERGENCY MANAGEMENT 2,855,401 180 - FINANCE 2,740,013 2,582,919 200 - COUNTY MANAGER 5,184,024 67,770,773 220 - HUMAN SERVICES 51,476,208 1,855,357 1,811,948 230 - INTERNAL AUDIT 66,919,824 65,645,528 260 - CORRECTIONAL HEALTH 8,791,501 290 - MEDICAL EXAMINER 8,394,306 12,176,863 300 - PARKS AND RECREATION 10,385,652 4,440,245 310 - HUMAN RESOURCES 3,689,523 3,201,348 340 - PUBLIC FIDUCIARY 3,032,603 175,169,455 390 - EMPLOYEE BENEFITS AND HEALTH 170,918,612 59,321,126 52,013,222 410 - ENTERPRISE TECHNOLOGY 1,730,987 1,604,274 420 - INTEGRATED CRIM JUSTICE INFO 9,047,023 9,429,492 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 52,593 832,381,199 470 - NON DEPARTMENTAL 650,415,680 2,431,156 490 - MANAGEMENT AND BUDGET 2,141,408 42,255,280 520 - PUBLIC DEFENDER 40,524,735 13,441,070 540 - LEGAL DEFENDER 12,390,164 12,081,393 550 - LEGAL ADVOCATE 10,811,959 55,543,889 560 - CONTRACT COUNSEL 45,363,085 9,441,291 570 - PUBLIC ADVOCATE 8,737,599 155,098,476 640 - TRANSPORTATION 104,258,745 7,781,945 7,982,995 670 - WASTE RESOURCES AND RECYCLING 76,894,720 700 - FACILITIES MANAGEMENT 73,096,135 3,332,875 730 - PROCUREMENT SERVICES 3,271,096 17,822,193 740 - EQUIPMENT SERVICES 17,257,250 27,496,665 33,338,997 750 - RISK MANAGEMENT 13,987,717 790 - ANIMAL CARE AND CONTROL 16,259,000 850 - AIR QUALITY 15,464,727 19,488,306 62,603,705 860 - PUBLIC HEALTH 58,337,991 24,024,022 880 - ENVIRONMENTAL SERVICES 25,023,208 920 - DEPUTY COUNTY MANAGER 920 1,371,477 1,473,270 930 - DEPUTY COUNTY MANAGER 930 6 473,060 295,088 940 - ASSISTANT COUNTY MANAGER 940 950 - ASSISTANT COUNTY MANAGER 950 2,044,273 1,435,750 960 - ASSISTANT COUNTY MANAGER 960 (5) SUBTOTAL $ 1,511,826,020 $ 1,804,706,880 ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ (465,668,303) $ (465,668,303) $ $ 1,873,535,490 FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED $ $ $ 370,718 370,718 370,718 370,718 370,718 24,132,164 1,719,187 43,478,776 100,999,629 20,062,863 3,083,214 7,676,579 32,473,749 5,363,620 353,402,685 594,246,056 $ $ 1,424,411 2,254,054 2,855,401 4,201,495 76,137,669 1,855,357 66,951,287 8,927,417 12,216,901 4,415,925 3,302,783 175,169,455 62,605,264 1,730,987 10,397,023 852,613,733 2,431,156 42,255,280 13,441,070 12,081,393 55,543,889 9,441,291 155,427,103 8,082,995 78,141,859 3,332,875 17,822,193 33,338,997 17,318,675 19,488,306 63,318,915 24,094,220 1,473,270 295,088 2,139,456 $ 1,846,527,193 (440,425,085) $ (440,425,085) $ $ 2,234,405,833 98,233,901 25,558,441 57,784,815 108,236,163 289,813,320 $ $ 376,999 376,999 376,999 376,999 376,999 24,026,441 1,719,187 43,776,023 101,788,550 23,589,639 3,242,537 6,889,536 30,846,738 6,212,054 357,045,279 601,020,979 $ 1,458,992 2,064,652 2,855,401 2,974,888 60,112,773 1,888,018 68,002,772 10,407,034 13,550,209 4,475,633 3,857,641 182,043,485 57,323,674 1,674,309 9,402,053 1,166,722,194 2,431,156 42,943,539 13,572,061 12,081,902 54,487,007 9,297,577 176,340,904 8,938,175 72,254,962 3,265,316 17,861,193 33,338,997 16,793,043 18,775,365 61,912,231 24,820,801 1,473,270 295,088 1,383,522 $ 2,161,079,837 $ $ 341,510 370,551 346,813 362,064 370,597 23,711,908 1,666,364 40,333,401 100,143,536 14,722,599 2,956,341 7,095,408 28,645,593 5,059,250 348,025,492 574,151,427 $ 1,181,080 2,057,062 2,604,278 4,195,178 60,383,030 1,833,875 66,214,969 8,618,141 10,600,791 4,203,015 3,128,257 174,493,999 55,130,630 1,714,417 10,509,030 604,943,973 2,257,655 42,258,762 13,245,265 11,706,630 46,875,576 9,074,077 112,802,603 7,948,602 71,970,734 3,268,103 16,561,029 33,338,997 16,912,909 17,117,772 65,502,278 23,682,595 1,389,706 251,350 1,701,827 $ 1,509,678,195 $ $ $ (444,057,821) $ (444,057,821) $ $ 1,923,012,944 REVISED VS ADOPTED VARIANCE % 101,968,190 25,823,394 58,664,312 102,782,694 289,238,590 96,225,453 25,196,441 57,194,342 104,624,907 283,241,143 $ (477,697,656) $ (477,697,656) $ $ 2,252,888,913 142 $ FY 2017 ADOPTED $ $ $ (695,331,430) $ (695,331,430) $ $ 2,356,007,976 $ (3,734,289) (264,953) (879,497) 5,453,469 574,730 -3.8% -1.0% -1.5% 5.0% 0.2% (6,281) (6,281) (6,281) (6,281) (6,281) 105,723 (297,247) (788,921) (3,526,776) (159,323) 787,043 1,627,011 (848,434) (3,642,594) (6,774,923) -1.7% -1.7% -1.7% -1.7% -1.7% 0.4% 0.0% -0.7% -0.8% -17.6% -5.2% 10.3% 5.0% -15.8% -1.0% -1.1% (34,581) 189,402 1,226,607 16,024,896 (32,661) (1,051,485) (1,479,617) (1,333,308) (59,708) (554,858) (6,874,030) 5,281,590 56,678 994,970 (314,108,461) (688,259) (130,991) (509) 1,056,882 143,714 (20,913,801) (855,180) 5,886,897 67,559 (39,000) 525,632 712,941 1,406,684 (726,581) 755,934 (314,552,644) -2.4% 8.4% 0.0% 29.2% 21.0% -1.8% -1.6% -16.6% -10.9% -1.4% -16.8% -3.9% 8.4% 3.3% 9.6% N/A -36.8% 0.0% -1.6% -1.0% 0.0% 1.9% 1.5% -13.5% -10.6% 7.5% 2.0% -0.2% 0.0% 3.0% 3.7% 2.2% -3.0% 0.0% N/A 0.0% 35.3% N/A -17.0% 217,633,774 217,633,774 -45.6% -45.6% (103,119,063) -4.6% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2015 ACTUAL GENERAL FUND JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2016 ADOPTED $ SUBTOTAL $ 49,790,149 17,463,058 16,983,118 86,457,448 170,693,773 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 $ 318,380 345,985 344,486 358,436 364,207 23,218,563 1,631,563 31,989,460 83,761,543 17,481,370 2,903,625 1,850,023 2,687,393 4,970,930 109,011,953 281,237,917 $ APPOINTED 060 - CLERK OF THE BOARD $ 1,233,338 150 - EMERGENCY MANAGEMENT 230,361 180 - FINANCE 2,740,013 200 - COUNTY MANAGER 2,406,707 220 - HUMAN SERVICES 2,260,911 230 - INTERNAL AUDIT 1,811,948 260 - CORRECTIONAL HEALTH 3,225,766 290 - MEDICAL EXAMINER 8,386,725 300 - PARKS AND RECREATION 1,104,232 310 - HUMAN RESOURCES 3,689,523 340 - PUBLIC FIDUCIARY 3,032,603 390 - EMPLOYEE BENEFITS AND HEALTH 253,402 410 - ENTERPRISE TECHNOLOGY 33,890,620 440 - PLANNING AND DEVELOPMENT 868,231 460 - RESEARCH AND REPORTING 52,593 470 - NON DEPARTMENTAL 477,868,165 490 - MANAGEMENT AND BUDGET 2,141,408 520 - PUBLIC DEFENDER 38,808,780 540 - LEGAL DEFENDER 12,249,724 550 - LEGAL ADVOCATE 10,786,375 560 - CONTRACT COUNSEL 45,363,085 570 - PUBLIC ADVOCATE 8,737,599 670 - WASTE RESOURCES AND RECYCLING 3,033,150 700 - FACILITIES MANAGEMENT 44,709,174 730 - PROCUREMENT SERVICES 2,452,768 790 - ANIMAL CARE AND CONTROL 258,954 850 - AIR QUALITY 1,204,075 860 - PUBLIC HEALTH 11,253,958 880 - ENVIRONMENTAL SERVICES 4,616,624 920 - DEPUTY COUNTY MANAGER 920 1,371,477 940 - ASSISTANT COUNTY MANAGER 940 473,060 950 - ASSISTANT COUNTY MANAGER 950 473,285 SUBTOTAL $ 730,988,634 MARICOPA COUNTY $ 1,182,920,324 $ $ $ FY 2016 REVISED 49,255,413 18,337,008 17,872,534 87,424,770 172,889,725 $ 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 $ 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 49,850,747 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 $ $ FY 2016 FORECAST 48,355,413 18,337,008 16,767,534 89,464,806 172,924,761 $ 370,718 370,718 370,718 370,718 370,718 24,132,164 1,719,187 35,591,783 85,548,461 19,089,369 3,083,214 2,185,621 2,910,770 5,059,279 114,291,127 295,464,565 $ $ 1,424,411 250,989 2,855,401 2,577,919 2,380,912 1,855,357 3,307,802 8,919,011 1,299,840 4,415,925 3,302,783 270,537 40,332,322 868,232 527,712,021 2,431,156 40,490,466 13,258,636 12,055,425 55,543,889 9,441,291 3,231,384 49,977,982 2,487,658 758,954 1,220,657 11,844,181 4,168,995 1,473,270 295,088 914,714 $ 811,367,208 $ 1,279,756,534 143 FY 2017 ADOPTED REVISED VS ADOPTED VARIANCE % 48,007,648 18,160,382 17,232,776 87,984,521 171,385,327 $ 51,024,130 18,312,558 17,154,428 85,692,226 $ 172,183,342 $ 341,510 370,551 346,813 362,064 370,597 23,711,908 1,666,364 32,777,662 85,340,944 14,406,256 2,956,341 2,072,852 2,614,052 5,059,250 112,674,809 285,071,973 $ 376,999 376,999 376,999 376,999 376,999 24,026,441 1,719,187 35,192,277 87,639,468 23,182,889 3,242,537 2,322,447 2,982,933 5,907,713 109,683,397 $ 297,784,284 $ 1,181,080 245,997 2,604,278 2,576,602 2,378,802 1,833,875 3,158,551 8,609,735 899,840 4,203,015 3,128,257 261,130 33,862,869 868,232 468,920,203 2,257,655 40,695,596 13,098,196 11,683,662 46,875,576 9,074,077 3,109,991 45,850,551 2,487,658 758,954 1,220,657 11,603,582 4,168,995 1,389,706 251,350 445,607 $ 729,704,279 $ 1,186,161,579 $ $ $ $ $ 1,458,992 253,651 2,855,401 2,648,433 2,383,708 1,888,018 3,522,248 10,398,183 1,274,325 4,475,633 3,857,641 276,946 33,498,217 868,232 659,299,928 2,431,156 41,570,118 13,436,322 12,046,888 54,487,007 9,297,577 4,186,564 46,115,367 2,438,032 758,954 1,119,037 11,878,845 4,638,045 1,473,270 295,088 904,383 $ 936,036,209 $ 1,406,003,835 $ $ $ $ (2,668,717) 24,450 (386,894) 3,772,580 741,419 -5.5% 0.1% -2.3% 4.2% 0.4% (6,281) (6,281) (6,281) (6,281) (6,281) 105,723 399,506 (2,091,007) (4,093,520) (159,323) (136,826) (72,163) (848,434) 4,607,730 (2,319,719) -1.7% -1.7% -1.7% -1.7% -1.7% 0.4% 0.0% 1.1% -2.4% -21.4% -5.2% -6.3% -2.5% -16.8% 4.0% -0.8% (34,581) (2,662) (70,514) (2,796) (32,661) (214,446) (1,479,172) 25,515 (59,708) (554,858) (6,409) 6,834,105 (131,587,907) (1,079,652) (177,686) 8,537 1,056,882 143,714 (955,180) 3,862,615 49,626 101,620 (34,664) (469,050) 10,331 (124,669,001) (126,247,301) -2.4% -1.1% 0.0% -2.7% -0.1% -1.8% -6.5% -16.6% 2.0% -1.4% -16.8% -2.4% 16.9% 0.0% N/A -24.9% 0.0% -2.7% -1.3% 0.1% 1.9% 1.5% -29.6% 7.7% 2.0% 0.0% 8.3% -0.3% -11.3% 0.0% 0.0% 1.1% -15.4% -9.9% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2015 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT 42,631,408 7,129,574 40,427,991 13,707,180 SUBTOTAL $ 103,896,153 FY 2016 ADOPTED $ ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 7,625,456 190 - COUNTY ATTORNEY 12,824,863 210 - ELECTIONS 117,862 360 - RECORDER 4,117,775 370 - EDUCATION SERVICE 21,455,196 430 - TREASURER 500 - SHERIFF 225,408,778 SUBTOTAL $ 271,549,930 $ $ $ $ 49,878,488 7,221,433 41,017,281 18,771,357 $ 116,888,559 $ 48,217,805 7,036,059 39,961,566 16,640,386 $ 111,855,816 $ 7,774,240 13,183,799 470,278 5,490,958 28,168,106 304,341 237,950,230 293,341,952 $ 7,886,993 15,451,168 973,494 5,490,958 29,562,979 304,341 239,111,558 $ 298,781,491 $ 7,555,739 14,802,592 316,343 5,022,556 26,031,541 235,350,683 $ 289,079,454 $ $ 2,003,065 1,623,576 73,756,757 63,643,485 8,406 10,917,061 7,935,127 1,151,484 1,730,987 9,528,791 37,461,068 1,764,814 182,434 25,968 131,459,716 4,851,611 28,163,877 16,559,721 18,267,649 51,474,734 19,925,225 1,224,742 $ 483,660,298 $ 1,811,065 1,618,576 58,004,228 63,056,418 8,406 9,700,951 6,975,131 1,120,567 1,714,417 9,640,798 2,466,776 1,563,166 147,069 22,968 129,328,184 4,838,611 26,120,183 16,153,955 15,897,115 53,898,696 19,513,600 1,256,220 $ 424,857,100 $ $ 899,330,348 $ 825,792,370 FY 2016 REVISED FY 2016 FORECAST $ MARICOPA COUNTY $ 912,941,504 FY 2015 ACTUAL DEBT SERVICES APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION MARICOPA COUNTY FY 2017 ADOPTED $ 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 27,043,973 13,728,763 18,267,649 50,759,524 19,855,027 474,389 505,859,814 $ 763,437,024 FY 2016 FORECAST 49,802,659 7,221,433 40,871,232 15,844,414 113,739,738 APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,464,120 200 - COUNTY MANAGER 2,777,317 220 - HUMAN SERVICES 49,215,297 260 - CORRECTIONAL HEALTH 62,419,762 290 - MEDICAL EXAMINER 7,581 300 - PARKS AND RECREATION 9,370,718 390 - EMPLOYEE BENEFITS AND HEALTH 6,674,795 410 - ENTERPRISE TECHNOLOGY 858,923 420 - INTEGRATED CRIM JUSTICE INFO 1,604,274 440 - PLANNING AND DEVELOPMENT 8,561,261 470 - NON DEPARTMENTAL 5,598,149 520 - PUBLIC DEFENDER 1,715,955 540 - LEGAL DEFENDER 140,440 550 - LEGAL ADVOCATE 25,584 640 - TRANSPORTATION 105,098,705 670 - WASTE RESOURCES AND RECYCLING 4,748,795 700 - FACILITIES MANAGEMENT 28,386,961 790 - ANIMAL CARE AND CONTROL 16,000,046 850 - AIR QUALITY 14,260,652 860 - PUBLIC HEALTH 47,084,033 880 - ENVIRONMENTAL SERVICES 20,406,584 930 - DEPUTY COUNTY MANAGER 930 6 950 - ASSISTANT COUNTY MANAGER 950 1,570,988 SUBTOTAL $ 387,990,941 $ FY 2016 REVISED FY 2016 ADOPTED $ REVISED VS ADOPTED VARIANCE % 50,944,060 7,510,836 41,509,884 17,090,468 117,055,248 $ $ 8,583,746 14,149,082 406,750 4,567,089 27,863,805 304,341 247,361,882 303,236,695 $ $ $ 1,811,001 326,455 57,729,065 64,480,524 8,851 12,275,884 7,891,088 984,584 1,674,309 8,533,821 61,457,030 1,373,421 135,739 35,014 122,311,502 4,751,611 26,139,595 16,034,089 17,656,328 50,033,386 20,182,756 479,139 476,305,192 $ $ 896,597,135 $ $ FY 2017 ADOPTED $ (1,065,572) (289,403) (492,603) 1,680,889 (166,689) -2.1% -4.0% -1.2% 9.0% -0.1% (696,753) 1,302,086 566,744 923,869 1,699,174 (8,250,324) (4,455,204) -8.8% 8.4% 58.2% 16.8% 5.7% 0.0% -3.5% -1.5% 192,064 9.6% 1,297,121 79.9% 16,027,692 21.7% (837,039) -1.3% (445) -5.3% (1,358,823) -12.4% 44,039 0.6% 166,900 14.5% 56,678 3.3% 994,970 10.4% (23,995,962) -64.1% 391,393 22.2% 46,695 25.6% (9,046) -34.8% 9,148,214 7.0% 100,000 2.1% 2,024,282 7.2% 525,632 3.2% 611,321 3.3% 1,441,348 2.8% (257,531) -1.3% N/A 745,603 60.9% 7,355,106 1.5% 2,733,213 0.3% REVISED VS ADOPTED VARIANCE % SUBTOTAL $ 18,894,839 18,894,839 $ 9,580,777 9,580,777 $ 54,140,122 54,140,122 $ 21,159,318 21,159,318 $ 131,781,210 131,781,210 $ (77,641,088) -143.4% (77,641,088) -143.4% $ 18,894,839 $ 9,580,777 $ 54,140,122 $ 21,159,318 $ 131,781,210 $ (77,641,088) -143.4% FY 2015 ACTUAL FY 2016 ADOPTED $ 148,054,527 47,294,837 SUBTOTAL $ 195,349,364 $ $ 215,445,206 94,370,570 309,815,776 $ 195,349,364 $ 309,815,776 FY 2016 REVISED FY 2016 FORECAST $ 233,300,522 94,370,570 $ 327,671,092 $ 112,397,676 53,877,602 $ 166,275,278 $ 327,671,092 $ 166,275,278 144 FY 2017 ADOPTED $ REVISED VS ADOPTED VARIANCE % $ 314,184,026 100,221,196 414,405,222 $ $ (80,883,504) -34.7% (5,850,626) -6.2% (86,734,130) -26.5% $ 414,405,222 $ (86,734,130) -26.5% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2015 ACTUAL INTERNAL SERVICES FY 2016 ADOPTED APPOINTED 390 - EMPLOYEE BENEFITS AND HEALTH $ 163,990,415 410 - ENTERPRISE TECHNOLOGY 17,263,679 730 - PROCUREMENT SERVICES 818,328 740 - EQUIPMENT SERVICES 17,257,250 750 - RISK MANAGEMENT 27,496,665 SUBTOTAL $ 226,826,337 $ 166,963,791 19,021,458 845,217 17,822,193 33,338,997 237,991,656 MARICOPA COUNTY $ 237,991,656 $ 226,826,337 FY 2015 ACTUAL ELIMINATIONS APPOINTED 300 - PARKS AND RECREATION 640 - TRANSPORTATION $ SUBTOTAL $ ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ FY 2016 REVISED FY 2016 FORECAST $ 166,963,791 21,121,458 845,217 17,822,193 33,338,997 $ 240,091,656 $ 167,257,738 20,147,194 780,445 16,561,029 33,338,997 $ 238,085,403 $ 240,091,656 $ 238,085,403 FY 2016 REVISED FY 2016 FORECAST FY 2016 ADOPTED (89,298) $ (48,134,797) (48,224,095) $ - $ (70,403,183) (70,403,183) $ - $ (70,403,183) (70,403,183) $ FY 2017 ADOPTED $ $ 173,875,451 22,840,873 827,284 17,861,193 33,338,997 248,743,798 $ 248,743,798 - $ (70,403,183) (70,403,183) $ REVISED VS ADOPTED VARIANCE % $ $ (6,911,660) (1,719,415) 17,933 (39,000) (8,652,142) -4.1% -8.1% 2.1% -0.2% 0.0% -3.6% $ (8,652,142) -3.6% FY 2017 ADOPTED - $ (46,191,794) (46,191,794) $ REVISED VS ADOPTED VARIANCE % (24,211,389) (24,211,389) N/A 34.4% 34.4% $ (465,668,303) SUBTOTAL $ (465,668,303) $ (440,425,085) $ (477,697,656) $ (444,057,821) $ (695,331,430) $ $ (440,425,085) $ (477,697,656) $ (444,057,821) $ (695,331,430) $ 217,633,774 217,633,774 -45.6% -45.6% $ (513,892,398) $ (510,828,268) $ (548,100,839) $ (514,461,004) $ (741,523,224) $ 193,422,385 -35.3% 145 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department and Fund Type SPECIAL REVENUE GENERAL JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ 51,024,130 18,312,558 17,154,428 85,692,226 SUBTOTAL $ 172,183,342 ELECTED $ 376,999 010 - BOARD OF SUPERVISORS DIST 1 020 - BOARD OF SUPERVISORS DIST 2 376,999 030 - BOARD OF SUPERVISORS DIST 3 376,999 040 - BOARD OF SUPERVISORS DIST 4 376,999 050 - BOARD OF SUPERVISORS DIST 5 376,999 120 - ASSESSOR 24,026,441 1,719,187 140 - CALL CENTER 160 - CLERK OF THE SUPERIOR COURT 35,192,277 87,639,468 190 - COUNTY ATTORNEY 210 - ELECTIONS 23,182,889 250 - CONSTABLES 3,242,537 360 - RECORDER 2,322,447 370 - EDUCATION SERVICE 2,982,933 430 - TREASURER 5,907,713 109,683,397 500 - SHERIFF SUBTOTAL $ 297,784,284 APPOINTED $ 1,458,992 060 - CLERK OF THE BOARD 150 - EMERGENCY MANAGEMENT 253,651 180 - FINANCE 2,855,401 200 - COUNTY MANAGER 2,648,433 220 - HUMAN SERVICES 2,383,708 230 - INTERNAL AUDIT 1,888,018 260 - CORRECTIONAL HEALTH 3,522,248 290 - MEDICAL EXAMINER 10,398,183 1,274,325 300 - PARKS AND RECREATION 4,475,633 310 - HUMAN RESOURCES 340 - PUBLIC FIDUCIARY 3,857,641 390 - EMPLOYEE BENEFITS AND HEALTH 276,946 33,498,217 410 - ENTERPRISE TECHNOLOGY 420 - INTEGRATED CRIM JUSTICE INFO 440 - PLANNING AND DEVELOPMENT 868,232 470 - NON DEPARTMENTAL 659,299,928 490 - MANAGEMENT AND BUDGET 2,431,156 520 - PUBLIC DEFENDER 41,570,118 540 - LEGAL DEFENDER 13,436,322 12,046,888 550 - LEGAL ADVOCATE 54,487,007 560 - CONTRACT COUNSEL 570 - PUBLIC ADVOCATE 9,297,577 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLI 4,186,564 700 - FACILITIES MANAGEMENT 46,115,367 730 - PROCUREMENT SERVICES 2,438,032 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 758,954 850 - AIR QUALITY 1,119,037 860 - PUBLIC HEALTH 11,878,845 880 - ENVIRONMENTAL SERVICES 4,638,045 920 - DEPUTY COUNTY MANAGER 920 1,473,270 940 - ASSISTANT COUNTY MANAGER 940 295,088 950 - ASSISTANT COUNTY MANAGER 950 904,383 SUBTOTAL $ 936,036,209 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ - $1,406,003,835 FUND TYPE: INTERNAL CAPITAL SERVICE PROJECTS DEBT SERVICE $ 896,597,135 $ 1,458,992 2,064,652 2,855,401 2,974,888 60,112,773 1,888,018 68,002,772 10,407,034 13,550,209 4,475,633 3,857,641 182,043,485 57,323,674 1,674,309 9,402,053 1,166,722,194 2,431,156 42,943,539 13,572,061 12,081,902 54,487,007 9,297,577 222,532,698 8,938,175 72,254,962 3,265,316 17,861,193 33,338,997 16,793,043 18,775,365 61,912,231 24,820,801 1,473,270 295,088 1,383,522 $2,207,271,631 $ $ $ (695,331,430) $ (695,331,430) 173,875,451 22,840,873 827,284 17,861,193 33,338,997 $ 248,743,798 $ $ $ $ - $ $ $ - $ 131,781,210 146 $ - $ 414,405,222 $ $ 376,999 376,999 376,999 376,999 376,999 24,026,441 1,719,187 43,776,023 101,788,550 23,589,639 3,242,537 6,889,536 30,846,738 6,212,054 357,045,279 $ 601,020,979 314,184,026 100,221,196 $ 414,405,222 $ $ $ - $ 131,781,210 $ 131,781,210 1,811,001 326,455 57,729,065 64,480,524 8,851 12,275,884 7,891,088 984,584 1,674,309 8,533,821 61,457,030 1,373,421 135,739 35,014 122,311,502 4,751,611 26,139,595 16,034,089 17,656,328 50,033,386 20,182,756 479,139 $ 476,305,192 $ $ $ 101,968,190 25,823,394 58,664,312 102,782,694 $ 289,238,590 - $ $ 8,583,746 14,149,082 406,750 4,567,089 27,863,805 304,341 247,361,882 $ 303,236,695 $ - $ - - $ $ TOTAL $ 101,968,190 25,823,394 58,664,312 102,782,694 $ 289,238,590 $ $ $ ELIMINATIONS - - - 50,944,060 7,510,836 41,509,884 17,090,468 $ 117,055,248 $ SUBTOTAL - $ 248,743,798 - $3,097,531,200 $ $ 376,999 376,999 376,999 376,999 376,999 24,026,441 1,719,187 43,776,023 101,788,550 23,589,639 3,242,537 6,889,536 30,846,738 6,212,054 357,045,279 $ 601,020,979 - $ 1,458,992 2,064,652 2,855,401 2,974,888 60,112,773 1,888,018 68,002,772 10,407,034 13,550,209 4,475,633 3,857,641 182,043,485 57,323,674 1,674,309 9,402,053 1,166,722,194 2,431,156 42,943,539 13,572,061 12,081,902 54,487,007 9,297,577 (46,191,794) 176,340,904 8,938,175 72,254,962 3,265,316 17,861,193 33,338,997 16,793,043 18,775,365 61,912,231 24,820,801 1,473,270 295,088 1,383,522 $ (46,191,794) $2,161,079,837 $ (741,523,224) $2,356,007,976 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type FY 2015 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 $ 686,348,018 $ 727,340,259 $ 724,754,339 $ 705,617,445 $ 724,957,676 $ 4,268,536 4,835,647 4,741,842 4,303,234 6,160,479 16,187,394 14,579,575 15,420,109 18,948,544 18,951,122 275,450,488 319,276,132 316,790,717 308,388,372 331,126,561 5,441,237 7,907,204 8,728,620 6,476,332 10,790,355 (103,774,852) (114,347,162) (120,227,744) (114,197,391) (119,566,445) 105,161,607 111,238,955 117,879,078 110,942,341 115,891,965 989,082,428 $ 1,070,830,610 $ 1,068,086,961 $ 1,040,478,877 $ 1,088,311,713 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % ALL FUNDS FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED (203,337) (1,418,637) (3,531,013) (14,335,844) (2,061,735) (661,299) 1,987,113 (20,224,752) 0.0% -29.9% -22.9% -4.5% -23.6% -0.6% 1.7% -1.9% SUBTOTAL $ 50,208,586 $ 11,593,884 7,920,423 25,427,778 (4,969,430) 4,982,749 95,163,990 $ 49,338,959 $ 10,909,171 8,108,783 12,499,921 (5,199,486) 4,996,844 80,654,192 $ 47,724,720 $ 10,942,003 8,170,291 7,303,774 (5,370,799) 5,144,721 73,914,710 $ 47,354,662 $ 11,238,293 5,321,267 8,885,911 (5,213,332) 5,304,319 72,891,120 $ 46,567,375 $ 11,452,979 6,383,473 4,555,836 (6,001,930) 5,825,072 68,782,805 $ 1,157,345 (510,976) 1,786,818 2,747,938 631,131 (680,351) 5,131,905 2.4% -4.7% 21.9% 37.6% 11.8% -13.2% 6.9% SERVICES 0809 - DAMAGES PAID $ 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT AND OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,000 $ 68,883,912 63,880,849 171,194,827 20,878,256 70,235,525 234,629,124 (7,544,686) 4,695,513 3,178,875 6,154,399 1,287,411 33,393,148 (11,451,988) 10,094,037 669,510,202 $ - $ 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 $ - $ 77,742,726 54,239,425 283,121,304 20,677,170 80,047,999 251,686,540 (6,968,157) 4,592,520 5,553,504 5,232,092 1,536,533 35,493,383 (8,210,612) 8,160,520 812,904,947 $ - $ 66,739,619 52,318,418 177,131,963 20,151,850 75,826,954 237,995,478 (6,443,902) 4,833,780 4,432,273 4,677,622 1,361,830 32,158,073 (8,181,300) 7,881,241 670,883,899 $ - $ 73,475,943 42,406,999 261,469,820 20,812,876 76,088,583 249,339,360 (4,872,264) 4,931,109 5,263,664 6,634,512 1,524,925 36,324,214 (10,152,990) 9,959,472 773,206,223 $ 4,266,783 11,832,426 21,651,484 (135,706) 3,959,416 2,347,180 (2,095,893) (338,589) 289,840 (1,402,420) 11,608 (830,831) 1,942,378 (1,798,952) 39,698,724 N/A 5.5% 21.8% 7.6% -0.7% 4.9% 0.9% -30.1% -7.4% 5.2% -26.8% 0.8% -2.3% 23.7% -22.0% 4.9% 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 $ 4,092,130 $ 12,470,443 34,271,887 16,803,326 31,870,933 20,107,061 (170,670) 333,760 119,778,870 $ 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 $ 16,370,000 $ 108,348,998 42,454,832 11,481,931 65,838,217 53,489,049 (321,995) 321,263 297,982,295 $ 9,177,548 22,747,726 41,847,323 10,374,256 35,262,764 19,169,348 180,083 138,759,048 21,229,051 $ 131,415,965 55,392,156 12,232,847 73,646,006 131,791,210 (543,228) 543,228 425,707,235 $ ALL EXPENDITURES $ 1,873,535,490 TOTAL USES $ 1,873,535,490 $ 2,234,405,833 $ 2,234,405,833 $ $ (4,859,051) -29.7% (23,066,967) -21.3% (12,937,324) -30.5% (750,916) -6.5% (7,807,789) -11.9% (78,302,161) -146.4% 221,233 68.7% (221,965) -69.1% (127,724,940) -42.9% $ 2,252,888,913 $ 1,923,012,944 $ 2,356,007,976 $ (103,119,063) -4.6% $ $ $ $ (103,119,063) -4.6% 147 2,252,888,913 1,923,012,944 2,356,007,976 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2015 ACTUAL GENERAL FUND PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VARIANCE % FY 2017 ADOPTED 390,609,539 $ 3,042,626 7,469,305 157,683,881 2,609,605 (77,237,523) 13,490,975 497,668,408 $ 413,706,957 $ 2,950,949 7,363,582 181,665,876 3,269,954 (87,057,768) 14,338,126 536,237,676 $ 413,838,917 $ 2,746,950 7,231,636 181,013,254 3,762,923 (87,667,509) 14,266,587 535,192,758 $ 404,450,964 $ 2,417,314 7,543,509 177,326,965 3,283,802 (85,877,726) 12,199,079 521,343,907 $ 421,441,865 $ 3,286,139 8,033,227 189,480,277 3,158,570 (91,599,595) 16,134,081 549,934,564 $ (7,602,948) (539,189) (801,591) (8,467,023) 604,353 3,932,086 (1,867,494) (14,741,806) -1.8% -19.6% -11.1% -4.7% 16.1% 4.5% -13.1% -2.8% SUBTOTAL $ 15,794,906 $ 1,293,066 3,345,594 4,673,470 (3,123,502) 644,020 22,627,554 $ 14,630,838 $ 1,116,607 4,020,597 1,226,439 (3,378,783) 673,190 18,288,888 $ 13,193,189 $ 1,125,211 4,112,464 3,546,713 (3,363,031) 663,050 19,277,596 $ 13,037,266 $ 1,287,905 2,787,246 2,738,178 (3,366,959) 744,977 17,228,613 $ 13,061,409 $ 1,380,525 2,965,913 1,840,956 (4,175,611) 584,829 15,658,021 $ 131,780 (255,314) 1,146,551 1,705,757 812,580 78,221 3,619,575 1.0% -22.7% 27.9% 48.1% 24.2% 11.8% 18.8% 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 $ 64,241,641 $ 2,955,560 34,497,151 10,588,278 33,075,095 226,169,760 6,699,108 1,958,867 1,574,467 5,278,573 484,755 11,151,964 (5,469,360) 1,749,070 394,954,929 $ 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 $ 72,004,988 $ 3,064,380 95,704,127 11,392,410 46,101,587 230,466,453 5,554,197 2,119,903 2,825,400 4,393,413 700,292 11,782,818 (5,602,274) 1,888,782 482,396,476 $ 61,336,325 $ 2,503,936 37,342,852 10,613,857 42,508,850 231,037,942 6,441,677 2,300,833 2,106,260 3,889,012 525,481 10,897,151 (5,822,562) 1,694,257 407,375,871 $ 66,597,192 $ 4,027,096 94,679,812 11,559,601 41,426,179 242,811,084 10,788,144 2,522,998 2,464,208 5,695,396 643,035 11,778,491 (7,467,698) 2,385,681 489,911,219 $ 5,407,796 (962,716) 1,024,315 (167,191) 4,675,408 (12,344,631) (5,233,947) (403,095) 361,192 (1,301,983) 57,257 4,327 1,865,424 (496,899) (7,514,743) 7.5% -31.4% 1.1% -1.5% 10.1% -5.4% -94.2% -19.0% 12.8% -29.6% 8.2% 0.0% 33.3% -26.3% -1.6% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 115,231 $ 8,279,146 4,675,304 935 1,000 (15,051) 103,093 13,159,658 $ 51,952 $ 4,503,197 5,326,514 10,000 (1,952) (320,043) 9,569,668 $ 51,952 $ 2,063,197 5,105,728 10,000 (321,995) 6,908,882 $ 12,327 $ 2,833,550 5,049,363 2,500 (123,330) 7,774,410 $ 50,000 $ 2,428,168 4,954,321 10,000 (527,799) 87,362 7,002,052 $ 1,952 (364,971) 151,407 205,804 (87,362) (93,170) 3.8% -17.7% 3.0% N/A 0.0% 63.9% N/A -1.3% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ ALL EXPENDITURES $ 928,410,549 $ 1,033,655,889 $ 1,043,775,712 $ 953,722,801 $ 1,062,505,856 $ (18,730,144) -1.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 254,509,775 254,509,775 $ $ 241,248,499 241,248,499 $ $ 235,980,822 235,980,822 $ $ 232,438,778 232,438,778 $ $ 343,497,979 343,497,979 $ $ (107,517,157) (107,517,157) -45.6% -45.6% TOTAL USES $ 1,182,920,324 $ 1,274,904,388 $ 1,279,756,534 $ 1,186,161,579 $ 1,406,003,835 $ (126,247,301) -9.9% 148 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2015 ACTUAL SPECIAL REVENUE PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VARIANCE % FY 2017 ADOPTED 286,526,679 $ 1,199,887 8,379,236 114,397,584 2,783,658 (25,253,597) 84,098,734 472,132,181 $ 303,472,158 $ 1,859,548 6,969,074 133,854,225 3,961,176 (26,160,376) 87,524,833 511,480,638 $ 300,770,631 $ 1,935,290 7,941,554 132,070,101 4,289,623 (31,431,217) 94,236,495 509,812,477 $ 291,581,912 $ 1,825,298 11,104,868 127,514,495 3,063,278 (27,410,649) 89,595,426 497,274,628 $ 294,058,519 $ 2,800,157 10,602,895 137,938,907 7,612,836 (27,767,949) 92,874,429 518,119,794 $ 6,712,112 (864,867) (2,661,341) (5,868,806) (3,323,213) (3,663,268) 1,362,066 (8,307,317) 2.2% -44.7% -33.5% -4.4% -77.5% -11.7% 1.4% -1.6% SUBTOTAL $ 25,615,882 $ 10,288,546 2,865,972 2,798,183 (1,845,928) 4,237,129 43,959,784 $ 30,292,667 $ 9,792,564 3,451,808 11,096,510 (1,795,352) 4,281,875 57,120,072 $ 30,096,077 $ 9,816,792 3,420,949 3,461,538 (1,982,417) 4,439,892 49,252,831 $ 28,065,432 $ 9,950,388 2,443,380 2,961,271 (1,834,975) 4,519,550 46,105,046 $ 28,679,448 $ 10,072,454 2,910,085 2,495,908 (1,826,319) 5,225,103 47,556,679 $ 1,416,629 (255,662) 510,864 965,630 (156,098) (785,211) 1,696,152 4.7% -2.6% 14.9% 27.9% -7.9% -17.7% 3.4% SERVICES 0809 - DAMAGES PAID $ 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT AND OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,000 $ 1,588,798 23,314,984 55,743,885 8,819,429 33,491,595 8,260,199 28,796,636 2,612,610 1,528,770 837,224 802,656 14,293,952 (5,961,696) 7,834,383 181,964,425 $ - $ 1,120,873 23,418,099 124,449,723 8,946,862 27,901,958 21,084,145 28,357,214 2,266,278 1,987,387 792,666 618,672 14,742,749 (6,995,093) 10,262,895 258,954,428 $ - $ 1,749,013 24,225,674 110,939,492 9,152,436 29,687,978 20,813,874 28,648,846 2,409,595 2,602,195 805,036 836,241 14,754,802 (2,113,046) 5,659,927 250,172,063 $ - $ 1,405,947 25,463,148 71,986,037 9,189,111 28,523,346 6,557,763 28,822,092 2,457,350 2,264,814 757,651 836,349 13,339,325 (2,052,778) 5,456,776 195,006,931 $ - $ 2,890,026 26,290,717 117,603,641 9,053,409 28,593,959 5,931,063 29,566,531 2,338,524 2,706,302 904,753 881,890 15,448,311 (2,545,292) 7,327,012 246,990,846 $ (1,141,013) (2,065,043) (6,664,149) 99,027 1,094,019 14,882,811 (917,685) 71,071 (104,107) (99,717) (45,649) (693,509) 432,246 (1,667,085) 3,181,217 N/A -65.2% -8.5% -6.0% 1.1% 3.7% 71.5% -3.2% 2.9% -4.0% -12.4% -5.5% -4.7% 20.5% -29.5% 1.3% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 790,139 $ 3,134,578 6,169,046 (8,619) 206,667 10,371,811 $ 1,352,449 $ 2,934,527 7,278,526 112,347 (15,429) 455,866 12,118,286 $ 1,044,187 2,946,570 (902,323) (112,347) 15,429 (134,603) 2,856,913 43.6% 50.1% -14.2% N/A N/A -41.9% 19.1% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 1,761,006 4,200,944 6,090,909 321,263 12,374,122 $ $ $ 2,396,636 5,881,097 6,376,203 321,263 14,975,199 $ $ 1,225,288 5,650,378 5,215,498 303,413 12,394,577 $ ALL EXPENDITURES $ 708,428,201 $ 839,929,260 $ 824,212,570 $ 750,781,182 $ 824,785,605 $ (573,035) -0.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 55,008,823 55,008,823 $ $ 73,012,244 73,012,244 $ $ 75,117,778 75,117,778 $ $ 75,011,188 75,011,188 $ $ 71,811,530 71,811,530 $ $ 3,306,248 3,306,248 4.4% 4.4% TOTAL USES $ 763,437,024 $ 912,941,504 $ 899,330,348 $ 825,792,370 $ 896,597,135 $ 2,733,213 0.3% 149 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2015 ACTUAL DEBT SERVICE CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ FY 2016 ADOPTED $ SUBTOTAL $ 18,894,839 18,894,839 ALL EXPENDITURES $ FY 2016 REVISED $ $ 9,580,777 9,580,777 18,894,839 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - TOTAL USES $ 18,894,839 $ $ 53,479,049 53,479,049 9,580,777 $ $ $ - $ 9,580,777 FY 2015 ACTUAL CAPITAL PROJECTS 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 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ $ $ 53,479,049 $ $ $ 661,073 661,073 $ 54,140,122 $ $ $ $ 11,850 11,850 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 15,811 $ 4,164 50,501,130 1,412,379 1,558,167 13,318 71,027 565 7,549 4,497 (20,932) 20,932 53,588,607 $ 31,350,528 20,000 31,370,528 $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 4,012,130 $ 11,565,073 22,634,970 5,661,939 31,869,998 1,211,222 (147,000) 24,000 76,832,332 $ 15,370,000 120,576,695 51,257,865 68,738,217 255,942,777 $ SUBTOTAL $ $ $ $ 461,078 7,452,140 7,913,218 31,850 500 161,208 193,558 44,369,264 33,000 2,000 10,000 15,000 25,000 44,454,264 REVISED VS ADOPTED VARIANCE % $ $ 131,781,210 131,781,210 $ N/A (78,302,161) -146.4% (78,302,161) -146.4% 20,497,615 $ 131,781,210 $ (78,302,161) -146.4% $ $ 661,703 661,703 $ $ - $ $ $ 21,159,318 $ 131,781,210 $ FY 2016 REVISED 461,078 7,452,140 7,913,218 FY 2017 ADOPTED 1,330,767 19,166,848 20,497,615 FY 2016 ADOPTED 3,123 $ 966 7 (571,142) 6,097,543 5,530,497 $ 3,378,326 12,272 2,265 17,862,228 21,255,091 FY 2016 FORECAST FY 2016 FORECAST $ $ $ $ $ $ $ $ 16,370,000 105,900,410 33,481,038 65,838,217 221,589,665 7,410,089 7,410,089 1,208,133 3,055,349 4,263,482 7,422 33,129,781 215,635 58,132 30,431 432 815 11,432 19,640 33,473,720 $ $ $ $ $ $ $ 9,177,548 21,510,111 31,657,177 35,262,764 97,607,600 5,042,052 5,042,052 100.0% 100.0% (77,641,088) -143.4% REVISED VS ADOPTED VARIANCE % FY 2017 ADOPTED $ 661,073 661,073 $ $ 2,050 2,050 $ 14,086,615 40,000 14,126,615 $ $ $ 461,078 2,410,088 2,871,166 N/A N/A 100.0% N/A 32.3% 36.3% 29,800 500 161,208 191,508 93.6% N/A 100.0% 100.0% 98.9% 30,282,649 33,000 (40,000) 2,000 10,000 15,000 25,000 30,327,649 N/A N/A 68.3% 100.0% N/A 100.0% 100.0% 100.0% N/A N/A N/A 100.0% 68.2% -29.7% -22.8% -48.4% N/A -11.7% N/A N/A N/A -23.9% -7.1% $ 21,229,051 130,013,516 49,691,961 73,533,659 274,468,187 $ (4,859,051) (24,113,106) (16,210,923) (7,695,442) (52,878,522) $ ALL EXPENDITURES $ 157,206,527 $ 295,238,373 $ 274,150,705 $ 142,754,891 $ 293,638,904 $ (19,488,199) OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 38,142,837 38,142,837 $ $ 14,577,403 14,577,403 $ $ 53,520,387 53,520,387 $ $ 23,520,387 23,520,387 $ $ 120,766,318 120,766,318 $ $ (67,245,931) -125.6% (67,245,931) -125.6% TOTAL USES $ 195,349,364 $ 309,815,776 $ 327,671,092 $ 166,275,278 $ 414,405,222 $ (86,734,130) 150 -26.5% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2015 ACTUAL INTERNAL SERVICE FUNDS PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VARIANCE % 9,208,677 $ 25,057 338,853 3,369,016 47,974 (712,590) 1,474,355 13,751,342 $ 10,161,144 $ 25,150 246,919 3,756,031 214,996 (1,129,018) 1,923,856 15,199,078 $ 10,144,791 $ 59,602 246,919 3,707,362 214,996 (1,129,018) 1,923,856 15,168,508 $ 9,584,569 $ 60,622 300,167 3,546,912 129,252 (909,016) 1,737,747 14,450,253 $ 9,457,292 $ 74,183 315,000 3,707,377 18,949 (198,901) 1,841,403 15,215,303 $ 687,499 (14,581) (68,081) (15) 196,047 (930,117) 82,453 (46,795) $ SUBTOTAL $ 5,419,472 7,036,451 93,897 101,600 12,651,420 4,403,604 $ 7,648,602 176,972 (25,351) 41,779 12,245,606 $ 4,403,604 $ 7,648,602 134,315 (25,351) 41,779 12,202,949 $ 5,043,831 $ 6,172,988 131,113 (11,398) 39,792 11,376,326 $ 4,824,468 6,919,699 218,972 15,140 11,978,279 $ (420,864) -9.6% 728,903 9.5% (84,657) -63.0% (25,351) -100.0% 26,639 63.8% 224,670 1.8% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT AND OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 3,037,662 151,599,693 30,452,661 58,170 2,110,668 199,165 3,752,598 53,009 75,073 31,053 7,942,735 489,652 199,802,139 $ 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 $ 3,988,725 $ 157,348,196 32,108,421 99,324 4,258,434 406,213 4,193,873 53,022 110,909 33,643 8,955,763 (495,292) 586,811 211,648,042 $ 3,989,925 $ 155,192,711 34,673,293 133,247 4,736,626 399,773 4,197,553 45,166 60,767 30,144 7,910,165 (305,960) 710,568 211,773,978 $ 3,988,725 $ 161,394,055 35,099,752 199,866 6,028,445 597,213 4,503,365 69,587 93,154 34,363 9,097,412 (140,000) 246,779 221,212,716 $ 0.0% (4,045,859) -2.6% (2,991,331) -9.3% (100,542) -101.2% (1,770,011) -41.6% (191,000) -47.0% (309,492) -7.4% (16,565) -31.2% 17,755 16.0% (720) -2.1% (141,649) -1.6% (355,292) -71.7% 340,032 57.9% (9,564,674) -4.5% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 223,193 297,037 520,230 $ $ 337,500 337,500 $ ALL EXPENDITURES $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ $ $ $ 1,029,500 1,029,500 226,725,131 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 101,206 101,206 TOTAL USES $ 226,826,337 SUPPLIES 0803 - FUEL $ 1,029,500 1,029,500 $ 375,451 109,395 484,846 237,991,656 $ 240,048,999 $ 238,085,403 $ 248,743,798 $ $ $ - $ $ 42,657 42,657 $ $ - $ $ - $ $ $ 237,991,656 $ 240,091,656 $ 238,085,403 $ 248,743,798 $ FY 2015 ACTUAL ELIMINATIONS $ SUBTOTAL $ (5,329,859) (5,329,859) $ FY 2016 ADOPTED $ $ $ FY 2016 REVISED (7,012,224) (7,012,224) $ $ (7,012,224) (7,012,224) $ $ FY 2016 FORECAST $ $ (6,082,347) (6,082,347) $ FY 2017 ADOPTED $ $ (6,412,224) $ (6,412,224) $ 692,000 692,000 (8,694,799) 42,657 42,657 (8,652,142) 6.8% -24.5% -27.6% 0.0% 91.2% -82.4% 4.3% -0.3% 67.2% N/A 67.2% -3.6% 100.0% 100.0% -3.6% REVISED VS ADOPTED VARIANCE % (600,000) (600,000) -8.6% -8.6% SERVICES 0811 - HEALTH CARE SERVICES $ 0839 - INTERNAL SERVICE CHARGES SUBTOTAL $ (113,993,552) $ (46,806,346) (160,799,898) $ (130,398,825) $ (44,579,073) (174,977,898) $ (130,398,825) $ (45,367,073) (175,765,898) $ (130,841,377) $ (45,905,224) (176,746,601) $ (149,304,869) $ (49,730,304) (199,035,173) $ 18,906,044 4,363,231 23,269,275 14.5% 9.6% 13.2% ALL EXPENDITURES $ (166,129,757) $ (181,990,122) $ (182,778,122) $ (182,828,948) $ (205,447,397) $ 22,669,275 12.4% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ (347,762,641) $ (347,762,641) $ (328,838,146) $ (328,838,146) $ (365,322,717) $ (365,322,717) $ (331,632,056) $ (331,632,056) $ (536,075,827) $ (536,075,827) $ 170,753,110 170,753,110 46.7% 46.7% TOTAL USES $ (513,892,398) $ (510,828,268) $ (548,100,839) $ (514,461,004) $ (741,523,224) $ 193,422,385 35.3% 151 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating FY 2016 ADOPTED Description Operating General Fund (100) 4711 - Contingency General Fund Operating Contingency Adult Probation Contingency for Annualization Adult Probation Contingency for FY 2017 Animal Care and Control Operations Compensation Market Adjustments Court Translators and Interpreters FLSA/Compensation Market Adjustments Judges Salary Increase Melendres Operating Contingency Pay for Performance Personnel Savings Not Met $ Sub Total 4712 - Other Programs Anthem Sheriff Sub Station Board NW Regional Service Charges Board of Equalization Bus Cards Citizen/Community Engagement County Single Audit Court Translators and Interpreters Economic Development/FTZ Consulting Gov Docs Improvement District International Genomics Consortium Jail Excise Maint of Effort Jail Excise Maint of Effort Above Base MCSO Court Order PC/Laptop Replacement Transfer to F321 Property Tax Billing/Info. Statement Printing and Postage Real Estate Evaluation Acquisition and Divestiture Service Pins and Awards Transfer to 321 for Vehicle Financing Vehicle Replacement Sub Total 4713 - Infrastructure/CIP New Revenue Transfer to ERPS for CGI Training Transfer Out to Fund 445 Transfer Out (Building Maintenance) Transfer Out (Election Cycle) $ $ $ Sub Total 4714 - Central Service Costs CSCA Revenue Human Resources System Operations Storm Water Permit Fees $ $ Sub Total 4715 - Technology Projects Transfer Out (OET MM Project Reserve) $ $ $ FY 2016 REVISED 8,433,773 500,000 2,253,551 2,000,000 5,000,000 18,187,324 $ 35,930 5,280 140,000 207,267 225,000 10,000 50,000 122,453 1,000,000 179,373,932 18,957,014 3,023,124 831,000 50,000 4,609,400 208,640,400 $ 511,000 1,000,000 7,205,119 8,716,119 $ $ $ $ (14,954,835) $ 2,552,681 7,500 (12,394,654) $ 11,640,000 $ 152 FY 2016 FORECAST 7,231,773 1,971,735 2,000,000 5,000,000 16,203,508 $ 35,930 5,280 140,000 207,267 225,000 10,000 50,000 122,453 1,000,000 179,373,932 11,395,112 3,023,124 7,561,902 831,000 50,000 4,609,400 208,640,400 $ 511,000 1,000,000 7,205,119 8,716,119 $ $ $ $ (14,954,835) $ 2,552,681 7,500 (12,394,654) $ 11,640,000 $ FY 2017 ADOPTED - $ 34,800 5,280 96,418 207,267 225,000 10,000 50,000 122,453 1,000,000 179,373,932 11,395,112 3,023,124 7,561,902 831,000 22,431 4,559,400 208,518,119 $ 511,000 1,000,000 7,205,119 8,716,119 $ $ $ $ (14,954,835) $ 2,552,681 7,500 (12,394,654) $ 11,640,000 $ REVISED VS. ADOPTED VARIANCE % (5,160,911) (1,216,470) (341,055) 1,396,408 (1,000,000) (1,000,000) (991,747) 2,000,000 (11,516,115) (17,829,890) -71.36% N/A N/A N/A 70.82% N/A N/A N/A 100.00% N/A 0.00% -110.04% (22,360) 10,000 (1,620) 57,571 (4,142,301) 50,000 950 (2,308,858) (21,214,421) 7,561,902 831,000 5,000 (10,000) (66,079) 66,079 (19,183,137) -62.23% 0.00% 7.14% N/A 27.78% 0.00% N/A 0.00% 100.00% 0.78% 0.00% -1.29% -186.17% 0.00% 100.00% 100.00% 10.00% N/A N/A 1.43% -9.19% $ 511,000 (5,998,855) (5,487,855) 100.00% N/A 0.00% 0.00% -62.96% (14,610,747) $ 2,478,995 7,500 (12,124,252) $ (344,088) 73,686 (270,402) 2.30% 2.89% 0.00% 2.18% 12,392,684 1,216,470 341,055 575,327 1,000,000 1,000,000 991,747 11,516,115 5,000,000 34,033,398 58,290 5,280 130,000 1,620 149,696 225,000 4,142,301 10,000 121,503 1,000,000 181,682,790 32,609,533 3,023,124 45,000 10,000 66,079 4,543,321 227,823,537 5,998,855 1,000,000 7,205,119 14,203,974 11,640,000 $ $ $ $ $ $ - 0.00% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating (continued) FY 2016 ADOPTED Description 4716 - Debt Service/Capital Lease Admin Fee Arbitrage Transfer to Fund 320 $ FY 2016 REVISED 5,809,610 $ 5,809,610 $ 500,000 $ $ 73,770 218,806 4,770 51,323 50,000 398,669 $ $ 66,577 198,806 4,770 50,814 50,000 370,967 $ (3,688) (20,000) (934) (24,622) -5.26% -10.06% 0.00% -1.85% 0.00% -6.58% 175,000 $ 175,000 $ 187,601 $ (12,601) -7.20% $ $ 2,500 324,000 27,273 353,773 $ $ 1,367 324,000 27,273 352,640 $ $ 5,000 324,000 27,273 356,273 $ 2,500 2,500 50.00% 0.00% 0.00% 0.70% 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ - 0.00% $ $ 222,431 573,675 146,805 942,911 $ $ 222,431 573,675 146,805 942,911 $ $ 222,431 573,675 146,805 942,911 $ $ 222,431 573,675 146,805 942,911 $ - 0.00% 0.00% 0.00% 0.00% 4776 - Cooperative Extension $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ - 0.00% 4777 - DOR Mandated Contributions $ - $ - $ - $ 4,030,498 $ (4,030,498) N/A $ $ $ - $ $ - $ $ - $ 6,724,062 $ (4,777,234) 1,946,828 $ (6,724,062) 4,777,234 (1,946,828) N/A N/A N/A 4782 - Industrial Development Authority $ 336,027 $ 336,027 $ 312,069 $ 332,390 $ 3,637 1.08% 4783 - AHCCCS Contribution $ 19,203,200 $ 19,203,200 $ 19,203,200 $ 19,011,200 $ 192,000 1.00% 4784 - ALTCS Contribution $ 153,303,200 $ 153,303,200 $ 153,303,200 $ 155,173,500 $ (1,870,300) -1.22% 4785 - Arnold v. Sarn $ 50,392,060 $ 50,392,060 $ 50,392,060 $ 52,911,663 $ (2,519,603) -5.00% 4786 - General Mental Health $ 3,366,705 $ 3,366,705 $ 3,366,705 $ 3,366,705 $ - 0.00% 4787 - Community Based Non SMI Treatment $ 1,489,871 $ 1,489,871 $ 1,489,871 $ 1,489,871 $ - 0.00% 4788 - Mental Health Testimony $ 750,000 $ 750,000 $ 596,018 $ 700,000 $ 50,000 6.67% 4789 - Mental Health Transports $ 85,000 $ 85,000 $ 76,408 $ 90,000 $ (5,000) -5.88% Sub Total 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 4774 - Non Profit Support/State Shifts Greater Phoenix Convention and Visitors Bureau Greater Phoenix Economic Council Phoenix Chamber of Commerce Sub Total 4778 - Juvenile Corrections Mandated Contributions Annual Operating Expense One-time FY17 Relief Sub Total $ $ 3,000 2,500 5,500 $ $ 5,809,610 $ 6,309,610 $ $ $ $ 70,082 198,806 4,770 50,389 50,000 374,047 $ $ 70,082 198,806 4,770 50,389 50,000 374,047 $ 175,000 $ $ $ $ 5,000 324,000 27,273 356,273 $ $ 0.00% 0.00% N/A (13,353,000) (13,353,000) -66765.00% $ 4721 - Dues and Memberships Arizona Association of Counties County Supervisors Association Government Finance Officers Association Maricopa Association of Government National Association of Counties $ $ 10,000 10,000 20,000 REVISED VS. ADOPTED VARIANCE % $ 4719 - Outside Legal Counsel Billing Outside Counsel $ FY 2017 ADOPTED 10,000 10,000 13,353,000 13,373,000 Sub Total 10,000 10,000 20,000 FY 2016 FORECAST 153 $ 7.92% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating (continued) FY 2016 ADOPTED Description FY 2016 REVISED FY 2016 FORECAST REVISED VS. ADOPTED VARIANCE % FY 2017 ADOPTED 4791 - County Residual Long Term Care $ 287,314 $ 287,314 $ 115,362 $ 213,471 $ 73,843 25.70% 4792 - SVP Commitment Payments $ 2,200,000 $ 2,200,000 $ 1,808,676 $ 2,345,000 $ (145,000) -6.59% 4793 - Tuberculosis Services $ 350,000 $ 350,000 $ - $ 280,210 $ 69,790 19.94% Total General Fund $ 475,460,407 $ 473,976,591 $ 456,029,781 $ 539,763,557 $ (65,786,966) -13.88% $ Total Non Departmental Grants $ 6,500,000 6,500,000 $ $ 2,274,730 2,274,730 $ $ - $ $ 13,112,063 13,112,063 $ $ (10,837,333) (10,837,333) -476.42% -476.42% 868,000 880,907 1,748,907 $ 868,000 867,279 1,735,279 $ - $ 206,198 834,756 723,809 825,555 5,040,765 7,631,083 $ (206,198) (834,756) 144,191 41,724 (5,040,765) (5,895,804) N/A N/A 16.61% 4.81% N/A -339.76% (14,052) 14,052 - N/A 1.41% Non Departmental Grants (249) Unassigned Detention Fund (255) 4711 - Contingency Adult Probation Contingency for FY 2017 Adult Probation Contingency for Annualization CHS Increased Registry and Overtime Compensation Market Adjustments Pay for Performance $ Sub Total 4712 - Other Programs Transfer to 321 for Vehicle Financing Vehicle Replacement $ $ $ 1,000,000 1,000,000 $ $ $ $ 1,000,000 1,000,000 587,500 $ Total Detention Fund $ 3,336,407 $ Total Operating All Funds $ Sub Total 4713 - Infrastructure/CIP Transfer Out (Building Maintenance) County Improvement Debt Fund (320) $ $ 992,000 992,000 587,500 $ $ 3,322,779 - $ 485,296,814 $ 154 $ - $ $ $ $ 14,052 985,948 1,000,000 $ 587,500 $ 587,500 $ $ 1,579,500 $ 9,218,583 $ (5,895,804) -177.44% - $ - $ 13,353,000 $ (13,353,000) N/A 479,574,100 $ 457,609,281 $ 575,447,203 $ (95,873,103) -19.99% $ - - 0.00% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Non Recurring FY 2016 ADOPTED Description Non Recurring General Fund (100) 4711 - Contingency Unreserved and General Contingency Adult Probation Contingency for FY 2017 Clerk of the Court RFR System Pending Litigation $ Sub Total $ 4712 - Other Programs Adult Probation Fleet Study Implementation Board of Health Fee Waiver Dell Professional Services Park Ranger PSPRS Accrued Liability PC/Laptop Replacement Transfer to 321 for Vehicle Financing Transfer to Education Services Transfer to Risk Management (675) Vehicle Replacement $ FY 2016 REVISED 24,782,052 1,500,000 4,350,000 30,632,052 $ $ 278,850 780,988 208,119 3,517,901 300,346 5,086,204 $ 10,969,692 10,969,692 $ $ Sub Total $ 7,835,722 7,835,722 4742 - Judgments Judgments $ 4774 - Economic Development Silicon Bank Incentive Payments $ $ 10,969,692 10,969,692 $ $ $ - - $ $ 250,000 Total General Fund $ $ - $ $ $ 10,969,692 10,969,692 $ $ $ - 5,474,429 $ $ 250,000 54,773,670 $ $ Total Waste Management Fund $ 84,399 181,468 240,303 110,441 36,717 653,328 $ 30,591,664 $ $ Non-Departmental Grants (249) 4711 Unassigned $ FY 2017 ADOPTED 51,845 735,988 208,119 300,346 1,296,298 4713 - Infrastructure/CIP Election Reserve Recoup to F445 Project Savings to F445 Transfer Out to F445 Transfer Out to F455 Waste Management Fund (210) 4751 - District 1 4752 - District 2 4753 - District 3 4754 - District 4 4755 - District 5 26,282,670 1,500,000 4,350,000 32,132,670 95,081 51,204 735,988 208,119 3,517,901 300,346 4,908,639 Sub Total $ 4715 - Technology Projects NeoGov Transfer Out to F460 FY 2016 FORECAST $ $ $ $ $ $ $ REVISED VS. ADOPTED VARIANCE % 26,696,423 81,000 1,500,000 4,350,000 32,627,423 $ $ 250,000 9,075,900 3,517,901 12,843,801 $ 5,046,955 7,302,982 10,284,043 23,048,734 45,682,714 $ $ $ (413,753) (81,000) (494,753) -1.57% N/A 0.00% 0.00% -1.54% (250,000) 95,081 735,988 (9,075,900) 208,119 300,346 (7,986,366) N/A 100.00% N/A 0.00% 100.00% N/A 100.00% 0.00% 100.00% -162.70% (5,046,955) (7,302,982) 685,649 (23,048,734) (34,713,022) N/A N/A 6.25% N/A -316.44% N/A N/A N/A $ $ 342,090 28,040,343 28,382,433 $ (342,090) (28,040,343) (28,382,433) 374,432 $ - $ 5,474,429 100.00% $ 250,000 $ - $ 250,000 100.00% 53,735,430 $ 12,890,422 $ 119,536,371 $ (65,852,145) -122.55% $ 99,968 186,508 240,872 121,010 40,404 688,762 $ $ 10,529 15,000 5,000 11,882 42,411 $ $ 84,570 181,639 240,474 110,612 36,888 654,183 (15,398) (4,869) (398) (10,398) (3,516) (34,579) -18.21% -2.68% -0.17% -9.40% -9.53% -5.29% $ 4,689,661 $ - 155 $ 2,908,912 $ 1,780,749 37.97% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Non Recurring (continued) FY 2016 ADOPTED Description Detention Fund (255) 4711 - Contingency Unreserved Contingency $ Adult Probation Contingency for FY 2017 CHS Medication Contingency TJST (Transforming Juveniles Through Successful Transitions) Sub Total $ 4712 - Other Programs Adult Probation Fleet Study Implementation Dell Professional Services Graves vs. Arpaio PC/Laptop Replacement Transfer to F321 for Vehicle Financing $ FY 2016 REVISED 24,700,000 800,000 838,219 26,338,219 $ $ 256,150 500,000 8,063,678 8,819,828 $ $ Sub Total $ 300,000 300,000 $ FY 2016 FORECAST 24,417,939 800,000 25,217,939 $ $ 500,000 501,776 1,001,776 $ $ $ 300,000 300,000 581,693 $ Total Detention Fund $ 36,039,740 County Improvement Debt Fund (320) $ Capital Lease Debt Service #2 (321) FY 2017 ADOPTED - $ $ 100,000 444,865 544,865 $ $ $ 300,000 300,000 - $ $ 26,519,715 7,409,480 $ $ 2,171,297 Intergovernmental Capital Projects (422) $ County Improvement Fund (440) County Improvement Fund (441) REVISED VS. ADOPTED VARIANCE % 24,417,939 243,000 800,000 25,460,939 $ $ (243,000) (243,000) 0.00% N/A 0.00% N/A -0.96% (250,000) 100,000 444,865 (1,718,241) (1,423,376) N/A N/A 20.00% 88.66% N/A -142.09% 300,000 (7,642,619) (7,342,619) 100.00% N/A -2447.54% 250,000 400,000 56,911 1,718,241 2,425,152 $ $ $ 7,642,619 7,642,619 - $ - $ $ 844,865 $ 35,528,710 $ (9,008,995) -33.97% 46,131,464 $ 16,131,463 $ 106,615,480 $ (60,484,016) -131.11% $ 8,008,658 $ 5,027,855 $ 11,812,730 $ (3,804,072) -47.50% 127,500 $ 127,500 $ 6,000 $ 123,300 $ 4,200 3.29% $ 160,985,109 $ 129,855,838 $ 71,535,672 $ 97,388,194 $ 32,467,644 25.00% $ - $ - $ - $ 17,600,000 $ (17,600,000) N/A $ $ $ 19,307,847 12,104,659 6,000,000 37,412,506 $ $ 20,223,247 20,223,247 $ $ 53,346,433 53,346,433 $ Sub Total $ 14,091,063 14,091,063 $ 34,038,586 (12,104,659) (6,000,000) 15,933,927 63.81% N/A N/A 29.87% Detention Capital Projects (455) $ 12,650,837 $ 12,651,100 $ 4,703,031 $ 31,000,000 $ (18,348,900) -145.04% Technology Capital Improvements (460) Technology Capital Improvement Projects Transfer to County Improvement Debt Service Fund $ 21,646,362 21,646,362 $ 30,502,947 30,502,947 $ 13,118,583 13,118,583 $ 26,948,306 99,375,000 126,323,306 $ 3,554,641 (99,375,000) (95,820,359) 11.65% N/A -314.13% (162,534) 4,755,047 (2,382,062) (112,473) 2,097,978 N/A 73.90% N/A N/A 32.60% Sub Total $ 4713 - Infrastructure/CIP Transfer Out to F445 Transfer Out to F455 $ 4715 - Technology Projects Transfer Out General Fund County Improvements (445) General Fund County Improvement Projects Transfer to General Fund for Elections Transfer to County Improvement Debt Service Fund Sub Total $ Detention Technology Capital Improvements (461) Desktop/Laptop Replacement Detention Technology Capital Improvement Projects Transfer to Detention Capital Projects Fund Transfer to Detention Fund for CHS Records Project $ $ Sub Total $ 5,944,335 5,944,335 $ Total Non-Recurring Funds $ Intergovernmental Technology Projects (462) $ $ $ $ $ $ 6,434,698 6,434,698 - $ 347,084,385 $ 156 $ $ $ $ 2,811,143 2,811,143 382,006 $ 373,039,633 $ $ $ $ $ $ 162,534 1,679,651 2,382,062 112,473 4,336,720 - $ - $ 147,334,692 $ 591,274,991 $ - 382,006 $ (218,286,562) N/A 100.00% -58.52% Maricopa County Annual Business Strategies FY 2017 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 2016 REVISED $ 573,675 222,431 146,805 $ 942,911 FY 2016 FORECAST $ 573,675 222,431 146,805 $ 942,911 FY 2017 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 2016 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 $ $ 1,000,000 $250,000 1,250,000 FY 2016 FORECAST $ FY 2017 ADOPTED 1,000,000 $250,000 1,250,000 $ $ 1,000,000 1,000,000 $ *5 year agreement for $1,000,000 per year beginning in FY2013 **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 2016 REVISED Program University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding $ $ 230,000 230,000 FY 2016 FORECAST $ $ FY 2017 ADOPTED 230,000 230,000 $ $ 230,000 230,000 Health Care Programs Summary FY 2016 ADOPTED Description FY 2016 REVISED FY 2016 FORECAST REVISED VS. ADOPTED VARIANCE % FY 2017 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 $ 50,392,060 3,366,705 1,489,871 55,248,636 AHCCCS Acute Care $ ALTCS Subtotal State Contribution $ 19,203,200 153,303,200 172,506,400 Other Mental Health: Mental Health Testimony Mental Health Orders SVP Commitment Payments $ 750,000 85,000 2,200,000 3,035,000 County Residual Long Term Care $ Tuberculosis Services $ Total $ $ $ $ $ 50,392,060 3,366,705 1,489,871 55,248,636 19,203,200 153,303,200 172,506,400 $ 750,000 85,000 2,200,000 3,035,000 287,314 $ $ 350,000 $ 231,427,350 $ $ $ $ 50,392,060 3,366,705 1,489,871 55,248,636 19,203,200 153,303,200 172,506,400 $ 596,018 76,408 1,808,676 2,481,102 287,314 $ $ 350,000 $ 231,427,350 157 $ $ $ $ $ $ 52,911,663 3,366,705 1,489,871 57,768,239 19,011,200 155,173,500 174,184,700 $ $ $ $ (2,519,603) (2,519,603) -5.00% 0.00% 0.00% -4.56% 192,000 (1,870,300) (1,678,300) 1.00% -1.22% -0.97% 6.67% -5.88% -6.59% -3.29% $ 700,000 90,000 2,345,000 3,135,000 $ 50,000 (5,000) (145,000) (100,000) 115,362 $ 213,471 $ 73,843 25.70% $ - $ 280,210 $ 69,790 19.94% $ 230,351,500 $ 235,581,620 $ $ (4,154,270) -1.80% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Fund Transfers In FY 2016 ADOPTED Fund/Function/Transfer FY 2016 REVISED FY 2017 ADOPTED FY 2016 FORECAST $ 5,809,670 $ 6,691,743 $ 6,692,373 $ 12,104,659 $ 5,809,670 2,652,821 3,156,849 $ 6,691,743 661,073 2,873,821 3,156,849 $ 6,692,373 661,703 2,873,821 3,156,849 $ 12,104,659 12,104,659 - $ 208,119 $ 208,119 $ 208,119 $ - Non-Recurring $ 208,119 $ 208,119 $ 208,119 $ - 715 - SCHOOL GRANTS Non-Recurring General Fund (100) - Juvenile Transitions Program $ $ 208,119 208,119 208,119 $ $ 208,119 208,119 208,119 $ $ 208,119 208,119 208,119 $ $ - $ 198,513,977 $ 193,110,249 $ 193,086,106 $ 214,434,796 Operating Non-Recurring $ $ 198,360,946 153,031 $ $ 190,799,044 2,311,205 $ $ 190,806,192 2,279,914 $ $ 214,322,323 112,473 255 - DETENTION OPERATIONS Operating General Fund (100) - Jail Maint. of Effort Non-Recurring Detention Capital Projects (455) $ $ 198,483,977 198,330,946 198,330,946 153,031 153,031 $ $ 190,922,075 190,769,044 190,769,044 153,031 153,031 $ $ 190,922,075 190,769,044 190,769,044 153,031 153,031 $ $ 214,404,796 214,292,323 214,292,323 112,473 112,473 GENERAL FUND Non-Recurring County Improvement Debt 2 Fund (321) General Fund 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 $ $ 37,148 37,148 37,148 $ $ 30,000 30,000 30,000 506 - ENVIRONMTL SVCS ENV HEALTH Non-Recurring General Fund (100) - Board of Health Fee Waivers $ $ - $ $ 95,081 95,081 95,081 $ $ 63,790 63,790 63,790 $ $ - DEBT SERVICE $ 12,147,283 $ 53,153,509 $ 23,004,262 $ 140,192,040 Operating Non-Recurring $ $ 1,139,868 11,007,415 $ $ 9,121,418 44,032,091 $ $ 9,121,418 13,882,844 $ $ 14,992,954 125,199,086 320 - COUNTY IMPROVEMENT DEBT Operating General Fund (100) - Madison Adaptation Project Animal Control License Shelter (572) - Debt Service Animal Control Field Operations (574) - Debt Service Non-Recurring General Fund County Improvement Fund (445) Technology Cap Improvement (460) $ $ 3,729,868 1,139,868 1,033,405 106,463 2,590,000 2,590,000 - $ $ 42,451,852 1,139,868 1,033,405 106,463 41,311,984 41,311,984 - $ $ 12,451,852 1,139,868 1,033,405 106,463 11,311,984 11,311,984 - $ $ 119,868,175 14,493,175 13,353,000 1,033,682 106,493 105,375,000 6,000,000 99,375,000 $ 158 $ $ $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) FY 2016 ADOPTED Fund/Function/Transfer 321 - CAPITAL LEASE DEBT SERVICE Operating General Fund (100) - Desktop/Laptop Replacement General Fund (100) - VMWare Enterprise Licensing Emergency Management (215) Human Service Grants (222) Planning and Development Fees (226) Transportation Operations (232) Air Quality Fees (504) Environmental Services Environmental Health (506) Non-Recurring General Fund (100) - Debt Service General Fund (100) - PC/Laptop Replacement General Fund (100) - VMWare Enterprise Licensing Spur Cross Ranch Conservation (225) Transportation Operations (232) Lake Pleasant Recreation Services (240) Parks Enhancement Fund (241) Detention Fund (255) - Debt Service Detention Fund (255) - PC/Laptop Replacement Equipment Services (654) $ 8,417,415 8,417,415 7,835,722 581,693 - $ 10,701,657 7,981,550 7,561,902 346,969 845 6,602 5,070 34,389 8,450 17,323 2,720,107 735,988 1,390,007 106,590 444,865 42,657 $ 108,641,196 $ Operating Non-Recurring $ $ 20,943,619 87,697,577 234 - TRANSPORTATION CAPITAL PROJECT Non-Recurring Transportation Operations (232) $ $ 445 - GENERAL FUND CTY IMPROV Operating General Fund (100) Non-Recurring General Fund (100) Detention Fund (255) Technology Capital Improvement (460) $ $ 455 - DETENTION CAPITAL PROJECTS Operating Detention Fund (255) Non-Recurring General Fund (100) Inmate Services (252) Detention Fund (255) Detention Technoloy Capital Improvement (461) $ $ CAPITAL PROJECTS $ $ FY 2016 REVISED $ $ $ $ 20,323,865 499,779 14,052 413,048 845 6,602 5,070 34,389 8,450 17,323 19,824,086 9,075,900 1,335,475 31,238 6,659,995 385,176 618,061 1,718,241 - 108,641,196 $ 108,641,196 $ 165,826,431 $ $ 20,943,619 87,697,577 $ $ 20,943,619 87,697,577 $ $ 26,431,474 139,394,957 70,403,183 70,403,183 70,403,183 $ $ 70,403,183 70,403,183 70,403,183 $ $ 70,403,183 70,403,183 70,403,183 $ $ 46,191,794 46,191,794 46,191,794 24,903,524 8,716,119 8,716,119 16,187,405 10,969,692 300,000 4,917,713 $ $ 24,903,524 8,716,119 8,716,119 16,187,405 10,969,692 300,000 4,917,713 $ $ 24,903,524 8,716,119 8,716,119 16,187,405 10,969,692 300,000 4,917,713 $ $ 38,751,255 14,203,974 14,203,974 24,547,281 24,547,281 - 1,694,489 587,500 587,500 1,106,989 1,106,989 $ $ 1,694,489 587,500 587,500 1,106,989 1,106,989 $ $ 1,694,489 587,500 587,500 1,106,989 1,106,989 $ $ $ $ $ $ FY 2017 ADOPTED 10,552,410 7,981,550 7,561,902 346,969 845 6,602 5,070 34,389 8,450 17,323 2,570,860 735,988 1,390,007 444,865 - 159 $ $ FY 2016 FORECAST $ $ $ $ $ $ 40,453,039 587,500 587,500 39,865,539 23,048,734 6,000,000 7,642,619 3,174,186 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) FY 2016 ADOPTED Fund/Function/Transfer 460 - TECHNOLOGY CAP IMPROVEMENT Operating General Fund (100) Non-Recurring General Fund (100) 461 - DETENTION TECH CAP IMPROVEMENT Non-Recurring Inmate Services (252) $ $ $ FY 2016 REVISED 11,640,000 11,640,000 11,640,000 - $ $ $ FY 2016 FORECAST 11,640,000 11,640,000 11,640,000 - $ $ $ FY 2017 ADOPTED 11,640,000 11,640,000 11,640,000 - $ $ $ 39,680,343 11,640,000 11,640,000 28,040,343 28,040,343 $ $ - $ $ - $ $ - $ $ 750,000 750,000 750,000 $ 3,517,901 $ 3,517,901 $ - $ 3,517,901 Non-Recurring $ 3,517,901 $ 3,517,901 $ - $ 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 $ 328,838,146 $ 365,322,717 $ 331,632,056 $ 536,075,827 Operating Non-Recurring $ $ 220,444,433 104,875,812 $ $ 220,864,081 144,458,636 $ $ 220,871,229 110,760,827 $ $ 255,746,751 276,811,175 ELIMINATIONS $ (328,838,146) $ (365,322,717) $ (331,632,056) $ (536,075,827) Operating Non-Recurring $ $ (220,444,433) $ (104,875,812) $ (220,864,081) $ (220,871,229) $ (144,458,636) $ (110,760,827) $ (255,746,751) (276,811,175) INTERNAL SERVICE TOTAL BEFORE ELIMINATIONS ALL FUNDS $ - 160 $ - $ - $ - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Fund Transfers Out FY 2016 ADOPTED Fund/Function/Transfer GENERAL FUND FY 2016 FY 2016 REVISED FY 2017 FORECAST ADOPTED $ 241,248,499 $ 235,980,822 $ 232,438,778 $ 343,497,979 $ $ $ 219,071,182 190,769,044 37,148 7,908,871 8,716,119 11,640,000 13,367,596 2,125,995 10,969,692 63,790 208,119 $ $ 219,064,034 190,769,044 30,000 7,908,871 8,716,119 11,640,000 16,916,788 2,125,995 10,969,692 95,081 3,517,901 208,119 $ $ 218,717,065 198,330,946 30,000 8,716,119 11,640,000 22,531,434 7,835,722 10,969,692 3,517,901 208,119 $ 253,932,345 214,292,323 30,000 13,353,000 413,048 14,203,974 11,640,000 89,565,634 10,411,375 24,547,281 23,048,734 28,040,343 3,517,901 - $ - $ 6,602 $ 6,602 $ 6,602 Operating $ - $ 6,602 $ 6,602 $ 6,602 222 - HUMAN SERVICES GRANTS Operating Capital Lease Debt Service (321) $ $ - $ $ 6,602 6,602 6,602 $ $ 6,602 6,602 6,602 $ $ 6,602 6,602 6,602 $ 73,012,244 $ 75,111,176 $ 75,004,586 $ 71,804,928 Operating Non-Recurring $ $ 1,727,368 71,284,876 $ $ 1,793,445 73,317,731 $ $ 1,793,445 73,211,141 $ $ 1,807,804 69,997,124 215 - EMERGENCY MANAGEMENT Operating Capital Lease Debt Service (321) $ $ - $ $ 845 845 845 $ $ 845 845 845 $ $ 845 845 845 225 - SPUR CROSS RANCH CONSERVATION Non-Recurring Capital Lease Debt Service (321) $ $ - $ $ - $ $ - $ $ 31,238 31,238 31,238 226 - PLANNING AND DEVELOPMENT FEES Operating Capital Lease Debt Service (321) $ $ - $ $ 5,070 5,070 5,070 $ $ 5,070 5,070 5,070 $ $ 5,070 5,070 5,070 232 - TRANSPORTATION OPERATIONS Operating Capital Lease Debt Service (321) Non-Recurring Transportation Capital Project (234) Capital Lease Debt Service (321) $ $ 70,403,183 70,403,183 70,403,183 - $ $ 70,544,162 34,389 34,389 70,509,773 70,509,773 - $ $ 70,437,572 34,389 34,389 70,403,183 70,403,183 - $ $ 52,886,178 34,389 34,389 52,851,789 46,191,794 6,659,995 Operating Detention Fund (255) Public Health Fees (265) County Improvement Debt (320) Capital Lease Debt Service (321) General Fund County Improvement (445) Technology Capital Improvement (460) Non-Recurring Capital Lease Debt Service (321) General Fund County Improvement (445) Detention Capital Projects (455) Technology Capital Improvement (460) Environmental Services Environmental Health (506) Risk Management (675) School Grants (715) GRANT SPECIAL REVENUE OTHER SPECIAL REVENUE $ 161 $ $ $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer FY 2016 FY 2016 FY 2016 FY 2017 ADOPTED REVISED FORECAST ADOPTED 240 - LAKE PLEASANT RECREATION SVCS Non-Recurring Capital Lease Debt Service (321) $ $ - $ $ - $ $ - $ $ 385,176 385,176 385,176 241 - PARKS ENHANCEMENT FUND Non-Recurring Capital Lease Debt Service (321) $ $ - $ $ - $ $ - $ $ 618,061 618,061 618,061 252 - INMATE SERVICES Non-Recurring Detention Capital Projects (252) $ $ - $ $ - $ $ - $ $ 6,750,000 6,750,000 6,750,000 255 - DETENTION OPERATIONS Operating Capital Lease Debt Service (321) Detention Capital Projects (455) Non-Recurring Capital Lease Debt Service (321) General Fund County Improvement (445) Detention Capital Projects (455) $ $ 1,469,193 587,500 587,500 881,693 581,693 300,000 - $ $ 1,332,365 587,500 587,500 744,865 444,865 300,000 - $ $ 1,332,365 587,500 587,500 744,865 444,865 300,000 - $ $ 9,962,412 601,552 14,052 587,500 9,360,860 1,718,241 7,642,619 $ $ $ $ 261 - LAW LIBRARY Non-Recurring Superior Court Building Repair (280) $ $ - $ $ 2,063,093 2,063,093 2,063,093 $ $ 2,063,093 2,063,093 2,063,093 $ $ - 504 - AIR QUALITY FEES Operating Capital Lease Debt Service (321) $ $ - $ $ 8,450 8,450 8,450 $ $ 8,450 8,450 8,450 $ $ 8,450 8,450 8,450 506 - ENVIRONMTL SVCS ENV HEALTH Operating Capital Lease Debt Service (321) $ $ - $ $ 17,323 17,323 17,323 $ $ 17,323 17,323 17,323 $ $ 17,323 17,323 17,323 572 - ANIMAL CONTROL LICENSE SHELTER Operating County Improvement Debt (320) $ $ 1,033,405 1,033,405 1,033,405 $ $ 1,033,405 1,033,405 1,033,405 $ $ 1,033,405 1,033,405 1,033,405 $ $ 1,033,683 1,033,683 1,033,683 574 - ANIMAL CONTROL FIELD OPERATION Operating County Improvement Debt (320) $ $ 106,463 106,463 106,463 $ $ 106,463 106,463 106,463 $ $ 106,463 106,463 106,463 $ $ 106,492 106,492 106,492 DEBT SERVICE $ - $ 661,073 $ 661,703 $ - Non-Recurring $ - $ 661,073 $ 661,703 $ - 321 - CAPITAL LEASE DEBT SERVICE Non-Recurring General Fund (100) $ $ - $ $ 661,073 661,073 661,073 $ $ 661,703 661,703 661,703 $ $ - 162 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer FY 2016 FY 2016 FY 2016 FY 2017 ADOPTED REVISED FORECAST ADOPTED $ 14,577,403 $ 53,520,387 $ 23,520,387 $ 120,766,318 Non-Recurring $ 14,577,403 $ 53,520,387 $ 23,520,387 $ 120,766,318 445 - GENERAL FUND CTY IMPROV Non-Recurring General Fund (100) County Improvement Debt (320) $ $ 5,242,821 5,242,821 2,652,821 2,590,000 $ $ 44,185,805 44,185,805 2,873,821 41,311,984 $ $ 14,185,805 14,185,805 2,873,821 11,311,984 $ $ 18,104,659 18,104,659 12,104,659 6,000,000 455 - DETENTION CAPITAL PROJECTS Non-Recurring Detention Fund (255) $ $ 153,031 153,031 153,031 $ $ 153,031 153,031 153,031 $ $ 153,031 153,031 153,031 $ $ - 460 - TECHNOLOGY CAP IMPROVEMENT Non-Recurring General Fund (100) County Improvement Debt (320) General Fund County Improvement (445) $ $ 8,074,562 8,074,562 3,156,849 4,917,713 $ $ 8,074,562 8,074,562 3,156,849 4,917,713 $ $ 8,074,562 8,074,562 3,156,849 4,917,713 $ $ 99,375,000 99,375,000 99,375,000 - 461 - DETENTION TECH CAP IMPROVEMENT Non-Recurring Detention Fund (255) Detention Capital Projects (455) $ $ 1,106,989 1,106,989 1,106,989 $ $ 1,106,989 1,106,989 1,106,989 $ $ 1,106,989 1,106,989 1,106,989 $ $ 3,286,659 3,286,659 112,473 3,174,186 $ - $ 42,657 $ - $ - Non-Recurring $ - $ 42,657 $ - $ - 654 - EQUIPMENT SERVICES Non-Recurring Capital Lease Debt Service (321) $ $ - $ $ 42,657 42,657 42,657 $ $ - $ $ - $ 328,838,146 $ 365,322,717 $ 331,632,056 $ 536,075,827 Operating Non-Recurring $ $ 220,444,433 108,393,713 $ $ 220,864,081 144,458,636 $ $ 220,871,229 110,760,827 $ $ 255,746,751 280,329,076 ELIMINATIONS $ (328,838,146) $ (365,322,717) $ (331,632,056) $ (536,075,827) Operating Non-Recurring $ $ (220,444,433) $ (108,393,713) $ (220,864,081) $ (220,871,229) $ (144,458,636) $ (110,760,827) $ (255,746,751) (280,329,076) CAPITAL PROJECTS INTERNAL SERVICE TOTAL BEFORE ELIMINATIONS ALL FUNDS $ - 163 $ - $ - $ - Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL DESCRIPTION FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Fund Transfers (see Schedule) Operating $ Non-Recurring $ (201,783,792) $ (145,978,849) (347,762,641) $ (220,444,433) $ (108,393,713) (328,838,146) $ (220,864,081) $ (144,458,636) (365,322,717) $ (220,871,229) $ (110,760,827) (331,632,056) $ (255,746,751) (280,329,076) (536,075,827) $ (166,129,757) $ (181,990,122) $ (182,778,122) $ (182,828,948) $ (205,447,397) $ (513,892,398) $ (510,828,268) $ (548,100,839) $ (514,461,004) $ (741,523,224) Internal Service Charges Totals Personnel Year-over-year, the total number of positions in FY 2017 is increasing by 0.3% or 47 Full-time Equivalent (FTE) positions over the FY 2016 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) There was an addition of 8.0 FTE in the General Fund (100) and 13.0 FTE in the Detention Fund (255) for FY 2017 in order to maintain best practice ratios. The additional FTE are due to increased demand for probationary services. The FTE are allocated as follows: 1.0 FTE Surveillance Officer and 1.0 FTE Probation Officer for Domestic Violence Activity, 1.0 FTE Surveillance Officer and 1.0 FTE Probation Officer for Sex Offender Activity, 1.0 FTE Probation Officers for Standard Probation, 2.0 FTE Probation Officers for Seriously Mentally Ill Activity,1.0 FTE Probation Officer for the Interstate Compact Activity, 1.0 FTE Probation Officer and 1.0 FTE Probation Supervisor for the Prison Re-Entry Activity, 1.0 FTE Probation Officer for Drug Court, 1.0 FTE Probation Officer for DUI Court, 4.0 FTE Probation Officers for the Pretrial Field, 2.0 Probation Officers for Custody Integration Intensive, and 3.0 FTE Probation Officers for Custody Integration Standard. Deputy County Manager (930) In FY 2017, an HR analyst position and a support services position were eliminated as it was determined they were no longer needed to support the operation of the department. Education Service (370) Education Services has a net change in FTE of 47.5 due to the loss of grant funds. 3.0 FTE were moved from the Grant Fund into the School Communication Fund. 164 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Environmental Services (880) During FY 2016, 10 FTE were inactivated because food handler cards are now only required at the manager level, so the staff was no longer needed for training restaurant/food service employees. It is now the responsibility of restaurant/food service ownership to train employees on food handling. Facilities (700) The variance of an additional 73.5 FTE in Facilities Management is due to Protective Services moving under the Facilities Management Department. Human Services (220) The Human Services Department applied to be the provider of Head Start Services for the entire County service area (with the exception of the City of Phoenix). If awarded there will be an increase of 144 FTE offset by a reduction of 4.0 FTE in other grants. 1.0 FTE was added to the CDBG Housing Trust based on changes in grant funding. Juvenile Probation (270) In FY 2017, 16.50 regular FTE positions that were vacant for longer than a year were inactivated. Public Fiduciary (340) In FY 2017, Public Fiduciary staff will increase by 5.0 FTE due to the addition of 4.0 FTE Fiduciaries and 1.0 FTE Office Assistant Specialized, in an effort to reduce its staff-to-case ratio from 1:77 to 1:50. Sheriff’s Office (500) In FY 2017, 6.00 FTE Detention Officers were inactivated due to the Justice Courts implementing a Video Court, which will reduce transportation responsibilities. An additional 40.00 FTE Detention Officers were inactivated to fund a potential Detention Pay Plan. The FY 2016 Revised Budget is overstated by 12.00 FTE due to the timing of positions to be inactivated. The resulting net decrease is 46.00 FTE. 165 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund DEPARTMENT/FUND 010 BOARD OF SUPERVISORS DIST 1 100 GENERAL Department Total 020 BOARD OF SUPERVISORS DIST 2 100 GENERAL Department Total 030 BOARD OF SUPERVISORS DIST 3 100 GENERAL Department Total 040 BOARD OF SUPERVISORS DIST 4 100 GENERAL Department Total 050 BOARD OF SUPERVISORS DIST 5 100 GENERAL Department Total 060 CLERK OF THE BOARD 100 GENERAL Department Total 110 ADULT PROBATION 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS 255 DETENTION OPERATIONS Department Total 120 ASSESSOR 100 GENERAL Department Total 140 CALL CENTER 100 GENERAL Department Total 150 EMERGENCY MANAGEMENT 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT Department Total 160 CLERK OF THE SUPERIOR COURT 100 GENERAL 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 218 CLERK OF COURT FILL THE GAP 274 CLERK OF THE COURT EDMS Department Total 180 FINANCE 100 GENERAL Department Total 190 COUNTY ATTORNEY 100 GENERAL 219 COUNTY ATTORNEY GRANTS 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT Department Total 200 COUNTY MANAGER 100 GENERAL Department Total 210 ELECTIONS 100 GENERAL Department Total FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 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 2.75 2.75 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 3.00 3.00 2.88 2.88 2.88 2.88 2.88 2.88 2.88 2.88 - 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% 12.00 12.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 - 0.0% 0.0% 758.00 1.50 28.25 329.00 1,116.75 776.00 1.50 24.75 341.00 1,143.25 776.00 1.50 24.00 341.00 1,142.50 776.00 1.50 24.00 341.00 1,142.50 784.00 1.50 24.00 354.00 1,163.50 8.00 13.00 21.00 1.0% 0.0% 0.0% 3.8% 1.8% 321.91 321.91 315.43 315.43 310.43 310.43 311.43 311.43 310.93 310.93 .50 .50 0.2% 0.2% 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 - 0.0% 0.0% 2.00 5.00 7.50 14.50 2.00 6.00 8.50 16.50 2.00 6.00 8.00 16.00 2.00 6.00 8.00 16.00 2.00 6.00 8.00 16.00 - 0.0% 0.0% 0.0% 0.0% 556.50 25.00 2.00 4.00 47.00 48.00 682.50 558.50 25.00 1.00 47.00 48.00 679.50 565.00 25.00 2.00 47.00 48.00 687.00 564.00 25.00 2.00 47.00 48.00 686.00 566.50 25.00 2.00 47.00 48.00 688.50 1.50 1.50 0.3% 0.0% 0.0% N/A 0.0% 0.0% 0.2% 39.00 39.00 39.00 39.00 38.00 38.00 39.00 39.00 38.00 38.00 - 0.0% 0.0% 804.00 58.00 35.00 26.00 3.00 20.00 946.00 849.48 59.00 29.00 25.00 2.00 20.00 984.48 860.00 63.00 31.00 25.00 2.00 20.00 1,001.00 861.00 59.00 31.00 25.00 2.00 20.00 998.00 872.00 54.00 28.00 24.00 2.00 19.00 999.00 12.00 (9.00) (3.00) (1.00) (1.00) (2.00) 1.4% (14.3%) (9.7%) (4.0%) 0.0% (5.0%) (0.2% ) 18.00 18.00 18.00 18.00 17.00 17.00 18.00 18.00 17.00 17.00 - 0.0% 0.0% 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 - 0.0% 0.0% 166 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) DEPARTMENT/FUND 220 100 217 222 230 100 240 100 204 250 100 260 100 255 270 100 227 255 275 290 100 300 225 239 240 241 310 100 340 100 360 100 236 370 100 255 669 715 782 795 390 100 532 615 618 410 100 681 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 ENTERPRISE TECHNOLOGY GENERAL TECHNOLOGY INFRASTRUCTURE Department Total FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 5.00 367.00 372.00 1.00 5.00 392.50 398.50 15.00 5.00 383.50 403.50 15.00 5.00 378.50 398.50 15.00 6.00 523.50 544.50 1.00 140.00 141.00 0.0% 20.0% 36.5% 34.9% 18.00 18.00 17.75 17.75 17.75 17.75 17.75 17.75 17.75 17.75 - 0.0% 0.0% 333.00 3.00 336.00 332.50 4.00 336.50 334.00 3.00 337.00 333.00 4.00 337.00 337.00 3.00 340.00 3.00 3.00 0.9% 0.0% 0.9% 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 37.00 37.00 1.00 1.00 2.8% 2.8% 16.00 447.50 463.50 15.50 459.50 475.00 16.00 466.25 482.25 16.00 454.25 470.25 16.00 465.75 481.75 (.50) (.50) 0.0% (0.1%) (0.1% ) 271.00 53.00 361.10 4.00 689.10 273.00 53.00 373.10 4.00 703.10 266.00 47.00 373.10 4.00 690.10 267.00 47.00 370.10 4.00 688.10 267.00 38.00 364.60 4.00 673.60 1.00 (9.00) (8.50) (16.50) 0.4% (19.1%) (2.3%) 0.0% (2.4% ) 87.50 87.50 87.50 87.50 89.00 89.00 85.00 85.00 94.00 94.00 5.00 5.00 5.6% 5.6% 1.00 1.00 26.00 53.00 81.00 2.00 2.00 27.00 46.75 77.75 2.00 1.00 27.00 46.75 76.75 2.00 1.00 27.00 46.75 76.75 2.00 29.00 50.75 81.75 (1.00) 2.00 4.00 5.00 0.0% (100.0%) 7.4% 8.6% 6.5% 46.00 46.00 46.00 46.00 46.00 46.00 46.00 46.00 46.00 46.00 - 0.0% 4.3% 41.80 41.80 43.80 43.80 43.00 43.00 43.00 43.00 48.00 48.00 5.00 5.00 11.6% 11.6% 29.00 27.00 56.00 29.00 27.00 56.00 29.00 27.00 56.00 30.00 27.00 57.00 29.00 27.00 56.00 - 0.0% 0.0% 0.0% 27.00 12.00 2.00 100.00 6.00 5.00 152.00 24.00 1.00 105.50 6.00 8.00 144.50 24.00 7.00 1.00 103.00 6.00 8.00 149.00 24.00 8.00 1.00 103.00 6.00 8.00 150.00 24.00 8.00 1.00 51.50 9.00 8.00 101.50 1.00 (51.50) 3.00 (47.50) 0.0% 14.3% 0.0% (50.0%) 50.0% 0.0% (31.9% ) 4.00 11.00 7.00 17.00 39.00 4.00 11.00 6.00 17.50 38.50 3.00 12.00 6.00 16.50 37.50 4.00 11.00 6.00 16.50 37.50 3.00 12.00 6.00 16.00 37.00 (.50) (.50) 0.0% 0.0% 0.0% (3.0%) (6.7% ) 143.50 58.00 201.50 159.00 57.00 216.00 158.50 57.00 215.50 159.50 56.00 215.50 158.50 55.00 213.50 (2.00) (2.00) 0.0% (3.5%) (0.9% ) 167 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) DEPARTMENT/FUND 420 INTEGRATED CRIM JUSTICE INFO 255 DETENTION OPERATIONS Department Total 430 TREASURER 100 GENERAL Department Total 440 PLANNING AND DEVELOPMENT 226 PLANNING AND DEVELOPMENT FEES Department Total 460 RESEARCH AND REPORTING 100 GENERAL Department Total 490 MANAGEMENT AND BUDGET 100 GENERAL Department Total 500 SHERIFF 100 GENERAL 251 SHERIFF GRANTS 252 INMATE SERVICES 255 DETENTION OPERATIONS 258 SHERIFF TOWING AND IMPOUND Department Total 520 PUBLIC DEFENDER 100 GENERAL 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS 262 PUBLIC DEFENDER FILL THE GAP Department Total 540 LEGAL DEFENDER 100 GENERAL Department Total 550 LEGAL ADVOCATE 100 GENERAL Department Total 560 CONTRACT COUNSEL 100 GENERAL Department Total 570 PUBLIC ADVOCATE 100 GENERAL Department Total 640 TRANSPORTATION 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS Department Total 670 WASTE RESOURCES AND RECYCLING 100 GENERAL 290 WASTE TIRE Department Total 700 FACILITIES MANAGEMENT 100 GENERAL 255 DETENTION OPERATIONS Department Total 720 PROTECTIVE SERVICES 100 GENERAL Department Total 730 PROCUREMENT SERVICES 100 GENERAL 673 REPROGRAPHICS Department Total 740 EQUIPMENT SERVICES 654 EQUIPMENT SERVICES Department Total FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 55.00 55.00 55.00 55.00 55.00 55.00 56.00 56.00 57.00 57.00 2.00 2.00 3.6% 3.6% 85.00 85.00 80.00 80.00 85.00 85.00 84.00 84.00 85.00 85.00 - 0.0% 0.0% 5.75 5.75 - - - - - N/A N/A 18.00 18.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 - 0.0% 0.0% 1,129.75 27.00 135.00 2,523.00 2.00 3,816.75 1,174.75 27.00 134.00 2,533.00 2.00 3,870.75 1,191.85 27.00 133.00 2,525.00 2.00 3,878.85 1,179.85 27.00 133.00 2,525.00 2.00 3,866.85 1,180.85 27.00 133.00 2,478.00 2.00 3,820.85 (11.00) (47.00) (58.00) (0.9%) 0.0% 0.0% (1.9%) 0.0% (1.5% ) 422.58 3.00 2.00 7.00 434.58 431.78 3.00 2.00 9.00 445.78 443.79 3.00 2.00 9.00 457.79 443.79 3.00 2.00 9.00 457.79 448.79 3.00 2.00 9.00 462.79 5.00 5.00 1.1% 0.0% 0.0% 0.0% 1.1% 115.49 115.49 126.49 126.49 131.49 131.49 130.49 130.49 132.49 132.49 1.00 1.00 0.8% 0.8% 103.50 103.50 114.50 114.50 114.50 114.50 114.50 114.50 117.50 117.50 3.00 3.00 2.6% 2.6% 29.00 29.00 31.00 31.00 31.00 31.00 31.00 31.00 31.00 31.00 - 0.0% 0.0% 87.65 87.65 89.00 89.00 92.00 92.00 91.00 91.00 94.00 94.00 2.00 2.00 2.2% 2.2% 1.00 409.00 410.00 416.00 416.00 421.00 421.00 421.00 421.00 421.00 421.00 - N/A 0.0% 0.0% 21.00 2.00 23.00 20.00 2.00 22.00 20.00 2.00 22.00 20.00 2.00 22.00 20.00 2.00 22.00 - 0.0% 0.0% 0.0% 137.00 32.00 169.00 165.00 32.00 197.00 165.00 32.00 197.00 165.00 32.00 197.00 238.50 32.00 270.50 73.50 73.50 44.5% 0.0% 37.3% 73.50 73.50 73.50 73.50 73.50 73.50 72.50 72.50 - 27.50 9.00 36.50 30.50 9.00 39.50 29.50 9.40 38.90 30.50 9.80 40.30 27.50 9.40 36.90 (2.00) (2.00) (6.8%) 0.0% (5.1% ) 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 - 0.0% 0.0% 168 (73.50) (100.0%) (73.50) (100.0% ) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) DEPARTMENT/FUND 750 RISK MANAGEMENT 675 RISK MANAGEMENT Department Total 790 ANIMAL CARE AND CONTROL 572 ANIMAL CONTROL LICENSE SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION Department Total 800 SUPERIOR COURT 100 GENERAL 208 JUDICIAL ENHANCEMENT 238 SUPERIOR COURT GRANTS 256 PROBATE FEES 261 LAW LIBRARY 264 SUPERIOR COURT FILL THE GAP Department Total 850 AIR QUALITY 503 AIR QUALITY GRANTS 504 AIR QUALITY FEES Department Total 860 PUBLIC HEALTH 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS Department Total 880 ENVIRONMENTAL SERVICES 100 GENERAL 506 ENVIRONMTL SVCS ENV HEALTH Department Total 920 DEPUTY COUNTY MANAGER 920 100 GENERAL Department Total 930 DEPUTY COUNTY MANAGER 930 226 PLANNING AND DEVELOPMENT FEES Department Total 940 ASSISTANT COUNTY MANAGER 940 100 GENERAL Department Total 950 ASSISTANT COUNTY MANAGER 950 100 GENERAL 249 NON DEPARTMENTAL GRANTS 255 DETENTION OPERATIONS Department Total 960 ASSISTANT COUNTY MANAGER 960 572 ANIMAL CONTROL LICENSE SHELTER Department Total COUNTY FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 29.75 29.75 30.75 30.75 32.25 32.25 31.25 31.25 31.75 31.75 (.50) (.50) (1.6%) (1.6% ) 108.00 11.00 51.00 170.00 119.00 50.00 169.00 129.50 50.00 179.50 126.00 50.00 176.00 126.00 48.00 174.00 (3.50) (2.00) (5.50) (2.7%) N/A (4.0%) (3.1% ) 1,163.00 6.00 27.00 33.00 1,229.00 1,177.60 6.00 26.00 1.00 3.00 30.00 1,243.60 1,183.70 6.00 27.00 3.00 30.00 1,249.70 1,178.70 6.00 27.00 3.00 30.00 1,244.70 1,187.70 6.00 25.00 3.00 32.00 1,253.70 4.00 (2.00) 2.00 4.00 0.3% 0.0% (7.4%) N/A 0.0% 6.7% 0.3% 20.00 121.50 141.50 21.00 124.12 145.12 15.00 128.65 143.65 15.00 130.65 145.65 14.00 130.15 144.15 (1.00) 1.50 .50 (6.7%) 1.2% 0.3% 137.25 59.00 428.80 625.05 145.25 60.00 427.75 633.00 145.25 63.00 420.55 628.80 143.25 63.00 424.55 630.80 144.25 63.00 415.05 622.30 (1.00) (5.50) (6.50) (0.7%) 0.0% (1.3%) (1.0% ) 45.00 245.00 290.00 46.00 242.00 288.00 46.00 245.00 291.00 46.00 234.00 280.00 46.00 235.00 281.00 (10.00) (10.00) 0.0% (4.1%) (3.4% ) 12.00 12.00 12.00 12.00 11.00 11.00 13.00 13.00 11.00 11.00 - 0.0% 0.0% 13.00 13.00 16.00 16.00 17.00 17.00 21.00 21.00 15.00 15.00 (2.00) (2.00) (11.8%) (11.8% ) 6.63 6.63 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 - 0.0% 0.0% 3.00 1.00 4.00 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% 2.00 2.00 13,913.69 2.00 2.00 14,171.65 - - 14,241.08 14,194.98 14,288.08 47.00 N/A N/A 0.3% 169 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title MARKET RANGE TITLE Accountant 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 Assistant Medical Director 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 Call Center Representative Lead 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 4.00 FY 2016 ADOPTED 48.50 87.00 1.00 1.00 189.99 9.00 4.00 36.00 52.00 12.00 2.00 3.00 2.00 2.00 1.00 7.75 2.00 1.00 30.38 9.00 7.00 2.00 2.00 41.00 3.00 32.00 3.00 2.00 1.00 13.00 1.00 16.00 4.00 78.00 2.00 8.00 16.00 18.00 26.00 3.00 1.00 754.74 5.00 14.00 7.00 5.00 1.00 120.60 5.00 3.00 1.00 1.00 8.00 3.00 3.00 36.00 27.00 18.00 4.00 170 FY 2016 REVISED 50.00 87.00 1.00 207.00 10.00 5.00 28.00 59.00 10.00 2.00 3.00 2.00 2.00 1.00 3.75 3.00 2.00 1.00 29.40 12.00 7.00 3.00 2.00 41.00 3.00 32.00 3.00 2.00 1.00 16.00 1.00 13.00 7.00 80.00 1.00 1.00 4.00 15.00 18.00 19.00 3.00 1.00 1.00 769.88 5.00 15.00 7.00 5.00 1.00 123.60 5.00 2.00 1.00 1.00 7.00 4.00 3.00 39.00 30.00 17.00 4.00 FY 2016 FORECAST 48.00 84.00 1.00 202.00 10.00 5.00 27.00 59.00 10.00 2.00 3.00 2.00 2.00 1.00 3.75 3.00 2.00 1.00 29.40 13.00 7.00 2.00 2.00 41.00 3.00 32.00 3.00 2.00 1.00 16.00 1.00 13.00 6.00 82.00 1.00 1.00 4.00 15.00 18.00 18.00 2.00 1.00 768.88 5.00 15.00 7.00 5.00 1.00 123.60 5.00 2.00 1.00 1.00 8.00 3.00 3.00 38.00 30.00 17.00 4.00 FY 2017 ADOPTED 47.50 82.00 1.00 202.50 1.00 10.00 4.00 27.00 69.00 10.00 2.00 3.00 2.00 2.00 1.00 3.75 3.00 2.00 1.00 29.40 10.00 7.00 2.00 2.00 41.00 3.00 31.00 3.00 2.00 1.00 16.00 1.00 13.00 6.00 88.00 1.00 1.00 4.00 16.00 18.00 12.00 2.00 1.00 1.00 768.88 5.00 15.00 7.00 5.00 1.00 123.60 5.00 2.00 1.00 1.00 8.00 3.00 3.00 38.00 30.00 18.00 4.00 REVISED TO ADOPTED VARIANCE VAR % (2.50) (5.0%) (5.00) (5.7%) 0.0% N/A (4.50) (2.2%) 1.00 N/A 0.0% (1.00) (20.0%) (1.00) (3.6%) 10.00 16.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (2.00) (16.7%) 0.0% (1.00) (33.3%) 0.0% 0.0% 0.0% (1.00) (3.1%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (14.3%) 8.00 10.0% 0.0% 0.0% 0.0% 1.00 6.7% 0.0% (7.00) (36.8%) (1.00) (33.3%) 0.0% 0.0% (1.00) (0.1%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 14.3% (1.00) (25.0%) 0.0% (1.00) (2.6%) 0.0% 1.00 5.9% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Communications Officer Sr-Cnty Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Communicatns Mgr-Crim Justice Community Devlpmnt Coordinator Community Justice Coordinator Compensation Analyst 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 County Privacy Officer 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 Clerk Senior/Lead Courtroom Services Supervisor Crew Leader Crime Scene Specialist Crime Scene Specialist Senior Crime Scene Supervisor Criminal Intelligence Analyst Custodial Manager Custodial Supervisor FY 2015 ADOPTED 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 10.00 4.00 1.00 5.00 FY 2016 ADOPTED 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 1.00 1.00 4.00 1.00 1.00 2.00 1.00 5.00 3.00 19.00 1.00 25.00 6.00 4.00 4.00 3.00 3.00 11.00 5.00 13.00 9.00 2.00 34.00 4.00 1.00 1.00 61.00 14.00 34.00 1.00 3.00 6.00 50.50 1.00 1.00 219.00 15.00 15.00 10.00 9.00 1.00 5.00 171 FY 2016 REVISED 2.00 6.00 4.00 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 4.00 1.00 1.00 2.00 1.00 5.00 3.00 20.00 1.00 1.00 28.00 8.00 4.00 4.00 5.00 3.00 3.00 7.00 1.00 13.00 9.00 2.00 28.00 3.00 1.00 1.00 1.00 61.00 14.00 33.00 1.00 3.00 7.00 50.50 1.00 1.00 216.00 6.00 15.00 16.00 7.00 3.00 3.00 9.00 1.00 5.00 FY 2016 FORECAST 2.00 6.00 4.00 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 4.00 1.00 1.00 2.00 1.00 5.00 3.00 20.00 1.00 1.00 27.00 7.00 4.00 3.00 6.00 3.00 3.00 7.00 1.00 13.00 9.00 2.00 28.00 3.00 1.00 1.00 1.00 61.00 14.00 33.00 1.00 3.00 7.00 50.50 1.00 1.00 219.00 5.00 15.00 16.00 7.00 3.00 3.00 9.00 1.00 5.00 FY 2017 ADOPTED 2.00 6.00 4.00 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 4.00 1.00 1.00 2.00 1.00 5.00 3.00 20.00 1.00 1.00 27.00 7.00 4.00 3.00 6.00 3.00 3.00 7.00 1.00 13.00 9.00 2.00 28.00 4.00 1.00 1.00 1.00 62.00 21.00 33.00 1.00 3.00 7.00 50.50 1.00 1.00 218.00 6.00 15.00 16.00 7.00 3.00 3.00 9.00 1.00 5.00 REVISED TO ADOPTED VARIANCE VAR % 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% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (3.6%) (1.00) (12.5%) 0.0% (1.00) (25.0%) 1.00 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 1.00 33.3% 0.0% 0.0% 0.0% 1.00 1.6% 7.00 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 0.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 - 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 Dietetic Technician Dietitian Dietitian Lead Dietitian Principal Dietitian Supervisor Director - Air Quality Director - Animal Care & Ctrl Director - Business Strategies & Healthcare 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 Director - Internal Audit Director - Justice Courts Director - Legal Defense FY 2015 ADOPTED 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 1.00 1.00 4.00 FY 2016 ADOPTED 35.00 2.00 8.00 12.00 5.00 3.00 1.00 2.00 3.00 4.63 1.00 8.00 2.00 1.00 1.00 2.00 1.00 3.00 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 26.00 1,977.00 220.10 13.00 71.00 208.00 7.00 91.93 36.35 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 1.00 1.00 4.00 172 FY 2016 REVISED 35.00 2.00 8.00 11.00 5.00 3.00 1.00 2.00 3.00 4.88 1.00 8.00 2.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 6.50 1.00 1.00 8.00 26.00 1,971.00 220.10 13.00 73.00 212.00 8.00 70.93 15.00 30.50 21.00 36.25 2.00 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 1.00 1.00 4.00 FY 2016 FORECAST 35.00 2.00 8.00 11.00 5.00 3.00 1.00 2.00 3.00 4.88 1.00 8.00 2.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 6.50 1.00 1.00 8.00 26.00 1,971.00 218.10 13.00 73.00 211.00 8.00 71.93 15.00 30.50 19.00 38.25 2.00 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 1.00 1.00 4.00 FY 2017 ADOPTED 35.00 2.00 8.00 11.00 5.00 3.00 1.50 2.00 3.00 4.88 1.00 8.00 2.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 6.50 1.00 1.00 8.00 26.00 1,925.00 217.60 13.00 71.00 212.00 8.00 73.93 15.00 30.00 19.00 36.25 2.00 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 1.00 1.00 1.00 4.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.50 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A (1.00) (25.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (46.00) (2.3%) (2.50) (1.1%) 0.0% (2.00) (2.7%) 0.0% 0.0% 3.00 4.2% 0.0% (0.50) (1.6%) (2.00) (9.5%) 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Environmental Specialist Environmental Specialist Senior Environmental Specialist Supervisor Epidemiologist Epidemiologist Principal Epidemiologist Senior FY 2015 ADOPTED 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 15.00 127.00 28.00 15.00 1.00 1.00 FY 2016 ADOPTED 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 8.00 4.00 2.00 5.50 3.00 1.00 44.00 1.00 16.50 28.00 39.00 27.00 35.00 65.00 32.00 2.00 38.00 12.00 2.00 8.00 1.00 7.00 35.00 6.00 10.50 1.00 2.00 2.50 1.00 4.00 42.00 3.00 32.00 1.00 5.00 18.00 10.00 2.00 22.00 9.00 5.00 1.00 3.00 7.00 15.00 125.00 28.00 14.00 1.00 5.00 173 FY 2016 REVISED 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 9.00 4.00 2.00 5.50 3.00 1.00 44.00 1.00 16.00 30.00 39.00 25.00 40.00 53.00 34.00 4.00 38.00 12.00 2.00 8.00 1.00 7.00 35.00 6.00 9.00 1.00 2.00 2.50 1.00 4.00 42.00 3.00 30.00 1.00 4.00 21.00 10.00 2.00 19.00 9.00 6.00 3.00 7.00 16.00 123.00 2.00 27.00 16.00 1.00 6.00 FY 2016 FORECAST 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 9.00 4.00 2.00 5.50 3.00 1.00 44.00 1.00 16.00 30.00 40.00 25.00 40.00 58.00 33.00 4.00 38.00 12.00 2.00 8.00 7.00 35.00 6.00 9.00 1.00 2.00 2.50 1.00 4.00 42.00 3.00 29.00 1.00 4.00 21.00 10.00 2.00 21.00 9.00 6.00 3.00 7.00 16.00 123.00 2.00 27.00 16.00 1.00 6.00 FY 2017 ADOPTED 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 8.00 4.00 2.00 5.50 2.00 1.00 17.00 1.00 10.50 22.00 71.00 25.00 80.00 74.00 57.00 4.00 38.00 12.00 2.00 8.00 7.00 35.00 6.00 9.00 1.00 2.00 2.00 1.00 4.00 41.00 3.00 31.00 1.00 5.00 21.00 10.00 2.00 21.00 9.00 6.00 3.00 7.00 16.00 125.00 27.00 15.00 1.00 6.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% (1.00) (11.1%) 0.0% 0.0% 0.0% (1.00) (33.3%) 0.0% (27.00) (61.4%) 0.0% (5.50) (34.4%) (8.00) (26.7%) 32.00 82.1% 0.0% 40.00 100.0% 21.00 39.6% 23.00 67.6% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (0.50) (20.0%) 0.0% 0.0% (1.00) (2.4%) 0.0% 1.00 3.3% 0.0% 1.00 25.0% 0.0% 0.0% 0.0% 2.00 10.5% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 2.00 1.6% (2.00) (100.0%) 0.0% (1.00) (6.3%) 0.0% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Family Court Case Manager Fiduciary Fiduciary Benefits Specialist Fiduciary Senior 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 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 Forensic Technician Senior General Laborer General Maintenance Worker GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead GIS Technician Grant/Contract Admin Supervisor Grant-Contract Administrator Head Start Professional Dev Coach Health Educator Health Educator Supervisor Health Services Aide Heavy Equipment Operator Heavy Equipment Operator - Sr Help Desk Coordinator FY 2015 ADOPTED 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 38.00 1.00 1.00 11.00 2.00 0.75 7.00 1.00 1.00 0.75 1.00 9.00 43.00 50.00 8.00 3.00 23.50 4.00 17.00 53.75 11.00 106.80 29.00 23.00 FY 2016 ADOPTED 4.00 1.00 2.00 68.00 1.00 2.00 5.00 20.00 10.00 1.00 1.00 6.00 8.00 4.00 1.00 2.00 5.00 1.00 5.00 1.00 23.80 2.00 5.00 17.00 1.00 10.75 4.00 12.00 1.00 14.00 28.00 19.00 4.00 16.00 3.00 14.00 49.00 1.00 2.00 13.00 2.00 0.75 7.00 1.00 1.00 0.75 1.00 8.50 41.00 49.00 17.00 3.00 26.50 3.00 18.00 52.00 12.00 104.00 25.00 4.00 23.00 174 FY 2016 REVISED 4.00 1.00 2.00 67.00 1.00 2.00 4.00 17.00 9.00 1.00 1.00 7.00 8.00 4.00 1.00 2.00 5.00 1.00 5.00 6.00 20.00 2.00 3.00 5.00 17.00 10.75 4.00 14.00 1.00 14.00 28.00 19.00 4.00 16.00 3.00 14.00 45.00 1.00 2.00 13.00 2.00 0.75 7.00 1.00 1.00 0.75 1.00 8.00 1.00 40.00 49.00 14.00 6.00 26.50 2.00 15.00 6.00 47.00 10.00 80.00 27.00 4.00 29.00 FY 2016 FORECAST 4.00 1.00 2.00 67.00 1.00 2.00 4.00 17.00 10.00 1.00 1.00 7.00 8.00 4.00 1.00 2.00 5.00 1.00 5.00 20.00 2.00 3.00 5.00 17.00 10.75 4.00 13.00 1.00 13.00 28.00 20.00 4.00 16.00 3.00 14.00 45.00 1.00 2.00 13.00 2.00 0.75 7.00 1.00 1.00 0.75 1.00 9.00 40.00 49.00 14.00 6.00 26.50 2.00 15.00 48.00 10.00 83.00 27.00 4.00 29.00 FY 2017 ADOPTED 4.00 1.00 2.00 67.00 1.00 2.00 4.00 17.00 9.00 1.00 1.00 7.00 8.00 4.00 1.00 2.00 5.00 1.00 5.00 24.00 2.00 3.00 5.00 16.00 10.75 4.00 13.00 1.00 14.00 28.00 20.00 3.00 16.00 3.00 14.00 45.00 1.00 2.00 13.00 2.00 0.75 7.00 1.00 1.00 0.75 1.00 11.00 38.00 51.00 14.00 6.00 25.50 2.00 16.00 46.00 9.00 83.00 27.00 4.00 29.00 REVISED TO ADOPTED VARIANCE VAR % 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% N/A (6.00) (100.0%) 4.00 20.0% 0.0% 0.0% 0.0% (1.00) (5.9%) N/A 0.0% 0.0% (1.00) (7.1%) 0.0% 0.0% 0.0% 1.00 5.3% (1.00) (25.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.00 37.5% (1.00) (100.0%) (2.00) (5.0%) 2.00 4.1% 0.0% 0.0% (1.00) (3.8%) 0.0% 1.00 6.7% (6.00) (100.0%) (1.00) (2.1%) (1.00) (10.0%) 3.00 3.8% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 - 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 Justice Of The Peace 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 Laboratory Histotechnician Laboratory Manager Laboratory Supervisor Laboratory Technician Laboratory Technologist Laundry Manager Laundry Worker Lead FY 2015 ADOPTED 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 83.00 97.00 21.00 1.00 1.00 3.00 6.25 1.00 4.00 FY 2016 ADOPTED 10.00 3.00 3.00 35.00 12.00 11.00 2.00 1.00 5.00 24.00 4.00 3.00 5.00 17.00 2.00 28.00 6.00 1.00 7.00 30.00 12.00 1.50 3.00 2.50 7.00 6.25 11.00 5.00 5.00 1.00 43.00 47.00 1.00 11.50 15.00 2.00 3.00 15.00 10.00 4.00 5.00 10.00 12.00 165.00 4.00 26.00 16.00 493.00 404.00 90.00 199.00 111.00 19.00 1.00 2.00 5.00 6.25 1.00 4.00 175 FY 2016 REVISED 12.00 3.00 3.00 34.00 14.00 13.00 2.00 1.00 5.00 26.00 4.00 4.00 5.00 20.00 2.00 19.00 4.00 8.00 42.00 2.00 7.00 31.00 9.00 5.50 3.00 1.00 1.00 1.50 7.50 4.75 11.00 5.00 4.00 1.00 43.00 47.00 1.00 11.00 14.00 3.00 4.00 15.00 9.00 4.00 5.00 10.00 11.00 164.00 4.00 26.00 15.00 509.50 388.00 85.00 209.00 110.00 23.00 1.00 1.00 2.00 5.00 6.25 1.00 4.00 FY 2016 FORECAST 12.00 3.00 3.00 33.00 14.00 12.00 2.00 1.00 5.00 26.00 4.00 5.00 5.00 20.00 2.00 25.00 4.00 8.00 42.00 2.00 7.00 31.00 9.00 5.50 3.00 1.00 1.00 1.50 7.50 4.75 11.00 5.00 4.00 1.00 43.00 47.00 1.00 11.00 14.00 3.00 3.00 15.00 10.00 5.00 5.00 9.00 11.00 164.00 4.00 26.00 16.00 503.50 388.00 85.00 209.00 110.00 22.00 1.00 1.00 2.00 5.00 6.25 1.00 4.00 FY 2017 ADOPTED 12.00 3.00 3.00 32.00 14.00 13.00 2.00 1.00 5.00 27.00 4.00 4.00 5.00 20.00 2.00 26.00 4.00 8.00 42.00 2.00 7.00 31.00 10.00 5.50 3.00 1.00 1.00 1.50 7.50 4.75 11.00 5.00 4.00 1.00 43.00 47.00 1.00 11.00 14.00 3.00 3.00 15.00 9.00 4.00 5.00 9.00 11.00 165.00 4.00 26.00 16.00 516.00 389.00 84.00 214.00 111.00 22.00 1.00 1.00 2.00 6.00 6.25 1.00 4.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% (2.00) (5.9%) 0.0% 0.0% 0.0% 0.0% 0.0% N/A 1.00 3.8% 0.0% 0.0% 0.0% 0.0% 0.0% 7.00 36.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 11.1% 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) (25.0%) 0.0% 0.0% 0.0% 0.0% (1.00) (10.0%) 0.0% 1.00 0.6% 0.0% 0.0% 1.00 6.7% 6.50 1.3% 1.00 0.3% (1.00) (1.2%) 5.00 2.4% 1.00 0.9% (1.00) (4.3%) 0.0% 0.0% 0.0% 1.00 20.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Officer Law Enforcement OfficerTrainee 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 Licensed Practical Nurse(Pool) Locksmith Management Analyst Management Assistant Managing for Results Faciltatr Materials Testing Supervisor Materials Testing Technician Mechanic - Automotive Lead Mechanic - Aviation Mechanic - Heavy Equip Lead Mechanic - Automotive Mechanic - Heavy Equipment Fleet Parts Specialist Mechanic Supervisor Mechanic Supervisor - Aviation Media Specialist Medical Assistant Medical Assistant (Pool) Medical Death Investigations Manager Medical Director Medical Examiner Medical Examiner Medical Records Manager Medical Transcriptionist Medication Admin Coordinator Medicolegal Death Investig Sr Medicolegal Death Investigator Medicolegal Death Investigator Supv Mental Health Director Mental Health Director – Juvenile Mental Health Professional Mental Health Professional - Trainee 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 Nurse (Pool) Nurse Legal Consultant Nurse Practitioner Nurse Practitioner - Psychiatric Nurse Practitioner - Public Health FY 2015 ADOPTED 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 2.00 2.00 2.00 16.00 13.00 3.00 2.00 1.00 16.00 80.25 2.00 10.00 2.00 21.00 7.00 1.00 2.00 40.00 6.00 15.00 21.00 2.00 1.00 3.00 5.00 122.75 51.80 1.00 27.00 4.00 - FY 2016 ADOPTED 23.00 37.00 588.00 127.00 158.00 17.00 7.00 5.00 7.00 208.00 49.00 3.00 2.00 4.00 1.50 5.00 2.00 82.50 5.00 79.25 18.00 1.00 1.00 5.00 2.00 2.00 2.00 17.00 13.00 3.00 2.00 1.00 18.00 82.25 1.00 2.00 11.00 2.00 1.00 20.00 6.00 1.00 2.00 41.00 9.00 16.00 21.00 2.00 1.00 4.00 6.00 131.75 53.30 8.00 3.00 5.00 176 FY 2016 REVISED 23.00 37.00 591.10 1.00 128.00 149.00 22.00 7.00 5.00 6.00 209.00 50.00 4.00 1.00 4.00 1.00 5.00 2.00 80.00 1.25 7.00 90.25 25.00 1.00 5.00 2.00 2.00 2.00 18.00 13.00 3.00 2.00 1.00 16.00 88.00 1.25 1.00 2.00 11.00 2.00 2.00 1.00 1.00 19.00 3.00 1.00 2.00 46.00 2.00 9.00 16.00 22.00 2.00 1.00 4.00 6.00 130.00 50.20 2.25 8.00 3.00 4.00 FY 2016 FORECAST 23.00 37.00 590.10 1.00 127.00 154.00 23.00 7.00 5.00 6.00 209.00 50.00 4.00 1.00 4.00 1.00 5.00 2.00 80.00 1.25 7.00 88.25 25.00 1.00 1.00 5.00 2.00 2.00 2.00 18.00 13.00 3.00 2.00 1.00 17.00 82.00 1.25 1.00 2.00 8.00 2.00 2.00 1.00 2.00 17.00 3.00 1.00 2.00 45.00 9.00 16.00 22.00 2.00 1.00 4.00 6.00 129.00 50.20 2.25 1.00 8.00 3.00 4.00 FY 2017 ADOPTED 23.00 37.00 591.10 1.00 127.00 155.00 22.00 7.00 5.00 6.00 209.00 50.00 4.00 1.00 4.00 1.00 5.00 2.00 82.00 1.25 7.00 87.25 21.00 1.00 5.00 2.00 2.00 2.00 18.00 13.00 3.00 2.00 1.00 16.00 82.00 1.25 1.00 2.00 11.00 2.00 2.00 1.00 1.00 19.00 3.00 1.00 2.00 47.00 9.00 16.00 22.00 2.00 1.00 4.00 6.00 132.00 50.20 2.25 1.00 8.00 3.00 4.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% (1.00) (0.8%) 6.00 4.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 2.5% 0.0% 0.0% (3.00) (3.3%) (4.00) (16.0%) N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (6.00) (6.8%) 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 2.2% (2.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 1.5% 0.0% 0.0% 1.00 N/A 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 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 Programmer/Analyst Programmer/Analyst - Senior/Lead Project Manager Property & Evidence Custodian Psychiatrist Psychologist Psychometrist Public Health OPR Manager FY 2015 ADOPTED 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 35.00 49.00 4.00 6.00 12.50 15.00 1.00 1.00 FY 2016 ADOPTED 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 34.00 50.00 1.00 6.00 11.50 13.50 1.00 1.00 177 FY 2016 REVISED 2.00 1.00 9.00 12.00 188.60 328.75 3.00 7.00 3.00 21.00 35.00 2.00 2.00 2.00 7.00 1.00 3.00 1.00 2.00 45.00 24.00 2.00 1.00 2.50 1.00 1.00 10.00 11.00 3.00 5.50 3.00 8.00 3.00 4.00 5.00 1.00 1.00 12.00 4.00 1.00 49.00 2.00 43.00 21.00 3.00 17.00 884.00 136.00 11.00 2.00 1.00 29.00 2.00 4.00 70.00 1.00 34.00 51.00 1.00 6.00 11.50 13.00 1.00 1.00 FY 2016 FORECAST 2.00 1.00 10.00 10.00 177.10 325.75 3.00 7.00 3.00 21.00 36.00 2.00 2.00 2.00 7.00 1.00 3.00 1.00 2.00 44.00 25.00 2.00 1.00 2.50 1.00 1.00 10.00 11.00 3.00 5.50 3.00 8.00 3.00 4.00 5.00 1.00 1.00 12.00 4.00 1.00 49.00 2.00 43.00 21.00 3.00 16.00 884.00 136.00 11.00 2.00 1.00 29.00 2.00 4.00 70.00 1.00 34.00 52.00 1.00 6.00 11.50 13.00 1.00 1.00 FY 2017 ADOPTED 2.00 1.00 9.00 12.00 176.60 343.75 3.00 7.00 3.00 21.00 34.00 2.00 2.00 2.00 8.00 1.00 3.00 1.00 2.00 45.00 25.00 2.00 1.00 2.00 1.00 1.00 9.00 11.00 3.00 5.50 3.00 8.00 3.00 4.00 5.00 1.00 1.00 12.00 4.00 1.00 49.00 2.00 43.00 21.00 3.00 17.00 895.00 137.00 10.00 2.00 1.00 28.00 2.00 4.00 67.50 1.00 34.00 52.00 1.00 6.00 11.50 13.00 1.00 1.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% (12.00) (6.4%) 15.00 4.6% 0.0% 0.0% 0.0% 0.0% (1.00) (2.9%) 0.0% 0.0% 0.0% 1.00 14.3% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 4.2% 0.0% 0.0% (0.50) (20.0%) 0.0% 0.0% (1.00) (10.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 11.00 1.2% 1.00 0.7% (1.00) (9.1%) 0.0% 0.0% (1.00) (3.4%) 0.0% 0.0% (2.50) (3.6%) 0.0% 0.0% 1.00 2.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Manager 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 Associate Safety Specialist 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 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 FY 2015 ADOPTED 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 0.50 98.00 124.00 6.00 2.00 20.00 27.00 6.00 6.00 3.00 1.00 6.00 14.00 11.00 28.00 38.00 20.00 13.00 9.00 FY 2016 ADOPTED 1.00 4.00 1.00 5.00 4.00 3.50 3.00 1.00 1.00 12.00 3.00 4.00 6.00 2.00 1.00 6.00 3.00 2.00 44.00 8.00 1.00 1.00 2.00 191.50 6.00 16.00 1.00 1.00 184.00 25.00 6.00 1.00 18.50 0.50 98.00 125.00 2.00 1.00 5.00 4.00 7.00 2.00 21.00 21.00 1.00 6.00 6.00 3.00 1.00 6.00 13.00 11.00 25.00 41.00 16.00 13.00 1.00 9.00 178 FY 2016 REVISED 4.00 1.00 5.00 4.00 4.00 3.00 1.00 1.00 1.00 12.00 2.00 4.00 6.00 2.00 1.40 6.00 4.00 2.00 3.00 44.00 1.00 8.00 1.00 1.00 2.00 191.50 7.00 16.00 1.00 1.00 145.00 16.00 7.00 1.00 20.50 0.50 98.00 122.00 2.00 1.00 5.00 5.00 7.00 2.00 21.00 21.00 5.00 6.00 3.00 1.00 7.00 12.00 10.00 5.00 43.00 10.00 13.00 1.00 9.00 FY 2016 FORECAST 4.00 1.00 5.00 4.00 4.00 3.00 1.00 1.00 12.00 3.00 4.00 6.00 2.00 1.80 6.00 5.00 2.00 3.00 44.00 1.00 8.00 1.00 1.00 2.00 191.50 6.00 16.00 1.00 1.00 142.00 16.00 7.00 1.00 21.50 0.50 98.00 122.00 2.00 1.00 5.00 4.00 8.00 2.00 22.00 21.00 5.00 6.00 3.00 1.00 6.00 12.00 11.00 5.00 43.00 10.00 13.00 1.00 9.00 FY 2017 ADOPTED 4.00 1.00 5.00 4.00 4.00 3.00 1.00 1.00 12.00 3.00 4.00 6.00 2.00 1.40 6.00 3.00 2.00 4.00 44.00 1.00 8.00 1.00 1.00 2.00 191.50 6.00 16.00 1.00 1.00 144.00 16.00 7.00 1.00 21.50 0.50 98.00 125.00 2.00 1.00 5.00 4.00 8.00 2.00 20.00 21.00 5.00 6.00 2.00 1.00 7.00 12.00 10.00 5.00 43.00 10.00 13.00 1.00 9.00 REVISED TO ADOPTED VARIANCE VAR % N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 1.00 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (25.0%) 0.0% 1.00 33.3% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (14.3%) 0.0% N/A N/A N/A 0.0% 0.0% (1.00) (0.7%) 0.0% 0.0% 0.0% 1.00 4.9% 0.0% 0.0% 3.00 2.5% 0.0% 0.0% 0.0% (1.00) (20.0%) 1.00 14.3% 0.0% (1.00) (4.8%) 0.0% N/A 0.0% 0.0% (1.00) (33.3%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Specialst Lead 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 FY 2015 ADOPTED 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 FY 2016 ADOPTED 24.00 8.00 2.00 1.00 5.00 2.00 1.00 4.00 1.00 2.00 2.00 44.00 3.00 4.00 9.00 6.00 1.00 12.00 3.00 42.00 7.00 11.00 14,171.65 179 FY 2016 REVISED 21.00 11.00 3.00 2.00 5.00 2.00 1.00 7.00 1.00 2.00 27.00 3.00 7.00 44.00 3.00 4.00 10.00 5.00 1.00 11.00 3.00 39.00 7.00 9.00 14,241.08 FY 2016 FORECAST 22.00 11.00 3.00 2.00 5.00 2.00 1.00 7.00 1.00 2.00 27.00 3.00 7.00 43.00 3.00 4.00 10.00 5.00 1.00 11.00 3.00 39.00 7.00 9.00 14,194.98 FY 2017 ADOPTED 23.00 12.00 2.00 2.00 5.00 2.00 1.00 7.00 1.00 2.00 27.00 3.00 7.00 44.00 3.00 4.00 10.00 5.00 1.00 11.00 3.00 39.00 7.00 9.00 14,288.08 REVISED TO ADOPTED VAR % VARIANCE 9.5% 2.00 9.1% 1.00 (33.3%) (1.00) 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% N/A 0.0% 0.0% 47.00 0.3% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Budget Summary Schedules 180 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates Mandates Introduction Approximately 94.2% 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 $155.1 million, the Arizona Health Care Cost Containment System (AHCCCS) of $19 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $57.7 million and $2.3 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 $1.8 million and $2.5 million. Mandated State Payments ALTCS Contribution Arnold v Sarn AHCCCS Contribution SVP Commitment Payments Total $ FY 2016 153,303,200 55,248,636 19,203,200 2,200,000 229,955,036 $ FY 2017 155,173,500 57,768,239 19,001,200 2,345,000 234,287,939 % Chg 1.22% 4.56% -1.05% 6.59% 1.88% new 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 Department 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. 181 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates Summary The FY 2017 Adopted budget of $2,356,007,976 is an increase of $121,602,143 from the FY 2016 Adopted budget. There are very minor changes in the composition of mandated service categories and functional areas between FY 2016 and FY 2017. In this section, expenditures are categorized into the functional areas of Education, Culture and Recreation, General Government, Highways and Streets, Health, Welfare and Sanitation, or Public Safety, so that readers have a broad sense of the types of services provided. As illustrated in the table below, over $1.7 billion (72.8%) of Maricopa County’s budget directly supports mandated payments and services. Of the remaining budget, $500 million (21.1%) is associated with administrative mandates. Only $138.3 million or 5.8% of the County’s budgeted expenditures are for non-mandated services, with 0.4% spent on essential services in lieu of mandates and 5.4% on discretionary services. Summary of FY 2017 Mandated Expenditures Category Public Safety Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation Totals $ $ Mandated 1,053,770,408 156,868,585 140,694,187 101,913,658 30,539,423 1,483,786,260 % of Mandated State Budget Payments 44.7% $ 6.8% 6.0% 234,287,939 4.3% 1.3% 0.0% 63.1% $ 234,287,939 % of Administrative Budget Mandates 0.0% $ 180,001,231 0.0% 15,973,413 9.9% 33,839,809 0.0% 269,427,087 0.0% 339,274 0.0% 9.9% $ 499,580,814 % of Budget 7.6% 0.7% 1.4% 11.4% 0.0% 0.0% 21.1% Summary of FY 2017 Non-Mandated Expenditures Category Public Safety Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation Totals Essential Services in Lieu of Mandates $ 7,237,910 3,234,051 $ 10,471,961 Discretionary % of Budget Services 0.3% $ 10,966,944 0.0% 0.1% 102,238,661 0.0% 285,722 0.0% 0.0% 14,389,674 0.4% $ 127,881,002 % of Budget 0.5% 0.0% 4.3% 0.0% 0.0% 0.6% 5.4% 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. 182 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates 183 Maricopa County Annual Business Strategies FY 2017 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 $1.2 billion or approximately 53.14% 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 2017. Public Safety FY 2016 Mandated $ 961,019,980 - Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services Total % Chg FY 2017 $ 1,053,770,408 9.65% - 162,943,610 180,001,231 10.47% 7,381,425 7,237,910 12,471,526 10,966,944 -1.94% -12.06% $ 1,143,816,541 $ 1,251,976,493 9.46% There is a significant investment in the FY 2017 budget for new infrastructure for public safety, including the Intake, Transfer, Release Jail at Durango, the Madison Street Adaptive Reuse Project which will house the County Attorney’s Office, as well as improvements for Adult Probation facilities. Additionally, pay for performance increased the salaries for all county employees, including the significant number of public safety personnel. 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. 184 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates The FY 2017 budget includes over $105.4 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 $234.3 million for mandated state payments, mandated expenditures for Health, Welfare and Sanitation activities total $140.7 million or 6.0% 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 2017 budgets is shown in the table below. Health, Welfare & Sanitation FY 2016 Mandated $ Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services Total $ FY 2017 140,694,187 3.80% 229,955,036 234,287,939 1.88% 32,474,210 33,839,809 4.21% 3,231,360 3,234,051 0.08% -8.66% 0.23% 135,542,760 111,929,280 513,132,646 $ % Chg $ 102,238,661 514,294,647 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 $172.8 million, or 7.3% of the County’s total expenditures. Highways & Streets FY 2016 Mandated $ FY 2017 141,990,092 Mandated State Payments $ - Administrative Mandates % Chg 156,868,585 - 13,199,069 15,973,413 Essential Services in Lieu of Mandates - - Discretionary Services - - Total $ 155,189,161 10.48% $ 172,841,998 21.02% 11.38% 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. 185 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates Of the $371.6 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 2017. General Government Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services Total $ $ FY 2016 96,584,569 281,452,459 247,294 378,284,322 $ $ FY 2017 101,913,658 269,427,087 285,722 371,626,467 % Chg 5.52% -4.27% 15.54% -1.76% General Government mandated and administrative mandated expenditures decreased by $6.7 million primarily due to changes in the Office of Enterprise Technology network activity projects. 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 2017 expenditures for Culture and Recreation. The increase for FY 2017 is related to the County taking over the responsibility of operating the Hassayampa River Preserve Day Use Center. Culture & Recreation FY 2016 Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services Total $ $ % Chg FY 2017 - 12,904,287 12,904,287 $ $ 14,389,674 14,389,674 11.51% 11.51% Education The Maricopa County Education Service Agency is responsible for providing mandated services through educational support activities to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. The Maricopa County Education Service Agency is the only department within the Education category. Expenditures for Education activities total $30.8 million, about 1.31% of the County’s total expenditures. These have decreased slightly due to grants that have ended. 186 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates Education FY 2016 Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services Total $ $ 30,674,312 404,564 31,078,876 187 FY 2017 $ $ 30,539,423 339,274 30,878,697 % Chg -0.44% -16.14% -1.35% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates 188 Maricopa County Annual Business Strategies FY 2017 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 2017 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 applies direction and policies provided by the Board of Supervisors. The five-year financial forecast uses the most recent most likely scenario which is lower than the Forecast used in development of the FY 2017 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 2017 once again. 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 continues to be moderate as the population growth is barely reach two percent and job growth is projected at only three percent. The forecast incorporates several significant trends: • Although net assessed property tax valuations continued to increase in FY 2017, 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 rate of 2% on the maximum levy from the prior year, plus the tax on new property. For several 189 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast years the County has chosen to tax well below the maximum levy. For FY 2017, the Board of Supervisors adopted a tax rate of $1.4009, increasing the tax levy by $35 million to $506.2 million. This levy is $150 million less than the constitutional maximum and results in a total $170 median-valued residential property tax bill for the general fund. The forecast assumes the property tax rate for FY 2018 through FY 2021 will remain consistent at $1.4009 per $100 of Net Assessed Value. • The FY 2017 state shared sales tax growth rate is budgeted at 3.5% and is expected to peak in FY 2021 at 4.5%. Therefore, forecasts are estimated to increase annually over the next five years at an average rate of 3.3%. 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. However, as the housing market recovers and property values increase while the economic recovery in sales remains weak, this trend is forecasted to reverse. • 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) since 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 estimated that $4 million of these reversion funds were distributed to Maricopa County in FY 2015. Growth expectations for FY 2017 to FY 2021 are expected to remain steady and increase 190 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast by an average of 3.9% annually if there are no subsequent changes to the HURF distribution model. • County jail excise tax revenue is projected to follow a slightly slower growth trend as state shared sales tax revenue at an average of 2.5% annually. • 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 2017, revenue for these major sources is expected to reach $1.423 billion and surpass the FY 2007 peak by $153 million. The cumulative growth rate for these revenue sources is 4.41% in FY 2017; annual growth rates from FY 2018 to FY 2021 are forecasted to fluctuate from 3.4% to 4.8% according to the most recent Most Likely scenario. Structural Balance The five-year forecast model indicates that Maricopa County will be structurally balanced in the Detention and Transportation Funds throughout the five-year time horizon. Although, the General Fund is forecasted to have operating structural deficits over the next 5 years, the County would not allow that to occur and actions would be taken to secure a structural balance either through budget reductions, revenue increases or other corrective actions. Within the General Fund expenditure forecast there are annual operating transfers to Detention Fund revenue, beginning with $32.6 million in FY 2017 and increasing to more than $66.4 million by FY 2021 to address the structural imbalance of the Detention Fund based on current assumptions. 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 3-4%, and approached near-zero growth in 2010. Annual population growth is expected to steadily increase from 1.9% in FY 2017 to 2.1% by FY 2021. This new trend in population growth for Maricopa County is nearly half of what was realized in previous decades 191 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast 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 4.5 million in FY 2021. Inflationary pressures continue to drive up the cost of service delivery for Maricopa County. The annual percentage increase in the Consumer Price Index (CPI) is forecasted to be 2.0% in FY 2017 and slightly increase to 2.5% by FY 2021. The Medical CPI is expected to continue to outpace the standard CPI by more than 1.6 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. Retail sales are estimated to increase in FY 2017 by 5.0% to $54 billion in sales. Retail sales are expected to continue increasing annually by an average of 4.6% in FY 2017 through FY 2021. The steady incremental growth projections in retail sales demonstrate the expected trends for state shared sales taxes and jail excise taxes. 192 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast 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 27,530 in FY 2017, far less than the 48,742 permits in FY 2006. Permits are projected to reach 37,737 by FY 2021, which represents a recovery to 77% of its number in FY 2006. 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. 193 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast Forecast Assumptions The five-year forecast is based on the following general assumptions: • The FY 2017 property tax rate is 1.4009. The forecast models a flat tax rate of 1.4009 through FY 2021. • 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 2016 forecast. • The County incurs additional debt in FY 2017 through FY 2021 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. 194 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast • Supplies and Services growth rates are forecasted at the growth rate of CPI, which accounts for increases in costs. • Personnel costs are increased based on growth in retirement costs, health benefits at the medical CPI rate, and salary increases at a rate of 2.5% per year. • Certain mandated criminal justice functions have personnel increases based on population growth, but not every department has these staffing increases assumed. • 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. Market and growth estimates are based on historical trends. 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 2018 through FY 2021. 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. 195 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast Licenses and Permits: The sources of license and permit revenue are forecasted to grow based on the growth in CPI and population. Other Intergovernmental Revenue: Other Intergovernmental revenue is forecasted to grow based on the growth in 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 3.3% in FY 2017 through FY 2021 due to sustained economic recovery. Nevertheless, the tax base has been reduced so drastically that revenues did not 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 2016 resulted in an increase last year of 7.9%. Annual growth rates are expected to taper downward to 2.5% in FY 2017 and 3.5% through FY 2021, 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 the 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. Additionally, the increased effort to reduce jail population through diversion programs, both by the County and the municipalities, is having an impact on both these costs and their reimbursements. 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 CPI and population growth rates. Interest Earnings: Interest earnings are forecasted to decline through 2021 as the fund balance is reduced. 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 CPI and 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 $250 million from the General Fund from FY 2017 through FY 2021 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 annually. Additionally, salaries are forecasted to increase annually by the population growth rate to model increased staff growth in specific criminal justice areas with mandatory caseload requirements. 196 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast Employee Benefits: Retirement system contribution rates are assumed to increase based on the CPI and salary growth. Due to stock market volatility, there is risk that retirement rates will increase beyond that level, but there is no basis at this time to forecast such increases. Employee health and dental insurance costs are forecasted to increase based upon the Medical CPI and the population growth rate. Other Personal Services: Other personal services are forecasted to increase by the CPI and population growth rate. Respectively, total personal services represent 44%, 78% and 47% of the General, Detention and Transportation Funds’ operating expenditures. Supplies & Services: Growth rates are forecasted based on CPI plus the increase staffing for criminal justice based on population. Capital Outlay: Growth rates are forecasted flat for the General and Detention funds and based on the five year capital plan for Transportation. 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 are forecasted at CPI and population rates and Arnold v. Sarn is estimated to grow by 5% annually. General Mental Health and LARC, subcomponents of Arnold v. Sarn, are estimated to be flat from the FY 2017 estimate. Newly mandated requirements for contributions to the Department of Revenue and the Department of Juvenile Corrections are increased based on CPI and population most likely growth scenarios. Debt Service: Debt service expenditures are forecasted flat for the next four years. Contingency: The operating contingency set aside for FY 2017 is $12.4 million. This forecast assumes a flat amount to be budgeted annually through FY 2021. Transfers Out: The General Fund is forecasted to transfer out $250 million to the Detention Fund in order to cover the shortfall in annual revenue collections from FY 2017 through FY 2021. This contributes to a structural imbalance for the General Fund in FY 2018 through FY 2021 . 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. 197 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast • Reduce dust pollution by continuing to pave system dirt roads. • Start new regional significant projects as funding allows. Transportation Capital Fund Projects reflect these priorities. The majority of the five-year capital projects are forecasted to be from the Arterial Street Life Cycle Program (ALCP) of the Maricopa Association of Governments (MAG) Regional Transportation Plan (RTP). 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 is built upon simple constructs and lacks 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 2021, estimates of sales tax revenue differ by $48.1 million, from $617.0 to $568.9 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. 198 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast Financial Forecast Schedules 1 FY 2017 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 2018 3 FY 2019 4 FY 2020 5 FY 2021 $ 133,944,163 $ - $ (20,140,959) $ (46,398,322) $ (75,511,120) $ 507,667,062 $ 2,329,936 2,393,521 13,659,917 516,863,039 149,955,458 18,624,116 26,108,202 10,372,054 2,400,000 2,504,000 535,687,296 $ 2,426,628 2,492,852 14,226,804 525,971,226 154,790,920 19,397,017 27,191,692 10,802,494 2,000,000 2,607,916 567,390,957 $ 2,530,973 2,600,045 14,838,556 540,698,420 159,744,229 20,231,089 28,360,935 11,267,001 1,600,000 2,720,056 599,962,535 $ 2,647,398 2,719,647 15,521,130 559,622,865 165,175,533 21,161,719 29,665,538 11,785,284 1,200,000 2,845,179 634,784,060 2,769,178 2,844,751 16,235,102 584,805,894 170,956,677 22,135,158 31,030,153 12,327,407 800,000 2,976,057 $ 1,252,877,305 $ 3.5% 1,297,594,845 $ 3.6% 1,351,982,261 $ 4.2% 1,412,306,828 $ 4.5% $ - $ - $ - $ - $ - $ - $ - 1,481,664,437 4.9% Non-Recurring: Other Revenue Proceeds from Financing Transfers In Total Non-Recurring Sources $ 1,921,308 $ 5,156,400 12,104,659 19,182,367 $ Total Sources $ 1,272,059,672 $ 1,297,594,845 $ 1,351,982,261 $ 1,412,306,828 $ 1,481,664,437 $ 549,836,366 $ 14,077,219 177,157,105 5,206,321 240,275,265 181,682,790 32,609,533 39,640,022 12,392,684 577,910,053 $ 14,580,825 183,377,336 6,806,794 255,810,309 185,679,811 41,537,970 39,640,022 12,392,684 606,452,036 $ 15,110,303 189,932,848 6,898,974 267,133,257 190,228,967 50,450,533 39,640,022 12,392,684 636,528,394 $ 15,686,067 197,057,242 7,002,794 279,072,226 194,984,691 59,055,506 39,640,022 12,392,684 667,470,629 16,275,394 204,349,779 7,108,793 290,718,540 199,761,816 66,406,707 39,640,022 12,392,684 $ 1,252,877,305 $ 12.8% 1,317,735,804 $ 5.2% 1,378,239,624 $ 4.6% 1,441,419,626 $ 4.6% $ - $ - $ - $ - $ - $ - $ 1,504,124,364 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 1,504,124,364 4.4% Non-Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses $ 98,198 $ 1,580,802 60,086,165 1,795,731 89,565,634 153,126,530 $ Total Uses $ 1,406,003,835 $ 1,317,735,804 $ 1,378,239,624 $ 1,441,419,626 $ Structural Balance $ - $ (20,140,959) $ (26,257,363) $ (29,112,798) $ (22,459,927) Ending Fund Balance $ - $ (20,140,959) $ (46,398,322) $ (75,511,120) $ (97,971,047) 199 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) GENERAL FUND CAPITAL FUND (445) 1 FY 2017 2 FY 2018 3 FY 2019 4 FY 2020 5 FY 2021 Beginning Fund Balance $ 324,755,380 $ 326,094,129 $ 333,955,653 $ 342,160,772 $ 350,365,891 Sources of Funds Transfers In Total Sources $ $ 38,751,255 $ 38,751,255 $ 8,205,119 $ 8,205,119 $ 8,205,119 $ 8,205,119 $ 8,205,119 $ 8,205,119 $ 8,205,119 8,205,119 $ - $ 343,595 343,595 $ $ $ 204,061,295 204,061,295 350,365,891 $ 154,509,715 Uses of Funds Personal Services Supplies Services Capital Transfers Out Total Uses $ 137,499 $ 2,050 40,000 19,128,298 18,104,659 37,412,506 $ Ending Fund Balance $ 326,094,129 $ 333,955,653 $ 342,160,772 $ 1 FY 2017 2 FY 2018 3 FY 2019 GENERAL FUND IT CAPITAL FUND (460) - $ - $ 4 FY 2020 5 FY 2021 Beginning Fund Balance $ 250,315,035 $ 166,631,197 $ 51,830,801 $ 61,860,503 $ 73,578,950 Sources of Funds Transfers In Total Sources $ $ 42,639,468 $ 42,639,468 $ 11,640,000 $ 11,640,000 $ 11,640,000 $ 11,640,000 $ 11,640,000 $ 11,640,000 $ 11,640,000 11,640,000 $ 10,662,456 $ 115,777,940 126,440,396 $ 1,610,298 $ 1,610,298 $ (78,447) $ (78,447) $ 38,658,951 38,658,951 51,830,801 $ 61,860,503 $ 73,578,950 $ 46,559,999 Uses of Funds Capital Transfers Out Total Uses $ 26,948,306 $ 99,375,000 126,323,306 $ Ending Fund Balance $ 166,631,197 $ 200 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) 1 FY 2017 DETENTION FUND (255) Beginning Fund Balance 2 FY 2018 4 FY 2020 3 FY 2019 $ 34,356,427 $ - $ $ 149,670,043 $ 400,000 25,728,605 64,150 214,292,323 $ 390,155,121 $ 7.4% $ $ 750,000 $ 112,473 1,154,241 2,016,714 $ $ 392,171,835 $ 407,183,666 $ $ 304,850,304 $ 23,098,328 60,333,989 1,270,948 601,552 390,155,121 $ 7.4% 318,514,313 $ 24,023,326 62,702,130 1,342,345 601,552 407,183,666 $ 4.4% 5 FY 2021 $ - 159,632,434 $ 29,688,721 72,891 194,984,691 59,055,506 443,434,243 $ 4.4% 165,379,201 31,054,402 76,244 199,761,816 66,406,707 462,678,370 4.3% $ $ - 424,719,451 $ 443,434,243 $ 462,678,370 332,653,165 $ 24,958,197 65,102,760 1,403,777 601,552 424,719,451 $ 4.3% 347,669,915 $ 25,975,751 67,714,326 1,472,699 601,552 443,434,243 $ 4.4% 363,123,717 27,018,699 70,391,068 1,543,334 601,552 462,678,370 4.3% $ $ - 443,434,243 $ 462,678,370 - $ - Sources of Funds Recurring: Jail Excise Tax Other Intergovernmental/Grants Jail Per Diem & Other Charges Miscellaneous General Fund Maintenance of Effort Above Base Maintenance of Effort Total Recurring Sources Net Growth Rate Non-Recurring: Interest Earnings Transfers In Proceeds from Financing Total Non-Recurring Sources Total Sources Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Other Financing Uses Total Recurring Uses Net Growth Rate Non-Recurring Uses: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses $ 152,686,131 $ 27,212,942 66,812 185,679,811 41,537,970 407,183,666 $ 4.4% - $ $ - $ Total Uses $ 426,528,262 $ Structural Balance $ - $ - $ - $ - $ - Ending Fund Balance $ - $ - $ - $ - $ - $ 407,183,666 $ 201 $ - $ - - $ 592,124 $ 23,559 26,351,830 44,768 9,360,860 36,373,141 $ $ $ 155,587,167 $ 28,383,099 69,685 190,228,967 50,450,533 424,719,451 $ 4.3% $ 424,719,451 $ - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) DETENTION CAPITAL PROJECTS (455) 1 FY 2017 2 FY 2018 3 FY 2019 4 FY 2020 5 FY 2021 Beginning Fund Balance $ 190,558,900 $ 200,011,939 $ 97,011,939 $ 50,011,939 $ 50,011,939 Sources of Funds Transfers In Total Sources $ $ 40,453,039 $ 40,453,039 $ - $ - $ - $ - $ - $ - $ - Uses of Funds Capital Total Uses $ $ 31,000,000 $ 31,000,000 $ 103,000,000 $ 103,000,000 $ 47,000,000 $ 47,000,000 $ - $ - $ 49,219,815 49,219,815 Ending Fund Balance $ 200,011,939 $ 97,011,939 $ 50,011,939 $ 50,011,939 $ 792,124 DETENTION TECHNOLOGY IMPROVEMENTS (461) 1 FY 2017 2 FY 2018 3 FY 2019 4 FY 2020 5 FY 2021 Beginning Fund Balance $ 36,675,692 $ 33,251,506 $ 33,251,506 $ 33,251,506 $ 33,251,506 Sources: Transfer In Total Sources $ $ 912,534 $ 912,534 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 792,122 792,122 33,251,506 $ 33,251,506 $ 33,251,506 $ 32,459,384 Uses of Funds Personal Services Capital Other Financing Uses Total Uses $ 261,952 $ 788,109 3,286,659 4,336,720 $ Ending Fund Balance $ 33,251,506 $ 202 Maricopa County Annual Business Strategies FY 2017 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 $ 20,414,904 $ 20,755,958 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 935,000 $ 106,154,321 10,769,580 12,200 500,000 171,455 250,000 118,792,556 $ 2.2% 953,700 $ 109,851,013 11,092,667 12,481 500,000 172,000 250,000 122,831,861 $ 3.4% 971,820 $ 113,874,124 11,447,633 12,793 500,000 172,000 250,000 127,228,370 $ 3.6% 992,229 $ 118,632,890 11,836,852 13,112 500,000 172,000 250,000 132,397,083 $ 4.1% 1,013,065 123,582,007 12,251,142 13,440 500,000 172,000 250,000 137,781,654 4.1% $ Non-Recurring Sources: Proceeds from Financing Total Non-Recurring Sources $ 3,540,000 3,540,000 $ Total Sources $ 122,332,556 $ 122,831,861 $ $ 28,777,888 $ 6,005,149 25,163,692 3,520,600 34,389 63,501,718 $ 12.3% Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Other Financing Uses Total Recurring Uses Net Growth Rate $ - - - $ - 127,228,370 $ 132,397,083 $ 137,781,654 30,015,337 $ 6,263,370 26,245,731 3,671,986 34,389 66,230,813 $ 4.3% 31,336,012 $ 6,538,959 27,400,543 3,833,553 34,389 69,143,456 $ 4.4% 32,777,469 $ 6,839,751 28,660,968 4,009,897 34,389 72,322,473 $ 4.6% 34,285,232 7,154,379 29,979,372 4,194,352 34,389 75,647,725 4.6% - $ 1,300,000 56,057,006 57,357,006 $ - $ 1,300,000 56,784,914 58,084,914 $ - $ 1,300,000 58,774,611 60,074,611 $ 1,300,000 60,833,930 62,133,930 $ $ - Non-Recurring Uses: Supplies Services Capital Outlay Transfer to Capital Projects Total Non-Recurring Uses $ 135,928 $ 4,169,367 1,332,700 52,851,789 58,489,784 $ Total Uses $ 121,991,502 $ 123,587,819 $ 127,228,370 $ 132,397,083 $ 137,781,654 Structural Balance $ 55,290,838 $ 56,601,048 $ 58,084,914 $ 60,074,611 $ 62,133,930 Ending Fund Balance $ 20,755,958 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ TRANSPORTATION CAPITAL FUND (234) Beginning Fund Balance 1 FY 2017 2 FY 2018 3 FY 2019 4 FY 2020 5 FY 2021 $ 94,667,889 $ 58,724,021 $ 35,238,098 $ 21,898,540 $ 19,014,115 $ 11,612,270 $ 4,199,997 56,057,006 71,869,273 $ 43,026,876 $ 7,616,117 56,784,914 107,427,907 $ 35,771,295 $ 2,166,247 58,774,611 96,712,153 $ 33,622,401 2,166,247 60,833,930 96,622,578 Sources of Funds Other Intergovernmental Grants Intergovernmental Charges for Service Transfer from Trans. Operations Total Sources $ - $ 7,713,620 10,371,914 46,191,794 64,277,328 $ Total Uses $ 100,221,196 $ 95,355,196 $ 120,767,465 $ 99,596,578 $ 101,264,482 Ending Fund Balance $ 58,724,021 $ 35,238,098 $ 21,898,540 $ 19,014,115 $ 14,372,210 203 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Financial Forecast 204 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Analysis by Kirstin Chernin, 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: As of of January 2016, Adult Probation is on track to meet all of its goals for FY2016. The rate of successful completions from probation is currently 76%, while the revocation from probation to the department of corrections is 22.4%. Furthermore, if the department continues at its current rate, the rate of new felony convictions will be approximately 8% at the end of FY 2016. While the department has been able to reach its goals, there appears to be slippage compared to previous years. This is likely due to the increase in caseload sizes which may continue to impact these goals in FY 2016 if staffing levels are unchanged. Pretrial Supervision is currently operating at a 77.6% successful completion rate. Pretrial Services will maintain a success rate above 75% and will continue to monitor for any changes. 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 205 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation retention rate of 10 years or more. Status: During FY 2014, the Department participated in its first Employee Satisfaction Survey (ESS) utilizing CourTools with an overall satisfaction rate of 87.4%. The Strategic Goals have been updated to align with this change. 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%), 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 Department typically participates in the ESS every other year. However, the Court has created workgroups to address issues identified in the previous survey and has not yet scheduled the date for the next ESS. It is likely the next survey may not occur until the Fall of FY 2017. At the end of the second quarter of FY 2016, the average number of years of service for APD “badged staff” is 11.30 years, exceeding the goal of 10 years or more. The average has exceeded 11 years for the last four quarters. The state legislature recently removed the date from legislation that would have terminated the Reverse Drop program. Based on this, the department is optimistic that the average length of service will be maintained. 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 December 2015, presentence is meeting its goal at 98%. Based on current data the number of presentence reports has stabilized, with minimal growth projected. It is anticipated that the goal for on-time reports will be maintained. The percentage of restitution collected in FY 2015 increased from the previous year from 48.5% to 54.8 %. While it is still short of the goal of 65%, it does represent significant improvement. It is anticipated that this result will be maintained or improve in FY 2016. 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 also be impacted if the department is unable to maintain current caseload ratios. The percentage community work service hours completed increased in FY 2015 from 48.2% to 55.6%, which is below the department goal of 65%. The department is projected to maintain this rate in FY 2016 and FY 2017. 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. APD strives to improve in the collection of victim restitution payments, as well as ensuring that community restitution work hours are completed by probationers. 206 Maricopa County Annual Business Strategies FY 2017 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 2015, APD achieved a 71.4% satisfaction rate through its victim survey and a 90.5% satisfaction rate from its law enforcement and criminal justice partners. The victim satisfaction rate improved from the satisfaction rate of 63.9% in FY 2014 and exceeded the department goal of 70%. The department projects that the victim satisfaction rate will improve during FY16, allowing the department to maintain its goal. A probationer survey was also conducted in FY 2015 and probationers reported a 90.5% satisfaction rate with the services provided by the department. During FY 2016, surveys will be conducted of opted-in victims, community partners and treatment providers, pretrial clients and judicial officers. The departments anticipates maintaining high levels of satisfaction among all stakeholders in FY 2016 Department Specific In support of previously listed 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, numerous enhancements were made to APD’s infrastructure through major maintenance, tenant improvements, building relocation, and investments in various technologies. The Downtown Justice Center pretrial services lobby and suite was expanded, the Black Canyon probation office parking lot was completely rebuilt and resurfaced, the Sunnyslope office added a separate and secure interview area to meet with probationers, Southport and the West Court Building added transaction windows, ergonomic improvements were made at various offices, and the APD Communications Center was relocated to the MCSO 911 Center providing improved equipment and enhancements to officer safety. Network speed at Southport, Garfield, & Northport were improved through infrastructure enhancements, cellular service at the Scottsdale office was improved, electronic access to County Attorney packets (for presentence reports) and victim information was obtained, the e-sentencing project was initiated enabling the e-filing of the presentence report, a pilot of three hundred iPhones for field officers began, and video monitors were installed at several area offices to provide probationers and defendants with information while they wait to be seen. The Fugitive Apprehension Unit was equipped with long guns to enhance officer safety and effectiveness. Finally, APD Administration began work with the Facilities Maintenance Department to update the APD Master Plan providing a framework to detail and address APD’s space needs. 207 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 403,631 $ 1,958,193 2,361,824 $ 1,131,214 $ 1,931,369 3,062,583 $ 1,131,214 $ 1,931,369 3,062,583 $ 849,555 $ 1,399,644 2,249,199 $ 776,245 $ 1,957,574 2,733,819 $ (354,969) 26,205 (328,764) -31.4% 1.4% -10.7% 109,350 $ 965,815 451,540 140,926 43,551 8,412,358 55,344 10,178,884 $ 129,699 $ 960,000 447,500 33,240 8,034,297 40,000 9,644,736 $ 129,699 $ 960,000 447,500 33,240 8,110,126 40,000 9,720,565 $ 91,057 $ 952,595 453,379 35,010 8,567,064 32,167 10,131,272 $ 81,875 $ 972,000 436,700 44,400 8,426,800 45,000 10,006,775 $ (47,824) 12,000 (10,800) 11,160 316,674 5,000 286,210 -36.9% 1.3% -2.4% N/A 33.6% 3.9% 12.5% 2.9% $ 433 $ 3,161,748 3,162,181 $ - $ 2,807,600 2,807,600 $ - $ 2,807,600 2,807,600 $ - $ 3,166,441 3,166,441 $ - $ 2,810,800 2,810,800 $ 3,200 3,200 N/A 0.1% 0.1% TOTAL PROGRAMS $ 15,702,889 $ 15,514,919 $ 15,590,748 $ 15,546,912 $ 15,551,394 $ (39,354) -0.3% 994,032 $ 9,282,901 2,534,199 7,151,982 4,739,859 24,702,973 $ 1,577,205 $ 9,502,334 2,688,768 7,489,796 4,917,046 26,175,149 $ 1,580,592 $ 9,584,026 2,621,960 7,171,237 4,697,178 25,654,993 $ 1,302,990 $ 9,555,002 2,574,684 6,824,763 4,644,909 24,902,348 $ 1,319,685 $ 9,834,713 2,576,201 7,340,392 4,849,521 25,920,512 $ 260,907 (250,687) 45,759 (169,155) (152,343) (265,519) 16.5% -2.6% 1.7% -2.4% -3.2% -1.0% 3,016,317 $ 1,695,697 2,620,107 1,210,554 7,398,761 4,130,395 1,680,632 6,322,633 30,313,250 709,247 2,535,846 61,633,439 $ 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 $ 3,145,759 $ 2,045,411 2,693,590 1,373,783 8,395,629 3,564,491 1,692,278 6,833,968 32,826,683 691,099 2,551,795 65,814,486 $ 3,108,993 $ 1,905,828 2,608,000 1,398,165 8,200,756 3,392,034 1,705,710 6,424,511 32,380,781 717,935 2,603,803 64,446,516 $ 3,154,047 $ 2,089,915 2,941,398 1,408,303 8,270,889 3,384,297 1,950,684 7,252,700 34,467,378 687,780 2,694,383 68,301,774 $ (8,288) (44,504) (247,808) (34,520) 124,740 180,194 (258,406) (418,732) (1,640,695) 3,319 (142,588) (2,487,288) -0.3% -2.2% -9.2% -2.5% 1.5% 5.1% -15.3% -6.1% -5.0% 0.5% -5.6% -3.8% 596,422 $ 326,054 279,330 168,180 812,847 894,447 3,077,280 $ 610,812 $ 387,064 277,644 (107,173) 168,180 1,015,466 993,084 3,345,077 $ 610,812 $ 341,654 277,644 168,180 1,012,255 987,593 3,398,138 $ 595,931 $ 340,948 288,589 168,180 952,312 964,039 3,309,999 $ 596,292 $ 378,157 286,111 (108,865) 168,180 898,390 939,946 3,158,211 $ 14,520 (36,503) (8,467) 108,865 113,865 47,647 239,927 2.4% -10.7% -3.0% N/A 0.0% 11.2% 4.8% 7.1% 711,359 $ 205,467 366,718 1,283,544 $ 946,777 $ 201,589 495,486 1,643,852 $ 958,095 $ 201,589 441,497 1,601,181 $ 1,108,456 $ 199,888 495,500 1,803,844 $ 1,487,433 $ 200,158 1,113,475 2,801,066 $ (529,338) 1,431 (671,978) (1,199,885) -55.2% 0.7% -152.2% -74.9% $ 376,145 $ 1,246,359 101,817 1,724,321 $ 374,680 $ 1,294,534 105,345 1,774,559 $ 374,680 $ 1,285,078 105,345 1,765,103 $ 382,222 $ 1,272,684 107,840 1,762,746 $ 384,006 $ 1,294,533 108,088 1,786,627 $ (9,326) (9,455) (2,743) (21,524) -2.5% -0.7% -2.6% -1.2% TOTAL PROGRAMS $ 92,421,557 $ 99,058,072 $ 98,233,901 $ 96,225,453 $ 101,968,190 $ (3,734,289) -3.8% 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 $ $ $ 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 $ INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 208 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ SUBTOTAL $ 2,600,509 2,600,509 $ $ 3,071,370 3,071,370 $ $ 3,147,199 3,147,199 $ $ 2,701,541 2,701,541 $ $ 2,656,983 $ 2,656,983 $ (490,216) (490,216) CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 9,930,439 9,930,439 $ $ 9,528,089 9,528,089 $ $ 9,528,089 9,528,089 $ $ 9,986,040 9,986,040 $ $ 9,987,611 $ 9,987,611 $ 459,522 459,522 4.8% 4.8% $ SUBTOTAL $ 3,162,521 3,162,521 $ $ 2,911,860 2,911,860 $ $ 2,911,860 2,911,860 $ $ 2,853,305 2,853,305 $ $ 2,900,000 2,900,000 $ $ (11,860) (11,860) -0.4% -0.4% $ SUBTOTAL $ 9,420 9,420 $ $ 3,600 $ 3,600 $ 3,600 3,600 $ $ 6,026 6,026 $ $ 6,800 6,800 $ $ 3,200 3,200 88.9% 88.9% ALL REVENUES $ 15,702,889 $ 15,514,919 $ 15,590,748 $ 15,546,912 $ 15,551,394 $ (39,354) -0.3% TOTAL SOURCES $ 15,702,889 FY 2015 ACTUAL $ 15,514,919 $ FY 2016 ADOPTED 15,590,748 FY 2016 REVISED $ 15,546,912 FY 2016 FORECAST $ 15,551,394 FY 2017 ADOPTED $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ -15.6% -15.6% (39,354) -0.3% REVISED VS ADOPTED VAR % 57,330,288 $ 251,810 420,677 22,804,004 105,955 (12,125,437) 13,775,067 82,562,364 $ 59,142,240 $ 517,922 649,085 27,148,138 262,827 (16,233,359) 17,860,957 89,347,810 $ 58,490,467 $ 517,380 649,085 26,900,781 262,827 (16,233,359) 17,860,957 88,448,138 $ 58,000,571 $ 358,900 499,044 26,210,857 157,157 (16,253,307) 17,881,240 86,854,462 $ 58,597,689 $ 492,692 508,129 29,656,881 89,133 (16,096,811) 17,658,096 90,905,809 $ (107,222) 24,688 140,956 (2,756,100) 173,694 (136,548) 202,861 (2,457,671) -0.2% 4.8% 21.7% -10.2% 66.1% -0.8% 1.1% -2.8% 938,997 $ 2,682 211,135 712,629 1,865,443 $ 1,098,468 $ 4,800 276,362 336,756 1,716,386 $ 1,033,568 $ 14,800 276,362 297,756 1,622,486 $ 1,049,070 $ 10,541 221,197 85,378 1,366,186 $ 980,173 $ 15,734 254,100 304,900 (18,919) 18,919 1,554,907 $ 53,395 (934) 22,262 (7,144) 18,919 (18,919) 67,579 5.2% -6.3% 8.1% -2.4% N/A N/A 4.2% - $ 354,276 2,650,966 990,406 219,332 1,167,030 1,733,627 304,935 34,723 48,379 365,191 221 (619,884) 7,249,202 $ - $ 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 $ - $ 515,325 2,892,353 969,296 225,021 1,234,000 1,804,646 332,629 55,240 65,616 383,000 (619,884) 7,857,242 $ 280 $ 397,533 2,873,967 1,026,733 224,566 1,032,001 1,994,950 336,255 33,107 40,600 345,816 (514,052) 7,791,756 $ - $ 416,800 3,457,282 1,068,460 309,600 1,140,480 2,461,235 368,980 50,800 61,380 370,500 (839,907) 325,864 9,191,474 $ 98,525 (564,929) (99,164) (84,579) 93,520 (656,589) (36,351) 4,440 4,236 12,500 220,023 (325,864) (1,334,232) N/A 19.1% -19.5% -10.2% -37.6% 7.6% -36.4% -10.9% 8.0% 6.5% 3.3% N/A 35.5% N/A -17.0% $ 32,002 $ 712,546 744,548 $ 80,000 $ 120,000 200,000 $ 80,000 $ 226,035 306,035 $ - $ 213,049 213,049 $ 100,000 $ 216,000 316,000 $ (20,000) 10,035 (9,965) -25.0% 4.4% -3.3% ALL EXPENDITURES $ 92,421,557 $ 99,058,072 $ 98,233,901 $ 96,225,453 $ 101,968,190 $ (3,734,289) -3.8% TOTAL USES $ 92,421,557 $ 99,058,072 $ 98,233,901 $ 96,225,453 $ 101,968,190 $ (3,734,289) -3.8% 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 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ 209 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 211 ADULT PROBATION GRANTS OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FUND TOTAL SOURCES $ 2,702,120 $ 2,702,120 $ 3,171,370 $ 3,171,370 $ 3,247,199 $ 3,247,199 $ 2,792,182 $ 2,792,182 $ 2,807,783 $ 2,807,783 $ (439,416) (439,416) $ FUND TOTAL SOURCES $ 13,000,769 $ 13,000,769 $ 12,343,549 $ 12,343,549 $ 12,343,549 $ 12,343,549 $ 12,754,730 $ 12,754,730 $ 12,743,611 $ 12,743,611 $ 400,062 400,062 3.2% 3.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 15,702,889 $ 15,702,889 $ 15,514,919 $ 15,514,919 $ 15,590,748 $ 15,590,748 $ 15,546,912 $ 15,546,912 $ 15,551,394 $ 15,551,394 $ (39,354) (39,354) -0.3% -0.3% 201 ADULT PROBATION FEES OPERATING FY 2015 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 49,769,169 $ 20,980 49,790,149 $ 49,084,413 $ 171,000 49,255,413 $ 48,184,413 $ 171,000 48,355,413 $ 47,855,070 $ 152,578 48,007,648 $ 50,970,130 $ 54,000 51,024,130 $ $ FUND TOTAL USES $ 2,689,232 $ 2,689,232 $ 3,171,370 $ 3,171,370 $ 3,247,199 $ 3,247,199 $ 2,792,182 $ 2,792,182 $ 2,807,783 $ 2,807,783 $ 439,416 439,416 13.5% 13.5% $ 12,137,346 $ 285,502 12,422,848 $ 12,343,549 $ 428,787 12,772,336 $ 12,343,549 $ 428,787 12,772,336 $ 12,248,153 $ 167,747 12,415,900 $ 12,743,611 $ 820,000 13,563,611 $ (400,062) (391,213) (791,275) -3.2% -91.2% -6.2% FUND TOTAL USES $ 27,319,486 $ 199,842 27,519,328 $ 33,803,153 $ 55,800 33,858,953 $ 33,803,153 $ 55,800 33,858,953 $ 32,970,153 $ 39,570 33,009,723 $ 34,545,666 $ 27,000 34,572,666 $ (742,513) 28,800 (713,713) -2.2% 51.6% -2.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 91,915,233 $ 506,324 $ 92,421,557 $ 98,402,485 $ 655,587 $ 99,058,072 $ 97,578,314 $ 655,587 $ 98,233,901 $ 95,865,558 $ 101,067,190 $ 359,895 $ 901,000 $ 96,225,453 $ 101,968,190 $ (3,488,876) (245,413) (3,734,289) -3.6% -37.4% -3.8% 211 ADULT PROBATION GRANTS OPERATING $ FY 2016 ADOPTED -13.5% -13.5% 201 ADULT PROBATION FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT $ (2,785,717) 117,000 (2,668,717) -5.8% 68.4% -5.5% 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 INFRASTRUCTURE NETWORK SVCS TECHNOLOGY SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 12.10 130.60 30.00 75.68 50.95 299.33 13.10 124.10 30.00 75.68 47.45 290.33 13.10 126.10 29.00 73.68 48.00 289.88 13.10 125.10 29.00 73.68 47.70 288.58 13.10 125.10 29.00 77.68 47.70 292.58 (1.00) 4.00 (.30) 2.70 0.0% (0.8%) 0.0% 5.4% (0.6%) 0.9% 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 62.30 25.75 32.00 36.32 18.05 94.46 19.25 85.80 387.96 8.25 815.17 45.01 46.30 25.75 32.00 32.67 19.05 101.96 21.25 86.80 397.83 7.25 815.87 45.01 47.30 25.75 32.00 33.32 19.05 101.46 21.25 85.80 397.98 7.25 816.17 45.01 47.30 27.75 32.00 38.32 19.05 101.46 23.25 87.80 404.98 7.25 834.17 1.00 2.00 5.65 (.50) 2.00 1.00 7.15 18.30 0.0% 2.2% 7.8% 0.0% 17.3% 0.0% (0.5%) 9.4% 1.2% 1.8% 0.0% 2.2% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.50 3.50 7.00 4.00 17.00 2.50 3.50 17.00 4.00 27.00 2.50 3.00 17.00 3.50 26.00 2.50 3.50 17.00 4.00 27.00 2.50 3.00 17.00 3.50 26.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 4.75 1.25 3.75 9.75 1,116.75 4.75 1.25 3.75 9.75 1,143.25 4.75 1.25 3.75 9.75 1,142.50 4.75 1.25 3.75 9.75 1,142.50 4.75 1.25 3.75 9.75 1,163.50 21.00 0.0% 0.0% 0.0% 0.0% 1.8% 210 Maricopa County Annual Business Strategies FY 2017 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 Trainer Training Supervisor Department Total 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 2016 ADOPTED 19.00 2.00 1.00 1.00 14.00 2.00 14.00 3.50 1.00 1.00 6.00 1.00 3.00 2.00 1.00 1.00 1.00 72.00 2.00 9.00 5.00 3.00 1.00 49.00 43.75 21.00 3.00 10.00 665.00 98.00 5.00 81.00 1.00 1.00 1,143.25 FY 2016 FY 2016 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 3.50 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 43.00 43.00 21.00 21.00 3.00 3.00 11.00 10.00 665.00 665.00 98.00 98.00 6.00 6.00 81.00 81.00 1.00 1.00 1.00 1,142.50 1,142.50 REVISED TO ADOPTED FY 2017 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 0.0% 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% 2.00 0.0% 1.00 0.0% 49.00 0.0% 43.00 0.0% 21.00 0.0% 3.00 0.0% 11.00 0.0% 683.00 18.00 2.7% 99.00 1.00 1.0% 6.00 0.0% 83.00 2.00 2.5% 1.00 0.0% N/A 1,163.50 21.00 1.8% FY 2015 ADOPTED 758.00 1.50 28.25 329.00 1,116.75 FY 2016 ADOPTED 776.00 1.50 24.75 341.00 1,143.25 FY 2016 FY 2016 REVISED FORECAST 776.00 776.00 1.50 1.50 24.00 24.00 341.00 341.00 1,142.50 1,142.50 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 784.00 8.00 1.0% 1.50 0.0% 24.00 0.0% 354.00 13.00 3.8% 1,163.50 21.00 1.8% Staffing by Fund 100 201 211 255 DEPARTMENT/FUND GENERAL ADULT PROBATION FEES ADULT PROBATION GRANTS DETENTION OPERATIONS Department Total Significant Variance Analysis There was an addition of 8.0 FTE in the General Fund (100) and 13.0 FTE in the Detention Fund (255) for FY 2017 in order to maintain best practice ratios. The additional FTE are due to increased demand for probationary services. The FTE are allocated as follows: 1.0 FTE Surveillance Officer and 1.0 FTE Probation Officer for Domestic Violence Activity, 1.0 FTE Surveillance Officer and 1.0 FTE Probation Officer for Sex Offender Activity, 1.0 FTE Probation Officers for Standard Probation, 2.0 FTE Probation Officers for Seriously Mentally Ill Activity,1.0 FTE Probation Officer for the Interstate Compact Activity, 1.0 FTE Probation Officer and 1.0 FTE Probation Supervisor for the Prison Re-Entry Activity, 1.0 FTE Probation Officer for Drug Court, 1.0 FTE Probation Officer for DUI Court, 4.0 FTE Probation Officers for the Pretrial Field, 2.0 Probation Officers for Custody Integration Intensive, and 3.0 FTE Probation Officers for Custody Integration Standard. 211 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $1,025,171 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $39,649 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $296,470 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $424,173 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $375,808 for the impact of the changes in the base level telecommunication charges. • Increase Internal Service Charges by $30,303 for the impact of the changes in the radio charges. • Decrease Capital Equipment by $106,035 for the reduction in the number of new vehicles needed. • Decrease Expenditures by $4,561 for the net change in other personnel, supplies and services. • Increase Vacancy Savings by $63,356 for savings incurred during probation officer recruitment time period. • Increase Vacancy Savings by $544,150 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 3.02% in FY 2016 to 4.00% in FY 2017. • Increase Allocation Out by $349,168 to the Adult Probation Fee Fund. • Decrease Allocation Out by $240,895 to the Detention Fund for changes in Indirect Services costs. Adult Probation Fees Fund (201) Operating • Increase Regular Benefits by $2,630 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $687 for the impact of the changes in retirement contribution rates. • Increase Personnel by $83,278 for positions moved from Non Recurring to Operating. • Decrease Expenditures by $29,808 for the net change in other personnel, supplies and services. • Increase Vacancy Savings by $5,893 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 67.85% in FY 2016 to 70.0% in FY 2017. • Increase Allocation In by $349,168 from the General Fund. Adult Probation Grants Fund (211) Operating • Increase Regular Benefits by $31,774 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $2,219 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $816 for the impact of the changes in retirement contribution rates. 212 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • Department Strategic Plans and Budgets Adult Probation Increase Internal Service Charges by $14,682 for the impact of the changes in risk management charges. Increase Vacancy Savings by $67,164 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 4.41% in FY 2016 to 8.10% in FY 2017. Decrease Expenditures by $341,476 and Revenue $363,587 to reflect an expected decrease in grant awards for FY 2017. Detention Fund (255) Operating • Increase Regular Benefits by $449,481 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $18,246 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $162,796 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $179,135 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $153,530 for the impact of the changes in the base level telecommunication charges. • Increase Internal Service Charges by $12,900 for the impact of the changes in the radio charges. • Increase Vacancy Savings by $108,865 for savings incurred during probation officer recruitment time period. • Decrease Fuel by $23,312 due to reduced fuel prices. • Decrease Expenditures by $43,970 for the net change in other supplies and services. • Increase Vacancy Savings by $812,730 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 2.70% in FY 2016 to 5.91% in FY 2017. • Decrease Allocation In by $240,895 from the General Fund for changes in Indirect Services costs. 213 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation Programs and Activities Behavioral Change Program The purpose of the Assessment and Behavioral Change Program is to provide assessment, treatment and education services to offenders so that they can experience positive behavioral change. Program Results Measure Description Percent of students who achieve at least one successful gain in education classes operated by MCAPD during the reporting period. Percent of presentence investigation reports submitted to the Court that did not have continuances submitted by MCAPD during the reporting period. Percent of Pretrial Initial Appearance defendant packets submitted to the Court within the 24hour 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 2015 ACTUAL 34.5% FY 2016 REVISED 69.1% FY 2016 FORECAST 58.2% FY 2017 ADOPTED 44.5% 97.8% 98.1% 97.2% 93.5% (4.6%) -4.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 79.1% 82.3% 64.6% 62.6% (19.7%) -24.0% 59.2% 61.3% 56.0% 59.8% (1.5%) -2.5% 46.2% 40.4% 55.7% 57.1% 16.7% 41.3% Activities that comprise this program include: • Adult Education • Pretrial Supervision • Presentence • • REV VS ADOPTED % VAR (24.5%) -35.6% 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. 214 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue FY 2017 Measure FY 2015 FY 2016 FY 2016 REV VS ADOPTED VAR % ADOPTED REVISED FORECAST ACTUAL Description 75.3% 44.5% (24.5%) -35.6% 69.1% Percent of students who achieve at least one 34.5% successful gain in education classes operated by MCAPD during the reporting period. -15.9% (50) 264 Average number of students who participated 272 288 314 in education classes operated by MCAPD during the reporting period. -4.6% (18) 373 373 391 Number of students who terminate (exit) from 923 education classes operated by MCAPD during the reporting period. -14.1% (50) 305 Average number of students in need (directed, 344 355 325 referred, inquiry) of MCAPD operated education services. -0.3% (12.71) Average cost per student who participates in $ 1,026.89 $ 4,986.09 $ 5,791.07 $ 4,998.81 $ MCAPD operated education classes per year. 776,245 776,245 $ $ (354,969) (354,969) -31.4% -31.4% 436,947 882,738 $ 1,319,685 $ 28,601 232,306 260,907 6.1% 20.8% 16.5% 849,555 849,555 $ $ 392,580 910,410 $ 1,302,990 $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 403,631 403,631 $ 1,131,214 $ 1,131,214 $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 316,019 678,013 994,032 $ $ Expenditure $ 465,548 1,115,044 $ 1,580,592 $ Activity Narrative: The average number of students in need is decreasing due to the passage of the Workforce Innovation Opportunity Act (WIOA), which prioritizes jobs and employment over education. 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 255 - DETENTION OPERATIONS TOTAL USES FY 2015 ACTUAL 97.8% $ FY 2016 FY 2016 REVISED FORECAST 98.1% 95.6% REV VS ADOPTED VAR % (4.6%) -4.7% FY 2017 ADOPTED 93.5% 16,397 16,516 16,851 17,024 508 3.1% 16,397 16,516 16,851 17,024 508 3.1% 2.59 0.4% 566.13 $ 4,968,923 4,313,978 $ 9,282,901 $ 580.29 $ 5,111,678 4,472,348 $ 9,584,026 $ 567.03 $ 5,119,119 4,435,883 $ 9,555,002 $ 577.70 $ $ 5,246,711 4,588,002 $ 9,834,713 $ $ (135,033) (115,654) (250,687) -2.6% -2.6% -2.6% 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. 215 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 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 REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Pretrial Initial Appearance 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% defendant packets submitted to the Court within the 24-hour statutory mandate during the reporting period. Number of Initial Appearance defendant 50,269 49,139 49,026 50,884 1,745 3.6% packets presented to the court during the reporting period. Number of Initial Appearance defendant 50,269 49,139 49,026 50,884 1,745 3.6% packets ordered by the court during the reporting period. Average cost per Initial Appearance $ 50.41 $ 53.36 $ 52.52 $ 50.63 $ 2.73 5.1% defendant packets presented to the court per year. Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ 2,534,199 $ 2,534,199 $ 2,621,960 $ 2,621,960 $ 2,574,684 $ 2,574,684 $ 2,576,201 $ 2,576,201 $ $ 45,759 45,759 1.7% 1.7% 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 Demand Expenditure Ratio Expenditure Measure Description Percent of defendants who successfully complete release conditions 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 2015 ACTUAL 79.1% $ FY 2016 FY 2016 REVISED FORECAST 82.3% 64.6% REV VS ADOPTED VAR % (19.7%) -24.0% 2,388 2,856 2,937 3,207 351 12.3% 2,388 2,856 2,782 3,207 351 12.3% 2,994.97 $ 231,317 136,677 6,783,988 $ 7,151,982 $ $ FY 2017 ADOPTED 62.6% 2,510.94 $ 2,323.72 $ 321,733 6,849,504 $ 7,171,237 $ 2,288.87 $ 222.07 8.8% 327,110 6,497,653 $ 6,824,763 $ 330,709 7,009,683 $ 7,340,392 $ (8,976) (160,179) (169,155) -2.8% N/A -2.3% -2.4% $ Activity Narrative: The cause of this increase is undetermined, but may be due to the use of the new Public Safety Assessment (PSA), changes in bail/bond practices and prosecution practices. The percent of successful completions is decreasing due to the total number of exits increasing at a higher rate than the number of successful exits. Base Adjustments: Detention Fund (255) Operating • Increase Expenditures by $301,196 for 4.0 FTE, Laptops, Body Armor, Cell Phone Service, and Mileage. 216 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Transition and Treatment Activity The purpose of the Transition and Treatment Activity is to provide evidence-based practice treatment services to probationers so they can make positive, pro-social behavioral changes and successfully complete the treatment program. Mandates: A.R.S. §§12-299, 13-3422, and 13-901.01 establishes that Superior Court, though, Adult Probation, is responsible for establishing community punishment programs, including drug treatment. Measure Type Result Result Output Output Output Demand Demand Expenditure Ratio Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED FORECAST ADOPTED VAR % REVISED Description ACTUAL Percent of probationers who successfully 59.2% 61.3% 56.0% 59.8% (1.5%) -2.5% completed MCAPD operated and/or funded treatment and residential services during the reporting period. 40.4% 55.7% 57.1% Percent of jail days saved by releasing 46.2% 16.7% 41.3% probationers early from jail into treatment during the reporting period. 1,566 Average number of probationers who 1,636 1,885 2,039 474 30.2% participate in MCAPD operated and/or funded treatment and residential service during the reporting period. Number of jail days saved by releasing 3,465 3,202 4,665 4,768 1,566 48.9% probationers early from jail into treatment during the reporting period. Number of probationers who were terminated 1,100 29.0% 1,048 1,286 1,352 304 from MCAPD operated and/or funded treatment and residential services during the reporting period. Average number of probationers who are -51.9% 1,384 1,778 990 855 (923) 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 7,494 7,702 6,926 (776) -10.1% 7,375 who are released from jail into treatment during the reporting period. 0.98 Average cost per probationer to receive $ 2,897.22 $ 3,001.39 $ 2,967.99 $ 3,205.24 $ 2,929.67 $ MCAPD operated and/or funded treatment and residential services per year. Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 1,949,681 8,512 $ 1,958,193 $ 1,923,533 7,836 $ 1,931,369 $ 1,391,572 8,072 $ 1,399,644 $ 1,949,738 7,836 $ 1,957,574 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,216,709 1,670,911 5,978 846,261 $ 4,739,859 $ 2,166,504 1,711,990 18,321 800,363 $ 4,697,178 $ 2,254,664 1,579,590 19,092 791,563 $ 4,644,909 $ 2,288,627 1,671,148 6,000 883,746 $ 4,849,521 $ $ 26,205 26,205 1.4% 0.0% 1.4% Expenditure $ $ (122,123) 40,842 12,321 (83,383) (152,343) -5.6% 2.4% 67.3% -10.4% -3.2% Activity Narrative: The number of individuals referred to Maricopa County Adult Probation Department (MCAPD) programs continues to decrease. The number of jails days saved is increasing due to the efforts to release probationers to treatment rather than remain in jail. 217 Maricopa County Annual Business Strategies FY 2017 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 REV VS ADOPTED VAR % 1.3% 2.1% Measure Description Percent of probationers who complete community work service hours ordered by the court during the reporting period. Percent of opted-in victims satisfied with MCAPD. Percent of probationers paying restitution during the reporting period. Percent of domestic violence probationers who successfully complete probation during the reporting period. Percentage of active domestic violence probationers sentenced for a new felony offense while supervised during the fiscal year. Percent of jail days saved through Court Liaison during the reporting period. Percentage of jailed probationers who received services under In-Custody Management during the reporting period. Percent of Sex Offenders who check in with Adult Probation within 72 hours of discharge from Department of Corrections during the reporting period. Percent of probationers on deportation status through Immigration and Customs Enforcement (ICE) who are returned to MCAPD for action due to arrest, technical violation, or investigation during the reporting period. FY 2015 ACTUAL 60.6% FY 2016 REVISED 61.2% FY 2016 FORECAST 61.5% FY 2017 ADOPTED 62.5% 71.4% 72.7% 75.0% 75.4% 2.7% 3.7% 79.6% 79.0% 79.4% 79.2% 0.2% 0.3% 44.5% 45.4% 45.0% 49.2% 3.8% 8.4% 6.5% 6.4% 6.3% 6.0% (0.4%) -6.6% 47.5% 48.0% 48.2% 48.8% 0.7% 1.5% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.3% 0.3% 0.4% 0.4% 0.1% 38.1% 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. Percent of active Sex Offender probationers sentenced for a new felony offense while supervised during the reporting period. 46.5% 49.4% 34.6% 52.2% 2.8% 5.6% 13.5% 12.1% 12.5% 13.0% 0.9% 7.3% 7.3% 7.3% 7.3% 9.0% 1.7% 23.2% 96.0% 96.4% 97.1% 97.1% 0.7% 0.7% 77.7% 78.0% 78.1% 80.5% 2.5% 3.2% 6.1% 7.3% 8.0% 8.1% 0.8% 11.6% 2.0% 2.3% 2.3% 2.5% 0.2% 8.7% 218 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation Program Results (continued) Measure Description Percent of standard probationers who successfully complete probation during the reporting period. Percent of active standard probationers convicted of a new felony offense while supervised during the fiscal year. Percent of transferred youth probationers who successfully complete probation during the reporting period. Percent of active transferred youth sentenced for a new felony offense while supervised during the fiscal year. Percent of newly ordered warrants cleared during the reporting period. Percent of warrants cleared during the fiscal year. The percentage of warrants cleared with targeted criteria, out of the total warrants cleared during the reporting period. REV VS ADOPTED VAR % 7.7% 12.8% FY 2015 ACTUAL 64.7% FY 2016 REVISED 60.2% FY 2016 FORECAST 68.8% FY 2017 ADOPTED 67.9% 8.3% 7.7% 7.1% 6.4% (1.2%) -16.3% 51.5% 58.6% 64.7% 62.9% 4.3% 7.3% 16.2% 21.2% 20.8% 22.6% 1.5% 7.0% N/A 60.9% 61.0% 61.1% 0.2% 0.3% 53.3% 50.8% 51.4% 51.5% 0.7% 1.3% 15.7% 15.1% 15.2% 15.7% 0.6% 4.0% Activities that comprise this program include: • Community Restoration • Domestic Violence • Fugitive Apprehension • In Custody Management • Indirect Services • Intensive Probation • • • • • Compliance Monitoring Seriously Mentally Ill Sex Offender Standard Probation Transferred Youth Community Restoration Activity The purpose of the Community Restoration Activity is to provide the collection of victim restitution and the completion of community work service hours to victims and the community so they can recover from financial and emotional harm. Mandates: A.R.S. §§12-299, 13-914, and 13-916 establishes that Superior Court, through Adult Probation, is responsible for establishing community punishment programs, including community restitution. A.R.S. §13-3825 establishes that community notification of a person convicted of a crime must occur when they arrive in the state. A.R.S. §13-4415 establishes victim notification for any probation modifications. 219 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 60.6% FY 2016 FY 2016 REVISED FORECAST 61.2% 61.5% REV VS ADOPTED VAR % 1.3% 2.1% FY 2017 ADOPTED 62.5% 71.4% 72.7% 75.0% 75.4% 2.7% 3.7% 79.6% 79.0% 79.4% 79.2% 0.2% 0.3% 9,971 9,935 9,867 9,773 (162) -1.6% 3,522 3,475 3,343 3,173 (302) -8.7% 6,449 6,480 6,524 6,600 120 1.9% $ 302.51 $ 316.63 $ 315.09 $ 322.73 $ (6.10) -1.9% $ 62,849 46,501 109,350 $ 76,623 53,076 129,699 $ 40,000 51,057 91,057 $ 36,000 45,875 81,875 $ (40,623) (7,201) (47,824) -53.0% -13.6% -36.9% (34,244) 28,657 (2,701) (8,288) -1.1% 50.0% -2.8% -0.3% Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 2,893,816 25,871 96,630 $ 3,016,317 $ $ $ $ Expenditure $ 2,990,480 57,317 97,962 $ 3,145,759 $ 2,976,170 33,728 99,095 $ 3,108,993 $ 3,024,724 28,660 100,663 $ 3,154,047 $ $ Activity Narrative: The average number of probationers ordered to pay restitution has decreased while the number of probationers ordered to perform community service has increased. This decision is at the discretion of the Court and may be a reflection of the economic environment and the probationers’ ability to pay. 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. 220 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of domestic violence probationers 44.5% 45.4% 45.0% 49.2% 3.8% 8.4% who successfully complete probation during the reporting period. Percentage of active domestic violence 6.5% 6.4% 6.3% 6.0% (0.4%) -6.6% probationers sentenced for a new felony offense while supervised during the fiscal year. 301 305 307 325 20 6.6% Number of domestic violence probationers terminated from probation during the reporting period. Average number of domestic violence 802 905 905 969 64 7.1% probationers supervised during the fiscal year. Excludes Limited Jurisdiction (LJ) cases. Average number of active domestic violence 802 905 905 969 64 7.1% probationers ordered to be supervised during the reporting period. Average cost per active Domestic Violence $ 2,114.34 $ 2,260.12 $ 2,105.89 $ 2,156.78 $ 103.35 4.6% probationer per year. 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,693,017 2,680 $ 1,695,697 $ 2,034,911 10,500 $ 2,045,411 $ 1,900,578 5,250 $ 1,905,828 $ 2,089,915 $ 2,089,915 $ $ (55,004) 10,500 (44,504) -2.7% 100.0% -2.2% Activity Narrative: The average number of active probationers in the Domestic Violence Activity continues to increase resulting in the need for additional Probation Officers and supplies and services. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $142,596 for 2.0 FTE, Cell Phone Service, Fuel, Laptops, Handguns, and Vests. General Fund (100) Non Recurring • Increase Expenditures by $27,000 for new vehicle. Fugitive Apprehension Activity The purpose of the Fugitive Apprehension Activity is to provide investigation and apprehension services to the Court so they can make informed decisions regarding public safety and return absconded probationers to the Court. Mandates: A.R.S. §13-901 establishes standard probation, the conditions, and fees. A.R.S. §13-916 establishes intensive probation, the conditions, and fees and establishes qualifications for probation officers and support staff. 221 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Output Output Demand Expenditure Ratio Revenue FY 2015 FY 2016 FY 2016 REV VS ADOPTED Measure FY 2017 % VAR Description ACTUAL REVISED FORECAST ADOPTED 61.1% 0.2% 0.3% N/A 60.9% 61.0% Percent of newly ordered warrants cleared during the reporting period. Percent of warrants cleared during the fiscal 53.3% 50.8% 51.4% 51.5% 0.7% 1.3% year. The percentage of warrants cleared with 15.7% 15.1% 15.2% 15.7% 0.6% 4.0% targeted criteria, out of the total warrants cleared during the reporting period. 96 10.5% 1,008 972 Average number of probationers on warrant 936 912 status with targeted criteria being sought by Adult Probation during the reporting period. 119 1.7% 7,269 7,127 Total number of probationers on warrant status 7,065 7,150 cleared during the reporting period. 1.1% Total number of probationers newly placed on 7,451 82 7,200 7,260 7,282 warrant status by the Court during the reporting period. -4.8% (8.82) Average cost per probationer on warrant $ 415.85 $ 194.20 $ 185.38 $ 187.93 $ status during the fiscal year. 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 55,344 55,344 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 2,482,413 53,127 306 $ 2,535,846 $ $ 40,000 40,000 $ $ 32,167 32,167 $ $ 45,000 45,000 $ $ $ 2,648,112 46,271 $ 2,694,383 $ 5,000 5,000 12.5% 12.5% Expenditure $ 2,511,795 40,000 $ 2,551,795 $ 2,573,840 29,963 $ 2,603,803 $ (136,317) (6,271) (142,588) -5.4% -15.7% N/A -5.6% In Custody Management Activity The purpose of the In Custody Management Activity is to provide pro-social behaviors through assessment, case planning, treatment, and appropriate responses to probationers so they can be held accountable and increase their success rate of transition to the community post jail release. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 222 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Revenue Measure REV VS ADOPTED FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % 47.5% Percent of jail days saved through Court 48.0% 48.2% 48.8% 0.7% 1.5% Liaison during the reporting period. Percentage of jailed probationers who 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% received services under In-Custody Management during the reporting period. 1,772 Average daily number of jailed probationers 1,900 1,935 1,951 51 2.7% 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 189,312 212,743 196,126 196,648 (16,095) -7.6% going through violation proceedings during the reporting period. Average number of jailed probationers 1,772 1,900 1,935 1,951 51 2.7% 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 $ 1,478.62 $ 1,417.68 $ 1,347.80 $ 1,507.64 $ (89.96) -6.3% provide in-custody management services. 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 960,000 960,000 $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES 191,193 $ 255,497 (987) 2,429,901 2,438,093 $ 2,620,107 $ 2,693,590 $ 965,815 965,815 $ $ 952,595 952,595 972,000 972,000 $ $ 12,000 12,000 1.3% 1.3% 268,100 2,673,298 $ 2,941,398 $ (12,603) (235,205) (247,808) -4.9% N/A -9.6% -9.2% $ $ Expenditure $ 260,729 2,347,271 $ 2,608,000 $ $ Activity Narrative: The number of jail days required for probationers going through violation proceedings during the reporting period is anticipated to increase as well as the number of jails days saved. This is due to the increase of the subpopulations of probationers in custody reintegration, work furlough, and court liaison units. Base Adjustments: Detention Fund (255) Operating • Increase Custody Integration Intensive by $148,598 for 2.0 FTE, Laptops, Body Armor, and Cell Phone Service. • Increase Custody Integration Standard by $222,897 for 3.0 FTE, Laptops, Body Armor, and Cell Phone Service. 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. 223 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of Sex Offenders who check in with Adult Probation within 72 hours of discharge from Department of Corrections during the reporting period. Percent of probationers on deportation status through Immigration and Customs Enforcement (ICE) who are returned to MCAPD for action due to arrest, technical violation, or investigation during the reporting period. Average number of probationers monitored according to Indirect Services standards during the reporting period. Number of Sex Offenders whose probation was ordered by the court to start following discharge from Department of Corrections who were required to to report to MCAPD during the reporting period Average number of probationers on deportation status through ICE during the reporting period. 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 0.3% $ 0.3% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 0.4% 0.4% 0.1% 38.1% 15,565 15,079 15,092 15,101 22 0.1% 204 240 242 273 33 13.8% 2,391 1,935 1,949 1,950 15 0.7% 15,565 15,079 15,092 15,101 22 0.1% 77.77 $ 1,210,554 $ 1,210,554 $ 91.11 $ 1,373,783 $ 1,373,783 $ 92.64 $ 1,398,165 $ 1,398,165 $ 93.26 $ (2.15) -2.4% $ 1,408,303 $ 1,408,303 $ $ (34,520) (34,520) -2.5% -2.5% Activity Narrative: The percentage of Immigration and Customs Enforcement (ICE) deported probationers returned to MCAPD is very low and is projected to have a slight increase to 0.4% in FY 2017. It is projected that the Indirect Services population will continue to moderately increase and this is reflected in the FY 2016 Forecast and in FY 2017. 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. 224 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Revenue FY 2015 ACTUAL 46.5% FY 2016 FY 2016 REVISED FORECAST 34.6% 49.4% FY 2017 ADOPTED 52.2% 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. $ 7,443.42 $ 8,610.90 $ 7,938.78 $ 7,457.97 $ 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 451,540 451,540 $ $ 447,500 447,500 $ $ 453,379 453,379 $ $ 436,700 436,700 $ $ (10,800) (10,800) -2.4% -2.4% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,855,455 5,543,306 $ 7,398,761 $ 1,723,408 6,547,481 $ 8,270,889 $ (16,071) 140,811 124,740 -0.9% 2.1% 1.5% REV VS ADOPTED VAR % 5.6% 2.8% 13.5% 12.1% 12.5% 13.0% 0.9% 7.3% 1,164 1,150 1,224 1,332 182 15.8% 994 975 1,033 1,109 134 13.7% 994 975 1,027 1,109 134 13.7% 1,152.93 13.4% Expenditure $ 1,707,337 6,688,292 $ 8,395,629 $ 1,746,864 6,453,892 $ 8,200,756 $ Activity Narrative: Over the past few years, Adult Probation has seen an increase in the average risk score of individuals sentenced to supervised probation. There is also an increase in those assessed as medium-high and high risk. This impacts the number of individuals identified as suitable or appropriate for Intensive Probation (IPS). 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. Measure Type Result Result Output Demand Expenditure Ratio Expenditure FY 2015 FY 2016 FY 2016 FY 2017 Measure REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 9.0% 1.7% 23.2% Percent of unsupervised probationers 7.3% 7.3% 7.3% sentenced for a new felony while being monitored during the fiscal year. Percent of unsupervised probationers who 96.0% 96.4% 97.1% 97.1% 0.7% 0.7% successfully complete probation during the reporting period. Average number of Compliance Monitoring 5,319 4,500 4,480 3,815 (685) -15.2% probationers supervised during the reporting period. 4,480 3,815 (685) -15.2% Average number of unsupervised probationers 5,319 4,500 ordered by the court to be monitored during the reporting period. $ 792.11 $ 757.15 $ 887.10 $ (94.99) -12.0% The average cost per unsupervised 776.54 $ probationer per fiscal year. 100 - GENERAL TOTAL USES $ 4,130,395 $ 4,130,395 $ 3,564,491 $ 3,564,491 225 $ 3,392,034 $ 3,392,034 $ 3,384,297 $ 3,384,297 $ $ 180,194 180,194 5.1% 5.1% Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The cause of this decrease is undetermined, but may be due to the use of the new Public Safety Assessment (PSA), changes in bail/bond practices and prosecution practices. These changes may have cause probationers to be placed on higher levels of supervision causing a decrease in the unsupervised population. Further analysis and research will be completed to determine the cause of the shift. 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 REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of seriously mentally ill probationers 77.7% 78.0% 78.1% 80.5% 2.5% 3.2% who successfully complete probation during the reporting period. Percent of active seriously mentally ill 6.1% 7.3% 8.0% 8.1% 0.8% 11.6% probationers sentenced for a new felony offense while supervised during the fiscal year. Number of active seriously mentally ill 264 286 302 348 62 21.7% probationers terminated from probation during the reporting period. Annual average number of active seriously 687 660 760 798 138 20.9% mentally ill probationers supervised during the fiscal year. Average number of active seriously mentally ill 687 650 749 798 148 22.8% probationers ordered to be supervised by the Court during the reporting period. Average cost per active SMI probationer per $ 2,446.33 $ 2,564.06 $ 2,244.36 $ 2,444.47 $ 119.59 4.7% year. 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 140,926 140,926 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,582,030 98,602 $ 1,680,632 $ $ - $ $ - $ $ - $ $ $ 1,950,684 $ 1,950,684 $ - N/A N/A Expenditure $ 1,692,278 $ 1,692,278 $ 1,705,710 $ 1,705,710 $ (258,406) (258,406) -15.3% N/A -15.3% Activity Narrative: Cases are now screened at presentence, rather than later in the field, and Seriously Mentally Ill (SMI) status is verified with the Regional Behavioral Health Authority (RBHA). Improvements in collaboration across agencies are also increasing the ability to identify the SMI population. This includes building strong relationships with Correctional Health to identify clients in custody that have been deemed SMI and transferring cases directly to an SMI officer. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $153,096 for 2.0 FTE, Cell Phone Service, Vests, Laptops, and Mileage. 226 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sex Offender Activity The purpose of the Sex Offender Probation Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Sex Offender probationers so they can enhance their likelihood to remain in the community and reduce commitments to the DOC. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ADOPTED VAR % FORECAST Description ACTUAL REVISED 8.7% 2.0% 2.3% 2.3% 2.5% 0.2% Percent of active Sex Offender probationers sentenced for a new felony offense while supervised during the reporting period. 2,457 217 9.7% 2,314 Average number of Sex Offender probationers 2,190 2,240 supervised during the reporting period. 9.7% 2,240 2,345 2,457 217 2,190 Annual average number of active Sex Offender probationers supervised during the fiscal year. 9.7% 218 2,314 2,457 Average number of active Sex Offender 2,190 2,240 probationers ordered to be supervised during the reporting period. 99.03 3.2% $ 2,887.05 $ 3,050.88 $ 2,739.66 $ 2,951.85 $ Average cost per active Sex Offender probationer supervised per year. 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 43,551 43,551 100 - GENERAL 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 4,780,783 1,478,479 63,371 $ 6,322,633 $ $ 33,240 33,240 $ $ 35,010 35,010 44,400 44,400 $ $ 11,160 11,160 33.6% 33.6% $ 6,200,062 984,218 68,420 $ 7,252,700 $ (463,650) 46,894 (1,976) (418,732) -8.1% 4.5% -3.0% -6.1% $ $ Expenditure $ 5,736,412 1,031,112 66,444 $ 6,833,968 $ 5,351,603 1,006,561 66,347 $ 6,424,511 $ 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. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $141,596 for 2.0 FTE, Cell Phone Service, Fuel, Laptops, and Vests. General Fund (100) Non Recurring • Increase Expenditures by $27,000 for new vehicle. Standard Probation Activity The purpose of the Standard Probation Activity is to provide community supervision and encourage pro-social behaviors of probationers through assessment, case planning, treatment and appropriate responses to behaviors. Aligning services to offender risk profiles and criminogenic needs to probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §12-251 establishes standard probation and establishes qualifications for probation officers and support staff. A.R.S. §12-253 establishes standard probation power and duties. A.R.S. 227 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of standard probationers who 64.7% 60.2% 68.8% 67.9% 7.7% 12.8% successfully complete probation during the reporting period. Percent of active standard probationers 8.3% 7.7% 7.1% 6.4% (1.2%) -16.3% convicted of a new felony offense while supervised during the fiscal year. Average number of active standard 15,772 16,047 16,346 16,909 862 5.4% probationers supervised for the reporting period. Number of Standard probationers terminated 6,204 6,574 6,159 6,137 (437) -6.6% from probation during the reporting period. Average number of active standard 15,032 15,421 16,213 16,909 1,488 9.6% probationers supervised during the fiscal year. (Excludes Interstate Compact) 15,772 16,047 16,346 16,909 862 5.4% Average number of active standard probationers ordered to be supervised during the reporting period. (Includes Interstate Compact) Average cost per active Standard probationer $ 1,921.97 $ 2,045.66 $ 1,997.21 $ 2,038.40 $ 7.25 0.4% per year. 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 8,412,358 $ 8,412,358 $ 75,829 8,034,297 $ 8,110,126 $ 79,045 8,488,019 $ 8,567,064 $ 8,426,800 $ 8,426,800 $ (75,829) 392,503 316,674 -100.0% 4.9% 3.9% 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 15,817,521 157,435 10,544,287 3,794,007 $ 30,313,250 $ 16,587,044 271,418 11,442,787 4,525,434 $ 32,826,683 $ 16,608,304 208,001 11,181,749 4,382,727 $ 32,380,781 $ 17,202,908 129,000 12,285,456 4,850,014 $ 34,467,378 $ (615,864) 142,418 (842,669) (324,580) $ (1,640,695) -3.7% 52.5% -7.4% -7.2% -5.0% $ Expenditure Activity Narrative: The number of probationers on Standard Probation has continued to increase due to a higher reliance on utilizing probation services over jail time. Prison Re-Entry, Drug Court, DUI Court, and Interstate Compact are all a part of the Standard Probation Activity and have seen continued growth resulting in the need for more Probation Officers. Base Adjustments: General Fund (100) Operating • Increase Standard Probation by $76,048 for 1.0 FTE, Laptops, Vests, Cell Phone Service, and Mileage. • Increase Interstate Compact by $76,048 for 1.0 FTE, Laptops, Vests, Cell Phone Service, and Mileage. • Increase Expenditures by $76,000 for the purchase of new Smartphones. • Increase Allocation Out by $65,568 to Juvenile Probation for Communication Center. Detention Fund (255) Operating • Increase Prison Re-Entry by $174,400 for 2.0 FTE, Cell Phone Service, Fuel, Laptops, and Body Armor. • Increase Drug Court by $110,299 for 1.0 FTE, Cell Phone Service, Laptops, Body Armor, Mileage, and Probationer Testing. • Increase DUI Court by $75,299 for 1.0 FTE, Cell Phone Service, Laptops, Body Armor, and Mileage. 228 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Adult Probation Fees Fund (201) Non Recurring • Increase Expenditures by $250,000 for Computers and Radios. • Increase Expenditures by $50,000 for General Supplies. • Increase Expenditures by $100,000 for Copier Replacements. • Increase Expenditures by $60,000 for Vehicle Upgrades. • Increase Expenditures by $360,000 for Computer Programming for Court Forms. Detention Fund (255) Non Recurring • Increase Expenditures by $27,000 for new Prison Reentry Probation Vehicle. 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. 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. Average number of active transferred youth probationers being supervised during the reporting period. Number of transferred youth probationers terminated from probation during the reporting period. Average number of active transferred youth 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 2015 ACTUAL 51.5% FY 2016 FY 2016 REVISED FORECAST 58.6% 64.7% REV VS ADOPTED VAR % 4.3% 7.3% FY 2017 ADOPTED 62.9% 16.2% 21.2% 20.8% 22.6% 1.5% 7.0% 198 189 212 212 23 12.0% 101 116 116 124 8 6.9% 198 189 212 212 23 12.0% $ 3,582.06 $ 3,656.61 $ 3,386.49 $ 3,244.25 $ 412.36 11.3% $ 13,669 695,578 709,247 $ 15,384 40,000 635,715 691,099 $ 15,689 20,000 682,246 717,935 $ 12,051 675,729 687,780 $ 3,333 40,000 (40,014) 3,319 21.7% 100.0% -6.3% 0.5% $ $ 229 $ $ $ Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Revenue Expenditures OPERATING $ FY 2016 Adopted Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer - (900,000) $ (900,000) - Agenda Item: $ MEMO FY 2016 Revised Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer $ 49,084,413 $ 48,184,413 $ - $ 900,000 900,000 $ - $ 49,084,413 $ - 1,281,992 $ 1,025,171 (39,649) 296,470 777,566 $ 602,028 - Agenda Item: MEMO FY 2017 Baseline Budget Agenda Item: Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Adult Probation Caseload Increase Increase Domestic Violence Probation by 2.0 FTE and Supplies and Services Increase Sex Offender Probation by 2.0 FTE and Supplies and Services Increase Seriously Mentally Ill by 2.0 FTE and Supplies and Services Increase Standard Probation by 1.0 FTE and Supplies and Services Increase Interstate Compact Probation by 1.0 FTE and Supplies and Services Increase Vacancy Savings for Recruitment Time Period New Smartphones Other Base Adjustments Decrease Capital Equipment Net Change in Other Personnel, Supplies and Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 3.02% to 4.0% Reallocations Adult Probation Reallocation Between Funds Increase Allocation Out to Adult Probation Fee Fund Decrease Allocation Out to Detention Fund Reallocation Between Depts Increase Allocation Out to Juvenile Probation for Communication Center FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ $ 142,596 141,596 153,096 76,048 76,048 (63,356) 76,000 $ (106,035) (4,561) $ - 30,303 424,173 375,808 (544,150) - (173,841) $ (108,273) - (544,150) $ $ (349,168) 240,895 $ (65,568) $ 230 (110,596) (65,568) - 50,970,130 $ 3.8% - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 171,000 $ - FY 2016 Revised Budget $ 171,000 $ - $ (171,000) $ (171,000) - $ - $ - $ 54,000 $ 54,000 - $ 54,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring New Domestic Violence Probation Vehicle New Sex Offender Probation Vehicle Agenda Item: $ 27,000 27,000 FY 2017 Adopted Budget Percent Change from Baseline Amount Adult Probation Fees Fund (201) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 12,343,549 $ 12,343,549 FY 2016 Revised Budget $ 12,343,549 $ 12,343,549 FY 2017 Baseline Budget $ 12,343,549 $ 12,343,549 Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Net Change in Other Personnel, Supplies and Services Personnel Fund or Function Shifts Personnel Savings Increase Vacancy Savings from 67.85% to 70.00% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Adult Probation Reallocation Between Funds Increase Allocation In from General Fund Agenda Item: $ $ $ 3,317 $ 2,630 687 47,577 $ (29,808) (29,808) 83,278 (5,893) $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 349,168 349,168 $ $ 400,062 400,062 - 349,168 $ 231 - (5,893) $ $ - 12,743,611 $ 12,743,611 3.2% 3.2% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 428,787 $ - FY 2016 Revised Budget $ 428,787 $ - $ (428,787) $ (428,787) - $ - $ - $ 820,000 $ 820,000 - $ 820,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Computers and Radios General Supplies Copier Replacements Vehicle Upgrades Computer Programming for Court Forms Agenda Item: $ 250,000 50,000 100,000 60,000 360,000 FY 2017 Adopted Budget Percent Change from Baseline Amount Adult Probation Fees Fund (201) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 1,701,802 $ 1,078,325 $ 1,078,325 $ 2,279,704 $ 2,618,534 Sources: Operating Total Sources: $ $ 13,000,769 13,000,769 $ $ 12,343,549 12,343,549 $ $ 12,343,549 12,343,549 $ $ 12,754,730 12,754,730 $ $ 12,743,611 12,743,611 $ $ $ $ 12,248,153 167,747 12,415,900 $ $ 12,343,549 428,787 12,772,336 $ $ 12,343,549 428,787 12,772,336 $ 12,743,611 820,000 13,563,611 $ - $ - $ 506,577 $ - (19) $ - $ - $ - $ - 649,538 649,538 $ $ 649,538 649,538 $ $ 2,618,534 2,618,534 $ $ 1,798,534 1,798,534 Uses: Operating Non-Recurring Total Uses: $ 12,137,346 285,502 12,422,848 Structural Balance $ 863,423 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,279,704 2,279,704 $ $ 232 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants Adult Probation FY 16 Grants $ 3,171,370 $ 3,171,370 $ 75,829 75,829 $ 75,829 75,829 $ 3,247,199 $ 3,247,199 Agenda Item: C-11-16-005-G-00 FY 2016 Revised Budget Adjustments: Grants Adult Probation FY 16 Grants Agenda Item: $ C-11-16-005-G-00 FY 2017 Baseline Budget $ Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Personnel Savings Increase Vacancy Savings from 4.41% to 8.10% Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation (75,829) $ (75,829) 3,171,370 (75,829) (75,829) $ 3,171,370 30,371 $ 31,774 (2,219) 816 (52,482) $ 14,682 (67,164) - Agenda Item: $ $ $ (67,164) FY 2017 Adopted Budget Percent Change from Baseline Amount $ (341,476) $ (341,476) (363,587) (363,587) $ 2,807,783 $ -11.5% 2,807,783 -11.5% Adult Probation Grants Fund (211) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED (152,581) $ FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 2,702,120 2,702,120 $ $ 3,171,370 3,171,370 $ $ 3,247,199 3,247,199 $ $ 2,792,182 2,792,182 $ $ 2,807,783 2,807,783 Uses: Operating Total Uses: $ $ 2,689,232 2,689,232 $ $ 3,171,370 3,171,370 $ $ 3,247,199 3,247,199 $ $ 2,792,182 2,792,182 $ $ 2,807,783 2,807,783 Structural Balance $ 12,888 $ - $ - $ - $ - Accounting Adjustments $ 12 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (139,681) (139,681) $ (152,581) $ (152,581) (152,581) $ 233 (152,581) $ (152,581) (152,581) $ (139,681) $ (139,681) (139,681) $ (139,681) (139,681) (139,681) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Adult Probation Detention Fund (255) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 33,803,153 $ - FY 2016 Revised Budget $ 33,803,153 $ - FY 2017 Baseline Budget $ 33,803,153 $ - 594,031 $ 449,481 (18,246) 162,796 389,377 $ 923,824 - (67,282) - 12,900 179,135 153,530 (812,730) - $ (240,895) $ (240,895) - $ 34,545,666 $ 2.2% - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Adult Probation Caseload Increase Increase Pretrial Defendant Monitoring by 4.0 FTE and Supplies and Services Increase Prison Reentry by 2.0 FTE and Supplies and Services Increase DUI Court by 1.0 FTE and Supplies and Services Increase Drug Court by 1.0 FTE and Supplies and Services Increase Custody Integration Standard by 3.0 FTE and Supplies and Services Increase Custody Integration Intensive by 2.0 FTE and Supplies and Services Increase Vacancy Savings for Recruitment Time Period Other Base Adjustments Decrease Fuel Net Change in Other Supplies and Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 2.70 % to 5.91% Reallocations Adult Probation Reallocation Between Funds Decrease Allocation In from General Fund $ $ $ 301,196 174,400 75,299 110,299 222,897 148,598 (108,865) $ (23,312) (43,970) $ $ (812,730) (240,895) FY 2017 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 55,800 $ - FY 2016 Revised Budget $ 55,800 $ - $ (55,800) $ (55,800) - $ - $ - $ 27,000 $ 27,000 - $ 27,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring New Prison Reentry Probation Vehicle Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 234 27,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Analysis by Kimberly D. Tolbert, 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 2015, air quality at all stations was in compliance with federal health standards 96% 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 for Fiscal Year 2013. Rule effectiveness studies have been developed and are in the process of being updated. 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 Citizens' Satisfaction Survey has been discontinued by Maricopa County. The Department will update their Strategic Plan for FY 2018. 235 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES DCPR - DUST CNTRL PERMIT REGULATION LREC - LARGE SOURCE PERMIT REGULATION SREC - SMALL SOURCE PERMIT REGULATION TRDA - TRIP REDUCTION 85AQ - AIR QUALITY $ $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 6,547,725 $ 1,229,354 5,245,465 2,094,944 15,117,488 $ 6,559,994 $ 1,341,054 5,439,911 1,800,242 15,141,201 $ 6,559,994 $ 1,341,054 5,439,911 1,800,242 15,141,201 $ 7,040,144 $ 1,492,626 5,082,534 1,910,592 15,525,896 $ 6,924,239 $ 1,204,000 5,320,318 1,807,138 15,255,695 $ 18,000 $ 864,062 2,004 884,066 $ 18,000 $ 864,062 2,004 884,066 $ 5,500 $ 750,553 2,407 758,460 $ 18,000 $ 915,599 2,004 935,603 $ 51,537 51,537 0.0% 6.0% 0.0% 5.8% 364,245 (137,054) (119,593) 6,896 114,494 5.6% -10.2% -2.2% 0.4% 0.8% ODIR - EXECUTIVE MANAGEMENT RCOM - REGULATION COMPLIANCE RECO - RECORDS MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 35,943 $ 1,152,519 2,430 1,190,892 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (200,063) $ (200,063) $ 32,040 $ 32,040 $ 32,040 $ 32,040 $ (372,987) $ (372,987) $ 32,040 $ 32,040 $ - 0.0% 0.0% TOTAL PROGRAMS $ 16,108,317 $ 16,057,307 $ 16,057,307 $ 15,911,369 $ 16,223,338 $ 166,031 1.0% 314,733 $ 1,972,455 1,204,856 2,723,959 1,675,342 7,891,345 $ 560,491 $ 2,737,056 2,418,721 2,829,487 1,776,691 10,322,446 $ 576,044 $ 2,711,575 2,355,784 2,733,234 1,793,687 10,170,324 $ 417,647 $ 2,513,306 1,323,955 2,790,767 1,505,787 8,551,462 $ 471,782 $ 2,201,343 2,411,388 2,835,959 1,770,474 9,690,946 $ 104,262 510,232 (55,604) (102,725) 23,213 479,378 18.1% 18.8% -2.4% -3.8% 1.3% 4.7% 204,096 $ 800,151 685,881 44,610 3,631,776 4,012 1,487,413 6,857,939 $ 296,605 $ 779,622 298,809 354,650 34,458 3,630,725 3,000 2,771,499 8,169,368 $ 241,971 $ 779,622 292,394 34,458 3,935,518 3,000 3,034,527 8,321,490 $ 204,718 $ 792,541 324,427 27,565 3,829,926 2,486 2,443,167 7,624,830 $ 236,836 $ 821,355 336,592 412,944 34,525 4,203,336 3,000 2,363,497 8,412,085 $ 5,135 (41,733) (44,198) (412,944) (67) (267,818) 671,030 (90,595) 2.1% -5.4% -15.1% N/A -0.2% -6.8% 0.0% 22.1% -1.1% 664,134 $ 137,843 194,515 996,492 $ 664,134 $ 137,843 194,515 996,492 $ 664,121 $ 82,851 194,508 941,480 $ 418,852 $ 191,079 53,953 663,884 $ 245,282 (53,236) 140,562 332,608 36.9% -38.6% 72.3% 33.4% (8,450) (8,450) N/A N/A USES AQPI - AQ PUBLIC INFORMATION DCPR - DUST CNTRL PERMIT REGULATION LREC - LARGE SOURCE PERMIT REGULATION SREC - SMALL SOURCE PERMIT REGULATION TRDA - TRIP REDUCTION 85AQ - AIR QUALITY $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RCOM - REGULATION COMPLIANCE RECO - RECORDS MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 605,712 $ 24,423 85,308 715,443 $ TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ - $ - $ - $ - $ - $ - $ 8,450 $ 8,450 $ TOTAL PROGRAMS $ 15,464,727 $ 19,488,306 $ 19,488,306 $ 17,117,772 $ 18,775,365 $ $ $ 712,941 3.7% Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2015 ACTUAL FY 2016 ADOPTED $ SUBTOTAL $ 11,056,504 11,056,504 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,841,165 2,094,944 3,936,109 $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2016 REVISED 10,831,125 $ 10,831,125 $ FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 10,831,125 10,831,125 $ $ 10,857,175 10,857,175 $ $ 11,212,000 $ 11,212,000 $ 380,875 380,875 3.5% 3.5% 2,173,279 1,800,242 3,973,521 $ 2,063,756 1,910,592 3,974,348 $ 2,332,414 $ 1,807,138 4,139,552 $ 159,135 6,896 166,031 7.3% 0.4% 4.2% $ $ 2,173,279 1,800,242 3,973,521 470,030 $ 470,030 $ 530,217 530,217 $ $ 530,217 $ 530,217 $ 467,520 $ 467,520 $ 464,742 464,742 $ $ (65,475) (65,475) -12.3% -12.3% 550,594 $ 550,594 $ 670,400 670,400 $ $ 670,400 $ 670,400 $ 526,720 $ 526,720 $ 355,000 $ 355,000 $ (315,400) (315,400) -47.0% -47.0% $ $ SUBTOTAL $ 56,407 38,673 95,080 $ 32,040 20,004 52,044 ALL REVENUES $ 16,108,317 TOTAL SOURCES $ 16,108,317 $ $ $ $ 32,040 20,004 52,044 $ 16,057,307 $ $ 16,057,307 $ 236 $ $ $ 37,128 48,478 85,606 $ 32,040 20,004 52,044 16,057,307 $ 15,911,369 16,057,307 $ 15,911,369 $ $ - 0.0% 0.0% 0.0% $ 16,223,338 $ 166,031 1.0% $ 16,223,338 $ 166,031 1.0% Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 6,879,505 $ 41,055 98,766 2,503,270 19,637 (1,782,818) 2,365,929 10,125,344 $ 8,159,989 $ 82,835 99,274 3,090,725 19,848 (1,608,909) 2,520,067 12,363,829 $ 7,903,509 $ 91,134 99,274 3,020,672 19,848 (1,608,909) 2,520,067 12,045,595 $ 7,391,640 $ 58,435 94,651 2,784,804 29,183 (1,353,455) 2,165,091 11,170,349 $ 7,244,806 $ 111,181 98,695 2,849,536 29,228 (2,263,236) 3,100,004 11,170,214 $ 658,703 (20,047) 579 171,136 (9,380) 654,327 (579,937) 875,381 8.3% -22.0% 0.6% 5.7% -47.3% 40.7% -23.0% 7.3% SUBTOTAL $ 361,806 $ 91,265 82,788 (22,652) 29,963 543,170 $ 253,475 $ 136,191 26,400 (19,423) 158,701 555,344 $ 253,475 $ 136,191 26,400 (19,423) 158,701 555,344 $ 288,187 $ 99,233 80,069 (17,848) 159,409 609,050 $ 239,405 $ 120,810 70,678 (16,498) 151,871 566,266 $ 14,070 15,381 (44,278) (2,925) 6,830 (10,922) 5.6% 11.3% -167.7% -15.1% 4.3% -2.0% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 8,804 $ 6,156 1,526,848 804,065 138,177 990,436 16,922 31,098 31,993 90,021 (92,820) 315,399 3,867,099 $ 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 $ 25,000 $ 8,300 3,369,169 877,573 60,810 1,159,540 15,024 78,841 37,694 42,000 (124,151) 421,417 5,971,217 $ 40,273 $ 3,000 1,809,562 862,094 69,470 1,181,435 8,762 52,883 35,886 62,874 (103,704) 417,897 4,440,432 $ 22,050 $ 7,000 3,649,985 868,482 78,800 826,514 54,660 151,812 43,253 102,028 (109,990) 345,109 6,039,703 $ 2,950 1,300 (280,816) 9,091 (17,990) 333,026 (39,636) (72,971) (5,559) (60,028) (14,161) 76,308 (68,486) 11.8% 15.7% -8.3% 1.0% -29.6% 28.7% -263.8% -92.6% -14.7% -142.9% -11.4% 18.1% -1.1% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 367,833 $ 537,686 23,595 929,114 $ 409,700 $ 498,000 907,700 $ 409,700 $ 498,000 907,700 $ 596,816 $ 292,675 889,491 $ 370,080 $ 405,500 215,152 990,732 $ 39,620 92,500 (215,152) (83,032) 9.7% 18.6% N/A -9.1% ALL EXPENDITURES $ 15,464,727 $ 19,488,306 $ 19,479,856 $ 17,109,322 $ 18,766,915 $ 712,941 3.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 8,450 $ 8,450 $ 8,450 $ 8,450 $ 8,450 $ 8,450 $ - 0.0% 0.0% TOTAL USES $ 15,464,727 $ 19,488,306 $ 19,488,306 $ 17,117,772 $ 18,775,365 $ 712,941 3.7% 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 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ - $ - $ - $ - $ - $ - $ 22,661 $ 22,661 $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ 3,936,109 $ 3,936,109 $ 3,973,521 $ 3,973,521 $ 3,973,521 $ 3,973,521 $ 3,973,521 $ 3,973,521 $ 4,139,552 $ 4,139,552 $ 166,031 166,031 4.2% 4.2% $ FUND TOTAL SOURCES $ 12,172,208 $ 12,172,208 $ 12,083,786 $ 12,083,786 $ 12,083,786 $ 12,083,786 $ 11,915,187 $ 11,915,187 $ 12,083,786 $ 12,083,786 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 16,108,317 $ 16,108,317 $ 16,057,307 $ 16,057,307 $ 16,057,307 $ 16,057,307 $ 15,911,369 $ 15,911,369 $ 16,223,338 $ 16,223,338 $ 166,031 166,031 1.0% 1.0% 503 AIR QUALITY GRANTS OPERATING 504 AIR QUALITY FEES OPERATING 237 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Fund and Function (continued) FY 2015 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING AIR QUAL MONITORING EQUIP FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 807,861 $ 396,214 1,204,075 $ 810,957 $ 409,700 1,220,657 $ 810,957 $ 409,700 1,220,657 $ 810,957 $ 409,700 1,220,657 $ 810,957 $ 308,080 1,119,037 $ 101,620 101,620 0.0% 24.8% 8.3% $ FUND TOTAL USES $ 3,773,938 $ 3,773,938 $ 3,973,521 $ 3,973,521 $ 3,973,521 $ 3,973,521 $ 3,973,521 $ 3,973,521 $ 4,128,306 $ 4,128,306 $ (154,785) (154,785) -3.9% -3.9% $ FUND TOTAL USES $ 9,950,743 $ 535,971 10,486,714 $ 12,083,397 $ 2,210,731 14,294,128 $ 12,083,397 $ 2,210,731 14,294,128 $ 11,030,833 $ 892,761 11,923,594 $ 11,114,786 $ 2,413,236 13,528,022 $ 968,611 (202,505) 766,106 8.0% -9.2% 5.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 14,532,542 $ 932,185 $ 15,464,727 $ 16,867,875 $ 2,620,431 $ 19,488,306 $ 16,867,875 $ 2,620,431 $ 19,488,306 $ 15,815,311 $ 1,302,461 $ 17,117,772 $ 16,054,049 $ 2,721,316 $ 18,775,365 $ 813,826 (100,885) 712,941 4.8% -3.8% 3.7% 503 AIR QUALITY GRANTS OPERATING $ FY 2016 ADOPTED 504 AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT Staffing by Program and Activity PROGRAM/ACTIVITY AIR QUALITY AQ PUBLIC INFORMATION DUST CNTRL PERMIT REGULATION LARGE SOURCE PERMIT REGULATION SMALL SOURCE PERMIT REGULATION TRIP REDUCTION PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROCUREMENT REGULATION COMPLIANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST 2.00 29.35 18.85 38.70 12.00 100.90 3.00 29.13 18.85 38.40 12.00 101.38 2.00 24.94 17.10 37.36 11.00 92.40 2.00 25.34 17.20 38.86 11.00 94.40 2.00 24.94 17.10 37.36 11.00 92.40 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.00 3.10 5.00 .50 28.00 40.60 141.50 4.49 2.00 6.00 .50 30.75 43.74 145.12 4.00 2.00 6.00 .50 38.75 51.25 143.65 4.00 2.00 6.00 .50 38.75 51.25 145.65 3.50 2.00 6.00 .50 39.75 51.75 144.15 (.50) 1.00 .50 .50 (12.5%) 0.0% 0.0% 0.0% 2.6% 1.0% 0.3% 238 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Air Quality 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 Management Assistant Media Specialist Medical Transcriptionist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor RDSA Ombudsman Special Projects Manager Title Examiner Trainer Department Total 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 FY 2016 ADOPTED 1.00 7.49 1.00 1.00 2.00 2.00 3.00 2.00 2.00 1.00 7.75 2.00 1.00 30.38 9.00 7.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 3.00 16.00 1.00 1.00 1.00 1.00 12.00 1.00 1.00 1.00 1.00 11.00 1.00 .50 2.00 1.00 145.12 FY 2016 REVISED 1.00 9.00 3.00 2.00 3.00 2.00 2.00 1.00 3.75 3.00 2.00 1.00 29.40 12.00 7.00 1.00 1.00 2.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 3.00 14.00 1.00 1.00 1.00 1.00 9.00 1.00 1.00 1.00 2.00 1.00 9.00 1.00 1.00 .50 1.00 143.65 FY 2016 FORECAST 1.00 9.00 3.00 2.00 3.00 2.00 2.00 1.00 3.75 3.00 2.00 1.00 29.40 13.00 7.00 1.00 1.00 2.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 3.00 14.00 1.00 1.00 1.00 1.00 9.00 1.00 1.00 2.00 2.00 1.00 9.00 1.00 1.00 .50 1.00 145.65 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 8.50 (.50) (5.6%) N/A N/A 3.00 0.0% 2.00 0.0% 3.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 3.75 0.0% 3.00 0.0% 2.00 0.0% 1.00 0.0% 29.40 0.0% 10.00 (2.00) (16.7%) 7.00 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% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 16.00 2.00 14.3% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 10.00 1.00 11.1% 1.00 0.0% 1.00 0.0% 1.00 0.0% N/A 2.00 0.0% 1.00 0.0% 9.00 0.0% 1.00 0.0% 1.00 0.0% N/A .50 0.0% N/A 1.00 0.0% 144.15 .50 0.3% FY 2015 ADOPTED 20.00 121.50 141.50 FY 2016 ADOPTED 21.00 124.12 145.12 FY 2016 REVISED 15.00 128.65 143.65 FY 2016 FORECAST 15.00 130.65 145.65 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 14.00 (1.00) (6.7%) 130.15 1.50 1.2% 144.15 .50 0.3% Staffing by Fund DEPARTMENT/FUND 503 AIR QUALITY GRANTS 504 AIR QUALITY FEES Department Total General Adjustments Base Adjustments: General Fund (100) Air Quality Monitoring Equipment • The FY 2017 Air Quality Monitoring Equipment budget of $308,080 includes: o $38,958 for (3) Carbon monoxide analyzers. 239 Maricopa County Annual Business Strategies FY 2017 Adopted Budget o o o o o o o o o Department Strategic Plans and Budgets Air Quality $54,958 for (4) Ozone analyzers. $16,958 for (1) Nitrogen Dioxide analyzer. $13,958 for (1) Sulfur dioxide analyzer. $39,958 for (1) PM2.5 Continuous analyzer. $32,958 for (2) PM Non-Compliance analyzers. $17,458 for (1) Multi-gas calibrator. $14,958 for (2) Zero air calibrators. $42,958 for (4) Data Loggers. $34,958 for (1) ½ Ton Extended Cab Pickup Truck. Air Quality Grant Fund (503) Operating • Increase Regular Benefits by $18,544 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $70 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $11,502 for the impact of the changes in the base level telecommunication charges. • Increase revenue by $166,031 and expenditures by $124,669 for grant reconciliation. Air Quality Fees Fund (504) Operating • Increase Regular Benefits by $174,074 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $694 for the impact of the changes in retirement contribution rates. • Decrease Services by $75,551. • Decrease Internal Service Charges by $140,562 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $41,734 for the impact of the changes in the base level telecommunication charges. • Increase Personnel Benefits Savings by $969,000 from 5.84% to 13.06% based on past fiscal year actual vacancy savings levels. Air Quality Fees Fund (504) Non Recurring Non Project • The FY 2017 Non Recurring Non Project budget of $2,413,236 includes: o $537,584 for Developer Tools, System Tools, Desktop and Laptop Replacements, Storage Increase, AQ Scanning Software/Hardware Configuration and Accela Data Read Only Prod. o $69,970 carry forward for Fisher Settlement for education and public information. o $881,066 carry forward for Queen Creek Environmental Settlement for an Air Quality Improvement Project. o $198,000 carry forward for vehicle replacement. o $168,934 carry forward for rules, permit, and engineering consultation. o $29,282 for Fisher Settlement for education and public information. o $71,834 for Queen Creek Environmental Settlement for an Air Quality Improvement Project. o $175,500 for new replacement Air Quality vehicles. o $131,066 for rules, permit, and engineering consultation. o $150,000 for ASU environmental projects/partnership. 240 Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 39.1% FY 2016 FY 2016 REVISED FORECAST 39.1% 39.1% FY 2017 ADOPTED 36.5% REV VS ADOPTED VAR % (2.6%) -6.5% 9.2% 9.2% 9.2% 10.0% 0.8% 8.4% 100.0% 100.0% 89.5% 100.0% 0.0% 0.0% 84.4% 87.5% 80.0% 87.5% 0.0% 0.0% 89.2% 79.8% 85.3% 90.4% 10.6% 13.2% 99.6% 100.0% 99.7% 100.0% 0.0% 0.0% 82.5% 90.9% 81.6% 78.0% (13.0%) -14.2% 52.1% 100.0% 79.7% 100.0% 0.0% 0.0% 92.2% 91.6% 92.2% 92.0% 0.4% 0.5% 52.7% 97.5% 71.8% 100.0% 2.5% 2.6% 96.8% 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: • 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. Mandates: Administrative mandate. 241 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Measure Description 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 Total Number of responses to requests for information from media sources Total Number of requests for information from media sources Total Public Information Office Expenditure per $ response to requests for information from media sources FY 2015 ACTUAL 96.8% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 271 200 194 235 35 17.5% 118 200 194 235 35 17.5% 1,161.38 $ 2,880.22 $ 2,152.82 $ 2,007.58 $ 872.64 30.3% 314,733 314,733 $ $ 576,044 576,044 $ $ 417,647 417,647 $ $ 471,782 471,782 $ $ 104,262 104,262 18.1% 18.1% Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ Activity Narrative: The FY 2017 budget anticipates more media contacts due to increased outreach by the Department which has resulted in increased public awareness. Heightened efficiencies within the Department have resulted in lower expenditures for FY 2017. 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 2015 ACTUAL 92.2% FY 2016 REVISED 91.6% FY 2016 FORECAST 92.2% FY 2017 ADOPTED 92.0% 52.7% 97.5% 71.8% 100.0% 7,971 6,780 7,472 7,900 1,120 16.5% 245 160 216 244 84 52.5% 6,988 6,780 7,524 7,900 1,120 16.5% 255 230 159 252 22 9.6% 247.45 $ 399.94 $ 100 - GENERAL 503 - AIR QUALITY GRANTS 504 - AIR QUALITY FEES TOTAL SOURCES 945,416 5,602,309 $ 6,547,725 $ $ 503 - AIR QUALITY GRANTS 504 - AIR QUALITY FEES TOTAL USES $ $ 336.36 $ 1,309,217 5,250,777 $ 6,559,994 $ $ 1,226,316 1,485,259 $ 2,711,575 REV VS ADOPTED VAR % 0.4% 0.5% 2.5% 2.6% 278.65 $ 121.29 30.3% 22,661 1,741,228 5,276,255 $ 7,040,144 1,416,815 5,507,424 $ 6,924,239 $ $ 107,598 256,647 364,245 N/A 8.2% 4.9% 5.6% $ 1,371,080 1,142,226 $ 2,513,306 $ $ 385,431 124,801 510,232 31.4% 8.4% 18.8% Expenditure 926,057 1,046,398 $ 1,972,455 840,885 1,360,458 $ 2,201,343 $ Activity Narrative: More applications for dust permits are being submitted, which leads to an expected increase in the number of inspections. This corresponds to an increase in total revenue and expenditures as well. The variance within the grant versus fee funds is attributable to timing (grant 242 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2017 Adopted Budget awards overlap Maricopa County’s fiscal year) and more accurate allocation of expenses to appropriate activities. 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 Measure Description Percentage of permit actions completed within the Department’s timeliness standards Percentage of large source inspections in compliance Number of completed large source (Title V) permit actions provided Number of large source compliance inspections completed Number of requests for Title V permit actions FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 89.5% FY 2017 ADOPTED 100.0% 84.4% 87.5% 80.0% 87.5% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 10 8 19 10 2 25.0% 32 32 30 32 - 0.0% 21 8 14 6 (2) Number of large sources compliance inspections required Total Large Source Permit Regulation Activity Expenditure per number of Title V permit actions provided 32 32 32 32 - -25.0% 0.0% $ 120,485.60 $ 294,473.00 $ 69,681.84 $ 241,138.80 $ 53,334.20 18.1% 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,229,354 $ 1,229,354 $ 1,341,054 $ 1,341,054 $ 1,492,626 $ 1,492,626 $ 1,204,000 $ 1,204,000 $ $ (137,054) (137,054) -10.2% -10.2% 504 - AIR QUALITY FEES TOTAL USES $ 1,204,856 $ 1,204,856 $ 2,355,784 $ 2,355,784 $ 1,323,955 $ 1,323,955 $ 2,411,388 $ 2,411,388 $ $ (55,604) (55,604) -2.4% -2.4% Revenue Expenditure Activity Narrative: Large Source activity tends to remain somewhat stable. FY 2015 and FY 2016 were more active than average, but FY 2017 is expected to level off. The increased expenditures in FY 2017 are attributable to legal settlement funds set aside for Supplemental Environmental Projects that have not been previously utilized. 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. 243 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 89.2% FY 2016 REVISED 79.8% FY 2016 FORECAST 85.3% FY 2017 ADOPTED 90.4% 99.6% 100.0% 99.7% 100.0% 0.0% 0.0% 82.5% 90.9% 81.6% 78.0% (13.0%) -14.2% 52.1% 100.0% 79.7% 100.0% 0.0% 0.0% REV VS ADOPTED VAR % 10.6% 13.2% 500 496 648 500 699 1,000 351 260 (740) -74.0% 2,669 2,560 2,590 2,544 (16) -0.6% 169 376 187 148 (228) -60.6% 470 468 578 500 32 6.8% 2,544 2,576 2,582 2,544 (32) -1.2% 229 332 158 160 (172) -51.8% 680 316 343 260 (56) -17.7% 5,447.92 $ 5,510.55 $ 4,306.74 $ 4 0.8% 5,671.92 $ (161.37) -2.9% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 5,245,465 $ 5,245,465 $ 5,439,911 $ 5,439,911 $ 5,082,534 $ 5,082,534 $ 5,320,318 $ 5,320,318 $ $ (119,593) (119,593) -2.2% -2.2% 503 - AIR QUALITY GRANTS 504 - AIR QUALITY FEES TOTAL USES $ $ $ $ $ (492,415) 389,690 (102,725) N/A 14.3% -3.8% Expenditure 2,723,959 $ 2,723,959 2,733,234 $ 2,733,234 271,867 2,518,900 $ 2,790,767 492,415 2,343,544 $ 2,835,959 $ Activity Narrative: Small Source activity tends to remain somewhat stable. FY 2015 and FY 2016 were more active than average, but FY 2017 is expected to level off with reduced revenue in permit engineering. The variance within the grant versus fee funds is attributable to timing (grant awards overlap Maricopa County’s fiscal year) and more accurate allocation of expenses to appropriate activities. 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. 244 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Measure Description For all major employer sites combined, the average percent, “Trip Rate for employees/students that use an alternative mode of commuting” Percentage of major employer sites with a “Trip Rate for employees/students that use an alternative mode of commuting”, of 40% or higher Number of major employer sites that received Trip Reduction Program services Number of major employer sites requesting Trip Reduction Program services Total Trip Reduction Program Expenditure per major employer site that received Trip Reduction Program services $ FY 2015 ACTUAL 39.1% FY 2016 REVISED 39.1% FY 2016 FORECAST 39.1% FY 2017 ADOPTED 36.5% REV VS ADOPTED VAR % (2.6%) -6.5% 9.2% 9.2% 9.2% 10.0% 0.8% 8.4% 3,100 3,100 3,100 3,050 (50) -1.6% 3,100 3,100 3,100 3,050 (50) -1.6% 540.43 $ 578.61 $ 485.74 $ 580.48 $ (1.87) -0.3% Revenue 503 - AIR QUALITY GRANTS TOTAL SOURCES $ 2,094,944 $ 2,094,944 $ 1,800,242 $ 1,800,242 $ 1,910,592 $ 1,910,592 $ 1,807,138 $ 1,807,138 $ $ 6,896 6,896 0.4% 0.4% 503 - AIR QUALITY GRANTS TOTAL USES $ 1,675,342 $ 1,675,342 $ 1,793,687 $ 1,793,687 $ 1,505,787 $ 1,505,787 $ 1,770,474 $ 1,770,474 $ $ 23,213 23,213 1.3% 1.3% Expenditure Activity Narrative: The Travel Reduction Program activity tends to remain constant over time. Variance is largely attributable to timing with grant awards overlapping Maricopa County’s fiscal year. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 810,957 $ - FY 2016 Revised Budget $ 810,957 $ - FY 2017 Baseline Budget $ 810,957 $ - FY 2017 Adopted Budget Percent Change from Baseline Amount $ 810,957 $ 0.0% - 245 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Air Quality General Fund (100) (continued) Expenditures Revenue AIR QUAL MONITORING EQUIP FY 2016 Adopted Budget $ 409,700 $ - FY 2016 Revised Budget $ 409,700 $ - $ (409,700) $ (409,700) - $ - $ - $ 308,080 $ 308,080 - $ 308,080 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Carbon Monoxide Analyzers (3) Ozone Analyzers (4) Nitrogen Dioxide Analyzer (1) Sulfur Dioxide Analyzer (1) PM2.5 Continuous Analyzer (1) PM Non-Compliance Analyzers (2) Multi-Gas Calibrator (1) Zero Air Calibrators (2) Data Loggers (4) 1/2 Ton Extended Cab Pick up Truck (1) Agenda Item: $ FY 2017 Adopted Budget 38,958 54,958 16,958 13,958 39,958 32,958 17,458 14,958 42,958 34,958 Air Quality Grant Fund (503) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 3,973,521 $ 3,973,521 FY 2016 Revised Budget $ 3,973,521 $ 3,973,521 FY 2017 Baseline Budget $ 3,973,521 $ 3,973,521 $ 18,614 $ 18,544 70 11,502 $ 11,502 124,669 $ 124,669 166,031 166,031 4,128,306 $ 3.9% 4,139,552 4.2% Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Base Telecom Adjustment Grants Grant Reconciliation Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 246 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED (191,802) $ FY 2016 REVISED $ Sources: Operating Total Sources: $ $ 3,936,109 3,936,109 $ $ 3,973,521 3,973,521 $ $ 3,973,521 3,973,521 $ $ 3,973,521 3,973,521 $ $ 4,139,552 4,139,552 Uses: Operating Total Uses: $ $ 3,773,938 3,773,938 $ $ 3,973,521 3,973,521 $ $ 3,973,521 3,973,521 $ $ 3,973,521 3,973,521 $ $ 4,128,306 4,128,306 Structural Balance $ 162,171 $ - $ - $ - $ 11,246 Accounting Adjustments $ 19 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (191,802) (191,802) $ (191,802) $ FY 2017 ADOPTED Beginning Spendable Fund Balance (29,612) (29,612) $ (191,802) $ FY 2016 FORECAST (29,612) $ (191,802) (191,802) $ (29,612) (29,612) $ (29,612) (18,366) (18,366) 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 2016 Adopted Budget $ 12,083,397 $ 12,083,786 FY 2016 Revised Budget $ 12,083,397 $ 12,083,786 FY 2017 Baseline Budget $ 12,083,397 $ 12,083,786 $ 174,768 $ 174,074 694 (1,143,379) $ (75,551) - (140,562) 41,734 (969,000) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 5.84% to 13.06% Agenda Item: $ $ $ (75,551) (969,000) $ FY 2017 Adopted Budget Percent Change from Baseline Amount 247 11,114,786 $ -8.0% 12,083,786 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 2,210,731 $ - FY 2016 Revised Budget $ 2,210,731 $ - $ $ (192,761) (192,761) (2,017,970) $ (1,076,549) (941,421) - $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Agenda Item: Information and Communications Technology Other IT Non Recurring Developer Tools, System Tools, Desk top and Laptop Replacements, Storage Increase, AQ Scanning Software/Hardware Configuration and Accela Data Read Only Prod Non Recurring Non Recurring Carry Forward Fisher Settlement Carry Forward Queen Creek Environmental Settlement Carry Forward Vehicle Replacement Carry Forward Rules, Permit and Engineering Consultation Carry Forward Other Non Recurring Fisher Settlement Queen Creek Environmental Settlement New Replacement Air Quality Vehicles Rules, Permit and Engineering Consultation ASU Environmental Projects/Partnership $ $ 537,584 537,584 - 537,584 $ $ 69,970 881,066 198,000 168,934 $ 29,282 71,834 175,500 131,066 150,000 1,875,652 $ 1,317,970 - 557,682 FY 2017 Adopted Budget $ - 2,413,236 $ - Air Quality Fee Fund (504) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 10,338,052 $ 10,641,298 $ 10,641,298 $ 12,023,552 $ 12,015,145 Sources: Operating Total Sources: $ $ 12,172,208 12,172,208 $ $ 12,083,786 12,083,786 $ $ 12,083,786 12,083,786 $ $ 11,915,187 11,915,187 $ $ 12,083,786 12,083,786 $ $ $ $ 11,030,833 892,761 11,923,594 $ $ 12,083,397 2,210,731 14,294,128 $ $ 12,083,397 2,210,731 14,294,128 $ 11,114,786 2,413,236 13,528,022 Uses: Operating Non-Recurring Total Uses: $ 9,950,743 535,971 10,486,714 Structural Balance $ 2,221,465 $ 389 $ 389 $ 884,354 $ 969,000 Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 12,023,552 12,023,552 $ $ 8,430,956 8,430,956 $ $ 8,430,956 8,430,956 $ $ 12,015,145 12,015,145 $ $ 10,570,909 10,570,909 248 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2017 Adopted Budget Animal Care and Control Analysis by Christine Jasinski, Management and Budget Analyst and Carmine L. Davis, Management and Budget Supervisor 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 2018 that will consider stakeholder recommendations while facilitating the Board of Supervisor’s approved strategies. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 3,352,771 $ 3,352,771 $ 3,443,084 $ 3,443,084 $ 3,443,084 $ 3,443,084 $ 3,369,044 $ 3,369,044 $ 3,474,714 $ 3,474,714 $ 31,630 31,630 0.9% 0.9% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 1,709,437 $ 1,709,437 $ 1,725,944 $ 1,725,944 $ 1,837,944 $ 1,837,944 $ 1,735,146 $ 1,735,146 $ 1,870,260 $ 1,870,260 $ 32,316 32,316 1.8% 1.8% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 8,569,257 $ 8,569,257 $ 7,042,880 $ 7,042,880 $ 7,042,880 $ 7,042,880 $ 8,255,854 $ 8,255,854 $ 8,065,740 $ 8,065,740 $ 1,022,860 1,022,860 14.5% 14.5% LCSN - LOW COST SPAY NEUTER 79SN - COMMUNITY OUTREACH $ $ 1,250,007 $ 1,250,007 $ 697,552 $ 697,552 $ 781,552 $ 781,552 $ 282,954 $ 282,954 $ 232,000 $ 232,000 $ (549,552) (549,552) -70.3% -70.3% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 19,248 $ 19,248 $ 24,438 $ 24,438 $ 24,438 $ 24,438 $ 19,038 $ 19,038 $ 7,000 $ 7,000 $ (17,438) (17,438) -71.4% -71.4% TOTAL PROGRAMS $ 14,900,720 $ 12,933,898 $ 13,129,898 $ 13,662,036 $ 13,649,714 $ 249 519,816 4.0% Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 3,336,593 $ 3,336,593 $ 3,556,126 $ 3,556,126 $ 3,895,008 $ 3,895,008 $ 3,188,524 $ 3,188,524 $ 3,100,756 $ 3,100,756 $ 794,252 794,252 20.4% 20.4% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 5,752,642 $ 5,752,642 $ 5,002,346 $ 5,002,346 $ 5,800,981 $ 5,800,981 $ 7,291,380 $ 7,291,380 $ 6,065,390 $ 6,065,390 $ (264,409) (264,409) -4.6% -4.6% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 2,531,606 $ 2,531,606 $ 1,038,724 $ 1,038,724 $ 3,292,126 $ 3,292,126 $ 1,835,432 $ 1,835,432 $ 3,100,349 $ 3,100,349 $ 191,777 191,777 5.8% 5.8% LCSN - LOW COST SPAY NEUTER 79SN - COMMUNITY OUTREACH $ $ 1,270,489 $ 1,270,489 $ 709,960 $ 709,960 $ 629,801 $ 629,801 $ 944,157 $ 944,157 $ 555,602 $ 555,602 $ 74,199 74,199 11.8% 11.8% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 1,208,747 $ 72,335 699,369 17,460 1,997,911 $ 1,241,766 $ 82,118 349,398 226,873 152,340 2,052,495 $ 1,187,045 $ 82,118 456,534 226,873 58,115 62,008 2,072,693 $ 1,158,332 $ 69,770 624,111 222,553 41,068 60,310 2,176,144 $ 1,137,551 $ 58,092 324,281 174,807 41,292 358,960 2,094,983 $ 49,494 24,026 132,253 52,066 16,823 (296,952) (22,290) 4.2% 29.3% 29.0% 22.9% 28.9% -478.9% -1.1% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 1,046,958 $ 57,387 205,106 1,309,451 $ 1,006,139 $ 160,988 189,532 1,356,659 $ 1,006,139 $ 160,988 189,532 1,356,659 $ 1,086,889 $ 81,053 160,015 1,327,957 $ 1,209,339 $ 162,573 165,776 1,537,688 $ (203,200) (1,585) 23,756 (181,029) -20.2% -1.0% 12.5% -13.3% GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ 60,308 60,308 $ 467 $ 270,940 271,407 $ 467 $ 270,940 271,407 $ - $ 149,315 149,315 $ - $ 338,275 338,275 $ 467 (67,335) (66,868) 100.0% -24.9% -24.6% TOTAL PROGRAMS $ 16,259,000 $ 13,987,717 $ 17,318,675 $ 16,912,909 $ 16,793,043 $ $ $ 525,632 3.0% Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2016 ADOPTED FY 2015 ACTUAL $ SUBTOTAL $ 8,563,518 8,563,518 $ $ 7,080,554 7,080,554 $ $ $ SUBTOTAL $ 10,000 10,000 $ $ - $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 3,721,325 1,230,886 4,952,211 $ $ $ 3,401,710 1,710,032 5,111,742 2,081 2,081 $ $ INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 27,781 $ 1,345,129 1,372,910 $ FY 2016 FORECAST FY 2016 REVISED 7,080,554 7,080,554 8,172,967 8,172,967 $ $ 196,000 $ 196,000 $ 112,000 112,000 $ $ - $ - $ (196,000) (196,000) -100.0% -100.0% $ $ 3,422,719 $ 1,320,000 4,742,719 $ 21,009 (390,032) (369,023) 0.6% -22.8% -7.2% $ $ 3,700 3,700 $ $ 19,038 $ 586,508 605,546 $ 17,230 762,260 779,490 $ $ $ 3,340,558 1,429,772 4,770,330 3,700 $ 3,700 $ 3,700 3,700 $ $ 1,193 1,193 $ $ REVISED VS ADOPTED VAR % $ $ 3,401,710 1,710,032 5,111,742 24,438 713,464 737,902 FY 2017 ADOPTED $ 24,438 $ 713,464 737,902 $ 8,123,805 8,123,805 $ $ $ 1,043,251 1,043,251 - (7,208) 48,796 41,588 14.7% 14.7% 0.0% 0.0% -29.5% 6.8% 5.6% ALL REVENUES $ 14,900,720 $ 12,933,898 $ 13,129,898 $ 13,662,036 $ 13,649,714 $ 519,816 4.0% TOTAL SOURCES $ 14,900,720 $ 12,933,898 $ 13,129,898 $ 13,662,036 $ 13,649,714 $ 519,816 4.0% 250 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 5,540,424 $ 824 277,974 2,573,098 64,054 (845,220) 1,016,028 8,627,182 $ 6,025,771 $ 63,361 92,000 2,991,845 40,500 (409,577) 770,351 9,574,251 $ 6,022,198 $ 73,293 92,000 2,983,854 542,132 (409,577) 770,351 10,074,251 $ 6,149,409 $ 28,649 190,795 2,899,654 527,117 (624,365) 848,024 10,019,283 $ 6,007,608 $ 31,423 165,005 2,918,271 4,979 (1,202,888) 1,528,433 9,452,831 $ 14,590 41,870 (73,005) 65,583 537,153 793,311 (758,082) 621,420 0.2% 57.1% -79.4% 2.2% 99.1% 193.7% -98.4% 6.2% SUBTOTAL $ 417,139 $ 695,905 164,523 35,262 (19,925) 22,119 1,315,023 $ 337,203 $ 113,484 132,251 26,370 609,308 $ 449,203 $ 197,484 132,251 26,370 805,308 $ 315,056 $ 705,889 114,056 47,325 (7,606) 817 1,175,537 $ 474,090 $ 726,500 107,500 17,590 4,349 1,330,029 $ (24,887) (529,016) 24,751 8,780 (4,349) (524,721) -5.5% -267.9% 18.7% 33.3% N/A N/A -65.2% 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 $ 1,000 $ 10,771 853,766 1,644,892 20,573 151,060 18,167 1,513,554 9,089 3,069 204,344 171,276 (623,113) 905,934 4,884,382 $ - $ 143,299 34,413 231,503 1,199,375 8,153 13,715 146,070 192,671 86,718 2,055,917 $ - $ 2,743,299 34,413 231,503 1,199,375 8,153 13,715 146,070 192,671 86,718 4,655,917 $ - $ 842,896 1,108,557 25,236 340,166 1,702,942 9,083 9,073 169,557 371,106 (147,646) 172,047 4,603,017 $ - $ 663,000 1,668,289 24,800 189,200 1,473,340 10,000 20,208 158,996 315,594 (400,818) 407,399 4,530,008 $ (663,000) 1,075,010 9,613 42,303 (273,965) (1,847) (6,493) (12,926) (122,923) 400,818 (320,681) 125,909 N/A N/A N/A 39.2% 27.9% 18.3% N/A -22.8% -22.7% -47.3% -8.8% -63.8% N/A -369.8% 2.7% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ - $ 33,343 183,536 216,879 $ 274,508 $ 8,865 325,000 608,373 $ 309,466 $ 8,865 325,000 643,331 $ - $ (24,796) (24,796) $ - $ 15,000 325,000 340,000 $ 309,466 (6,135) 303,331 100.0% -69.2% 0.0% 47.2% ALL EXPENDITURES $ 15,043,466 $ 12,847,849 $ 16,178,807 $ 15,773,041 $ 15,652,868 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,215,534 $ 1,215,534 $ 1,139,868 $ 1,139,868 $ 1,139,868 $ 1,139,868 $ 1,139,868 $ 1,139,868 $ 1,140,175 $ 1,140,175 $ TOTAL USES $ 16,259,000 $ 13,987,717 $ 17,318,675 $ 16,912,909 $ 16,793,043 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 525,939 (307) (307) 525,632 3.3% 0.0% 0.0% 3.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 573 ANIMAL CONTROL GRANTS OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 572 ANIMAL CONTROL LICENSE SHELTER OPERATING $ FUND TOTAL SOURCES $ 574 ANIMAL CONTROL FIELD OPERATION OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 71,414 $ 71,414 $ - $ - $ - $ 196,000 196,000 $ - $ 112,000 112,000 $ - $ - $ 11,476,535 $ 11,476,535 $ 9,480,584 $ 9,480,584 $ 9,480,584 $ 9,480,584 $ 10,174,065 $ 10,174,065 $ 10,175,000 $ 10,175,000 $ 694,416 694,416 7.3% 7.3% 3,352,771 $ 3,352,771 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,375,971 $ 3,375,971 $ 3,474,714 $ 3,474,714 $ 21,400 21,400 0.6% 0.6% 14,900,720 $ - $ 14,900,720 $ 12,933,898 $ - $ 12,933,898 $ 12,933,898 $ 196,000 $ 13,129,898 $ 13,550,036 $ 112,000 $ 13,662,036 $ 13,649,714 $ - $ 13,649,714 $ 251 N/A (196,000) -100.0% (196,000) -100.0% 715,816 5.5% (196,000) -100.0% 519,816 4.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 758,954 $ 758,954 $ 758,954 $ 758,954 $ 758,954 $ 758,954 $ - 0.0% 0.0% $ (1) $ (1) $ - $ - $ - $ 196,000 196,000 $ - $ 24,937 24,937 $ - $ - $ 196,000 196,000 N/A 100.0% 100.0% 11,965,964 $ 426,645 12,392,609 $ 9,480,584 $ 502,426 9,983,010 $ 11,730,584 $ 537,384 12,267,968 $ 11,970,264 $ 467,164 12,437,428 $ 11,936,923 $ 38,806 11,975,729 $ (206,339) 498,578 292,239 -1.8% 92.8% 2.4% 3,382,021 $ 225,417 3,607,438 $ 3,399,773 $ 345,980 3,745,753 $ 3,749,773 $ 345,980 4,095,753 $ 3,691,590 $ 3,691,590 $ 3,733,360 $ 325,000 4,058,360 $ 16,413 20,980 37,393 0.4% 6.1% 0.9% 15,606,938 $ 652,062 $ 16,259,000 $ 13,139,311 $ 848,406 $ 13,987,717 $ 16,239,311 $ 1,079,364 $ 17,318,675 $ 16,420,808 $ 492,101 $ 16,912,909 $ 16,429,237 $ 363,806 $ 16,793,043 $ (189,926) 715,558 525,632 -1.2% 66.3% 3.0% 573 ANIMAL CONTROL GRANTS OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ 572 ANIMAL CONTROL LICENSE SHELTER OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ 574 ANIMAL CONTROL FIELD OPERATION OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 51.00 51.00 50.00 50.00 50.00 50.00 50.00 50.00 48.00 48.00 (2.00) (2.00) (4.0%) (4.0%) 8.00 8.00 11.00 11.00 9.00 9.00 9.00 9.00 8.00 8.00 (1.00) (1.00) (11.1%) (11.1%) 3.00 3.00 1.00 1.00 8.00 3.00 1.00 1.00 2.00 7.00 2.00 5.00 1.00 1.00 1.00 10.00 2.00 3.00 1.00 1.00 1.00 8.00 2.00 4.00 1.00 1.00 1.00 9.00 (1.00) (1.00) 0.0% (20.0%) 0.0% 0.0% 0.0% (10.0%) 1.00 1.00 - .00 - - - - N/A N/A 85.00 85.00 84.00 84.00 93.00 93.00 92.00 92.00 92.00 92.00 (1.00) (1.00) (1.1%) (1.1%) 17.00 17.00 170.00 17.00 17.00 169.00 17.50 17.50 179.50 17.00 17.00 176.00 17.00 17.00 174.00 (.50) (.50) (5.50) (2.9%) (2.9%) (3.1%) 252 Maricopa County Annual Business Strategies FY 2017 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 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 Assistant County Manager Chief Veterinarian Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Custodian Deputy Director - Animal Care & Control Director - Animal Care & Ctrl Dispatcher Exec Asst to Executive Officer Finance Manager Human Resources Analyst Management Assistant Office Assistant Office Assistant Specialized Operations/Program Supervisor PC/LAN Technician - Senior/Lead Procurement Specialist Program Coordinator Trades Generalist Veterinarian Department Total FY 2015 ADOPTED FY 2016 FORECAST FY 2016 REVISED 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 2016 ADOPTED 1.00 1.00 9.00 1.00 4.00 2.00 2.00 37.00 3.00 32.00 3.00 2.00 1.00 13.00 1.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 1.00 35.00 2.00 2.00 1.00 4.00 169.00 FY 2015 ADOPTED 108.00 11.00 51.00 170.00 FY 2016 ADOPTED 119.00 50.00 169.00 FY 2016 FY 2016 REVISED FORECAST 129.50 126.00 50.00 50.00 179.50 176.00 1.00 10.00 1.00 4.00 3.00 2.00 37.00 3.00 32.00 3.00 2.00 1.00 16.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 1.00 1.00 .50 34.00 2.00 1.00 2.00 1.00 7.00 179.50 1.00 10.00 1.00 4.00 2.00 2.00 37.00 3.00 32.00 3.00 2.00 1.00 16.00 1.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 1.00 1.00 34.00 2.00 1.00 2.00 1.00 7.00 176.00 FY 2017 ADOPTED 1.00 9.00 1.00 4.00 2.00 2.00 37.00 3.00 31.00 3.00 2.00 1.00 16.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 34.00 2.00 1.00 2.00 1.00 7.00 174.00 REVISED TO ADOPTED VAR % VARIANCE N/A 0.0% (10.0%) (1.00) 0.0% 0.0% (1.00) (33.3%) 0.0% 0.0% 0.0% (3.1%) (1.00) 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% 1.00 N/A (20.0%) (1.00) 0.0% 0.0% 0.0% 0.0% (.50) (100.0%) 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% (3.1% ) (5.50) Staffing by Fund DEPARTMENT/FUND 572 ANIMAL CONTROL LICENSE SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION Department Total FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 126.00 (3.50) (2.7%) N/A 48.00 (2.00) (4.0%) 174.00 (5.50) (3.1% ) Significant Variance Analysis Animal Care and Control decreased staff in total by 5.50 FTE from FY 2016 to FY 2017. A 0.50 Mailroom FTE was inactivated and mailroom service needs are currently under evaluation. The 1.00 Admin/Operations Specialist FTE was created to facilitate a grant with the Alliance for a Neighborhood Research Specialist however, the grant was discontinued and the position was inactivated. In the License Shelter Fund (572) the Assistant County Manager FTE was inactivated and the Director – Animal Care and Control FTE was created to focus more on Animal Care and Control’s operations. In the Animal Control Field Operation Fund (574), 1.00 Dispatcher FTE and 1.00 Animal Control Officer FTE were inactivated due to the loss of the City of Glendale Intergovernmental Agreement for enforcement services. As part of a departmental reorganization, the Department created an Animal Care and Control Manager FTE and Communication Officer Supervisor FTE in FY 2016. 253 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control General Adjustments Base Adjustments: Animal Control License/Shelter Fund (572) Operating • Increase Revenue by $694,416 for the net impact in licensing and miscellaneous revenue. • Increase Regular Benefits by $152,407 for the impact of changes in health/dental premium rates. • Increase Personnel Benefits Savings by $15,083 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Decrease Regular Benefits by $14,918 for the impact of changes in retirement contribution rates. • Decrease Regular Pay by $208,032 for the inactivation of the Assistant County Manager. • Increase Regular Pay by $171,168 for the creation of the Director – Animal Care and Control. • Increase Regular Pay by $162,776 for the transfer of three (3) Customer Service Representatives from non recurring non project to operating. • Increase Services by $2,211,557 for over baseline submission based on historical actuals. • Decrease Internal Service Charges by $23,756 for the impact of changes in risk management charges. • Increase Internal Service Charges by $34,420 for the impact of the changes in base level telecommunication charges. • Increase Personnel Savings by $14,200, from 7.90% to 10.00%. Animal Control License/Shelter Fund (572) Non Recurring Non Project • FY 2017 Non Recurring Non Project budget of $38,806 includes: o $38,806 for Customer Service Personnel Carry Forward. Animal Control Field Operations Fund (574) Operating • Increase Revenue by $21,400 for intergovernmental charges for services. • Increase Regular Benefits by $63,593 for the impact of changes in health/dental premium rates. • Increase Personnel Benefits Savings by $14,449 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Internal Service Charges by $172 for the impact of the changes in retirement contribution rates. • Increase Personnel Allocations In by $331,969 for the net impact of changes for administrative overhead. • Increase Internal Service Charges by $2,128 for the net impact of the changes for radio charges. • Increase Personnel Savings by $49,826, from 5.17% to 18.92%. Animal Control License/Shelter Fund (574) Non Recurring Non Project • FY 2017 Non Recurring Non Project budget of $325,000 includes: o $325,000 for Vehicle Replacement Carry Forward. 254 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 100.3% 100.0% FY 2017 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: • 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. 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 2015 ACTUAL 100.0% $ FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% 100.3% 100.0% 100.0% 100.0% 36,178 5,167 36,184 39,600 5,000 40,000 36,577 4,977 36,660 5,180 5,000 4,978 92.23 $ 98.36 $ 87.17 $ REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 34,400 4,800 34,400 (5,200) (200) (5,600) -13.1% -4.0% -14.0% 4,800 (200) -4.0% 90.14 $ 8.22 8.4% 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ 3,352,771 $ 3,443,084 $ 3,369,044 $ 3,474,714 $ 31,630 0.9% $ 3,352,771 $ 3,443,084 $ 3,369,044 $ 3,474,714 $ 31,630 0.9% 100 - GENERAL 574 - ANIMAL CONTROL FIELD OPERATION TOTAL USES $ $ $ $ 258,954 2,841,802 $ 794,252 0.0% 21.8% $ 3,100,756 $ 794,252 20.4% Expenditure 258,954 3,077,639 $ 3,336,593 258,954 3,636,054 $ 3,895,008 258,954 2,929,570 $ 3,188,524 Activity Narrative: The FY 2017 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 255 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2017 Adopted Budget decreased due to changes in contracted services. Revenue is up slightly due to the increase in fines and forfeits. The decrease in expenditure is attributed to officer position vacancies and elimination of 2.0 FTE positions and less budgeted expenditures in Other Services. 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 2015 ACTUAL 96.1% FY 2016 FY 2016 REVISED FORECAST 100.2% 100.0% FY 2017 ADOPTED 99.9% REV VS ADOPTED VAR % (0.1%) -0.1% 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. 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 2017 FY 2015 FY 2016 FY 2016 REV VS ADOPTED ADOPTED VAR % ACTUAL REVISED FORECAST (0.1%) -0.1% 96.1% 100.0% 100.2% 99.9% -9.9% (2,638) 26,550 25,729 23,912 22,902 475 18.6% 3,025 2,550 3,345 2,998 -16.1% (3,860) 24,000 22,780 20,140 19,904 (1,600) 24,400 -6.2% 26,000 24,994 17,197 650 25.5% 3,486 3,200 3,224 2,550 21,200 (2,800) -11.7% 24,000 23,608 21,779 -16.1% 253.65 $ (35.16) $ 251.19 $ 218.49 $ 283.39 $ 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ 18,464 1,690,973 $ 112,000 1,725,944 $ 112,000 1,623,146 $ 1,870,260 $ (112,000) 144,316 -100.0% 8.4% $ 1,709,437 $ 1,837,944 $ 1,735,146 $ 1,870,260 $ 32,316 1.8% $ $ $ $ 500,000 5,565,390 $ 112,000 (376,409) 0.0% 100.0% -7.3% $ 6,065,390 $ (264,409) -4.6% Expenditure 100 - GENERAL 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES 54,089 5,698,553 $ 5,752,642 500,000 112,000 5,188,981 $ 5,800,981 500,000 24,937 6,766,443 $ 7,291,380 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 increased due to changes in the intake of cats at Animal Care and Control. Revenue for FY 2017 is slightly more than FY 2016 due to an anticipated increase in pet adoptions. Expenditure increase is due to higher health/dental benefits rates in FY 2107 and the costs associated in facilitating adoptions, primarily in medical supplies and services. 256 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 44.0% FY 2016 FY 2016 REVISED FORECAST 49.6% 49.6% FY 2017 ADOPTED 52.2% REV VS ADOPTED VAR % 2.6% 5.3% Activities that comprise this program include: • Dog Licensing Dog Licensing Activity The purpose of the Dog Licensing Activity is to provide dog licensing to dog owners so they can comply with the law and improve their ability to recover lost dogs. Mandates: A.R.S. §11-1008 establishes that the Board of Supervisors may set a license fee which shall be paid for each dog three months of age or over that is kept, harbored or maintained; A.R.S. §111010 establishes that no dog shall be licensed unless it is vaccinated. Measure Type Result Output Demand 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 REV VS ADOPTED FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED VAR % 44.0% 49.6% 49.6% 52.2% 2.6% 5.3% 389,388 471,100 434,379 470,000 (1,100) -0.2% 444,812 570,000 504,765 570,000 0.0% 6.50 $ $ 6.99 $ 4.23 $ 6.60 $ 0.39 5.6% 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ 8,569,257 $ 7,042,880 $ 8,255,854 $ 8,065,740 $ 1,022,860 14.5% $ 8,569,257 $ 7,042,880 $ 8,255,854 $ 8,065,740 $ 1,022,860 14.5% 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ 2,531,606 $ 3,292,126 $ 1,835,432 $ 3,100,349 $ 191,777 5.8% $ 2,531,606 $ 3,292,126 $ 1,835,432 $ 3,100,349 $ 191,777 5.8% Expenditure Activity Narrative: Animal Care and Control has improved marketing efforts to increase licensing compliance and subsequent revenue. The expenditure and the expenditure ratio decreased due to the costs associated with processing licenses. 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 2015 ACTUAL 168.2% FY 2016 FY 2016 REVISED FORECAST N/A N/A 257 FY 2017 ADOPTED 4.4% REV VS ADOPTED VAR % N/A N/A Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 pet’s health. Mandates: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent change in pet intake in Maricopa County Number of pet sterilization surgeries provided Number of pet sterilization surgeries requested Expenditure per pet sterilization surgery provided 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES FY 2016 FY 2016 FORECAST REVISED N/A N/A FY 2015 ACTUAL 168.2% REV VS ADOPTED % VAR N/A N/A 10,000 15,000 14,725 18,513 22,000 24,000 14,741 18,259 FY 2017 ADOPTED 4.4% (12,000) (9,000) -54.5% -37.5% $ 86.19 $ 28.63 $ 64.12 $ 55.56 $ (26.93) -94.1% $ 52,915 1,197,092 $ 84,000 697,552 $ 282,954 $ 232,000 $ (84,000) (465,552) -100.0% -66.7% $ 1,250,007 $ 781,552 $ 282,954 $ 232,000 $ (549,552) -70.3% (59,086) $ 1,329,575 84,000 545,801 $ 944,157 $ 555,602 $ 84,000 (9,801) 100.0% -1.8% $ 629,801 $ 944,157 $ 555,602 $ 74,199 11.8% Expenditure 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ $ 1,270,489 Activity Narrative: The decrease in revenue is due to less pet sterilization surgeries. Expenditure increase is due to higher health/dental benefits rates in FY 2017. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING $ 258,954 $ - $ 500,000 $ 500,000 - FY 2016 Revised Budget $ 758,954 $ - FY 2017 Baseline Budget $ 758,954 $ - FY 2017 Adopted Budget Percent Change from Baseline Amount $ 758,954 $ 0.0% - FY 2016 Adopted Budget Adjustments: Base Adjustments Animal Care and Control Operating Contigency (2) Agenda Item: C-79-16-026-2-00 258 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Mid Year Adjustments FY 16 ACC Year End Adj 9,480,584 $ 9,480,584 $ 2,250,000 $ 2,250,000 - $ 11,730,584 $ 9,480,584 $ (2,250,000) $ (2,250,000) - $ 9,480,584 $ 9,480,584 $ 137,704 $ 152,407 (15,083) 380 2,318,635 $ 110,614 - 2,211,557 - Agenda Item: C-79-16-122-2-00 FY 2016 Revised Budget Adjustments: Mid Year Adjustments FY 16 ACC Year End Adj $ Agenda Item: C-79-16-122-2-00 FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Inactivate Assistant County Manager FTE Create Director - Animal Control FTE Customer Service FTEs (3) Base Adjustment Increases Department Over Baseline Submission - Based on Historical Actuals Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 7.90% to 10.00% Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ $ (215,681) 163,519 162,776 2,211,557 (23,756) 34,420 (14,200) $ - (14,200) FY 2017 Adopted Budget Percent Change from Baseline Amount $ - $ - 694,416 694,416 $ 11,936,923 $ 25.9% 10,175,000 7.3% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon - $ 34,958 $ 34,958 - $ 537,384 $ - $ (537,384) $ (34,958) (259,508) (242,918) - $ - $ - $ 38,806 $ 38,806 - $ 38,806 $ - C-49-16-009-2-00 Agenda Item: C-49-16-009-2-00 C-79-15-060-2-00 FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Customer Service Personnel Carry Forward 502,426 $ Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon Shelter Operations and Infrastructure Improvements Other Non Recurring $ Agenda Item: $ FY 2017 Adopted Budget 259 38,806 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 3,677,702 $ 2,958,458 $ 2,958,458 $ 2,761,608 $ 498,245 Sources: Operating Total Sources: $ $ 11,476,535 11,476,535 $ $ 9,480,584 9,480,584 $ $ 9,480,584 9,480,584 $ $ 10,174,065 10,174,065 $ $ 10,175,000 10,175,000 $ 11,965,959 426,645 12,392,604 $ $ 11,970,264 467,164 12,437,428 $ $ 11,730,584 537,384 12,267,968 $ $ 9,480,584 502,426 9,983,010 11,936,923 38,806 11,975,729 (2,250,000) $ Uses: Operating Non-Recurring Total Uses: $ $ $ Structural Balance $ (489,424) $ - $ Accounting Adjustments $ (25) $ - $ - $ - $ 2,456,032 2,456,032 $ 171,074 171,074 $ 498,245 498,245 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 2,761,608 2,761,608 $ $ $ (1,796,199) $ $ (1,761,923) - (1,302,484) (1,302,484) $ Animal Control Field Operations Fund (574) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Mid Year Adjustments FY 16 ACC Year End Adj 3,453,314 $ 350,000 $ 350,000 - $ 3,749,773 $ 3,453,314 $ (350,000) $ (350,000) - $ 3,399,773 $ 3,453,314 $ 49,316 $ 63,593 (14,449) 172 284,271 $ 331,969 - 2,128 (49,826) - C-79-16-122-2-00 Agenda Item: C-79-16-122-2-00 FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Net Increase of Administrative Overhead Radio Charges Adjustment Personnel Savings From 5.17% to 18.92% Fees and Other Revenues ProgRevenue Volume Inc/Dec 3,399,773 $ Agenda Item: FY 2016 Revised Budget Adjustments: Mid Year Adjustments FY 16 ACC Year End Adj $ Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 260 331,969 (49,826) $ - $ - 21,400 21,400 $ 3,733,360 $ 9.8% 3,474,714 0.6% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 345,980 $ - FY 2016 Revised Budget $ 345,980 $ - $ (345,980) $ (345,980) - $ - $ - $ 325,000 $ 325,000 - $ 325,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Vehicle Replacements Carry Forward Agenda Item: $ 325,000 FY 2017 Adopted Budget Animal Control Field Operations Fund (574) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2017 ADOPTED FY 2016 FORECAST Beginning Spendable Fund Balance $ 1,550,485 $ 1,609,782 $ 1,609,782 $ 1,295,806 $ 980,187 Sources: Operating Total Sources: $ $ 3,352,771 3,352,771 $ $ 3,453,314 3,453,314 $ $ 3,453,314 3,453,314 $ $ 3,375,971 3,375,971 $ $ 3,474,714 3,474,714 $ 3,382,021 225,417 3,607,438 $ $ 3,749,773 345,980 4,095,753 $ 3,691,590 3,691,590 $ $ 3,399,773 345,980 3,745,753 3,733,360 325,000 4,058,360 Uses: Operating Non-Recurring Total Uses: $ $ $ (296,459) $ $ (315,619) $ (258,646) Structural Balance $ (29,250) $ 53,541 $ Accounting Adjustments $ (12) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ 1,317,343 1,317,343 $ $ 967,343 967,343 $ $ 980,187 980,187 $ $ 396,541 396,541 1,295,806 1,295,806 261 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2017 Adopted Budget Assessor Analysis by Idamarie C. Flaherty, Senior 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 (2015-2020) for Real Property, and by August 31st of each year (2015-2020) 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, 2015, 100 percent of Business Personal Properties were fairly and equitably valued. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 282,921 $ 282,921 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 223,347 $ 223,347 $ 180,000 $ 180,000 $ (60,000) (60,000) -25.0% -25.0% TOTAL PROGRAMS $ 282,921 $ 240,000 $ 240,000 $ 223,347 $ 180,000 $ (60,000) -25.0% USES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT $ $ 18,139,185 $ 18,139,185 $ 19,339,938 $ 19,339,938 $ 19,244,995 $ 19,244,995 $ 18,495,759 $ 18,495,759 $ 18,884,858 $ 18,884,858 $ 360,137 360,137 1.9% 1.9% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 125,373 $ 293,608 310,427 73,320 633,938 1,436,666 $ 138,522 $ 390,248 350,430 67,173 632,964 1,579,337 $ 138,522 $ 355,579 350,430 67,173 804,045 1,715,749 $ 143,540 $ 338,507 331,200 61,107 704,073 1,578,427 $ 135,501 $ 349,376 190,311 65,879 859,237 1,600,304 $ 3,021 6,203 160,119 1,294 (55,192) 115,445 2.2% 1.7% 45.7% 1.9% -6.9% 6.7% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 179,382 $ 114,607 167,028 461,017 $ 189,712 $ 110,955 217,138 517,805 $ 189,712 $ 110,955 217,138 517,805 $ 195,161 $ 112,601 217,138 524,900 $ 303,201 $ 109,491 204,904 617,596 $ (113,489) 1,464 12,234 (99,791) -59.8% 1.3% 5.6% -19.3% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 1,967,504 $ 154,249 663,837 396,105 3,181,695 $ 1,653,890 $ 185,059 594,948 261,187 2,695,084 $ 1,610,183 $ 143,953 680,076 219,403 2,653,615 $ 1,949,645 $ 133,138 681,268 348,771 3,112,822 $ 1,835,954 $ 149,613 691,718 246,398 2,923,683 $ (225,771) (5,660) (11,642) (26,995) (270,068) -14.0% -3.9% -1.7% -12.3% -10.2% TOTAL PROGRAMS $ 23,218,563 $ 24,132,164 $ 24,132,164 $ 23,711,908 $ 24,026,441 $ 105,723 $ $ 262 0.4% Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 282,921 $ 282,921 $ 240,000 240,000 $ $ 240,000 $ 240,000 $ 223,347 $ 223,347 $ 180,000 180,000 $ $ (60,000) (60,000) -25.0% -25.0% ALL REVENUES $ 282,921 $ 240,000 $ 240,000 $ 223,347 $ 180,000 $ (60,000) -25.0% 282,921 $ 240,000 FY 2016 FY 2015 ACTUAL ADOPTED $ 240,000 $ 223,347 $ 180,000 FY 2016 FY 2016 FY 2017 REVISED FORECAST ADOPTED $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ (60,000) -25.0% REVISED VS ADOPTED VAR % 14,305,329 $ 3,842 5,489,325 10,937 (341,193) 3,671 19,471,911 $ 15,264,738 $ 9,432 6,110,552 1,000 (1,117,627) 20,268,095 $ 15,281,633 $ 9,432 6,093,657 1,000 (1,117,627) 20,268,095 $ 14,668,009 $ 7,416 54,452 5,906,372 6,898 (830,660) 1,692 19,814,179 $ 14,281,503 $ 9,432 6,217,574 1,000 (942,724) 19,566,785 $ 1,000,130 (123,917) (174,903) 701,310 6.5% 0.0% N/A -2.0% 0.0% -15.6% N/A 3.5% SUBTOTAL $ 263,817 $ 143 88 81,741 345,789 $ 207,600 $ 1,000 82,742 291,342 $ 199,870 $ 1,000 82,742 283,612 $ 216,061 $ 441 82,147 298,649 $ 211,600 $ 600 146,043 358,243 $ (11,730) 400 (63,301) (74,631) -5.9% 40.0% N/A -76.5% -26.3% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 10,075 $ 1,331,965 126,139 442,200 371,802 182,940 74,639 752,465 270 325 3,292,820 $ 16,000 $ 1,104,707 106,000 961,398 384,422 212,000 88,200 700,000 3,572,727 $ 16,000 $ 1,104,707 106,000 961,398 384,422 212,000 88,200 700,000 3,572,727 $ 8,762 $ 1,233,802 113,241 897,935 350,999 202,794 66,160 702,929 3,576,622 $ 12,000 $ 924,435 115,000 1,219,178 498,870 194,500 85,200 716,000 328,500 4,093,683 $ 4,000 180,272 (9,000) (257,780) (114,448) 17,500 3,000 (16,000) (328,500) (520,956) 25.0% 16.3% -8.5% -26.8% -29.8% 8.3% 3.4% -2.3% N/A N/A -14.6% $ SUBTOTAL $ 108,043 $ 108,043 $ - $ - $ - $ - $ 14,728 $ 14,728 $ - $ - $ - N/A N/A ALL EXPENDITURES $ 23,218,563 $ 24,132,164 $ 24,124,434 $ 23,704,178 $ 24,018,711 $ 105,723 0.4% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 7,730 $ 7,730 $ 7,730 $ 7,730 $ 7,730 $ 7,730 $ - 0.0% 0.0% TOTAL USES $ 23,218,563 $ 24,132,164 $ 24,132,164 $ 23,711,908 $ 24,026,441 $ 105,723 0.4% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN CAPITAL 0920 - CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED % VAR 282,921 $ 282,921 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 223,347 $ 223,347 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 282,921 $ 282,921 $ FY 2015 ACTUAL 240,000 $ 240,000 $ FY 2016 ADOPTED 240,000 $ 240,000 $ FY 2016 REVISED 223,347 $ 223,347 $ FY 2016 FORECAST FUND TOTAL USES $ 22,587,078 $ 631,485 23,218,563 $ 24,132,164 $ 24,132,164 $ 24,132,164 $ 24,132,164 $ 23,711,908 $ 23,711,908 $ 24,026,441 $ 24,026,441 $ 105,723 105,723 0.4% N/A 0.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,587,078 $ 631,485 $ 23,218,563 $ 24,132,164 $ - $ 24,132,164 $ 24,132,164 $ - $ 24,132,164 $ 23,711,908 $ - $ 23,711,908 $ 24,026,441 $ - $ 24,026,441 $ 105,723 105,723 0.4% N/A 0.4% FUND / FUNCTION CLASS 100 GENERAL OPERATING ESRI DESKTOP REVIEW PROJECT $ 263 180,000 $ 180,000 $ (60,000) (60,000) -25.0% -25.0% $ FUND TOTAL SOURCES $ (60,000) -25.0% 180,000 $ 180,000 $ (60,000) -25.0% FY 2017 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% .90 3.00 3.50 4.48 1.10 12.98 1.90 1.00 4.50 7.00 1.10 15.50 1.90 1.00 4.00 9.00 1.10 17.00 1.90 1.00 4.00 9.00 1.10 17.00 1.90 1.00 4.00 9.00 1.10 17.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 19.00 1.00 6.00 4.00 30.00 24.00 1.00 5.00 4.00 34.00 23.00 .50 6.00 5.50 35.00 24.00 .50 6.00 5.50 36.00 24.00 .50 6.00 3.50 34.00 1.00 (2.00) (1.00) 4.3% 0.0% 0.0% (36.4%) (2.9%) 277.93 277.93 321.91 264.93 264.93 315.43 257.43 257.43 310.43 257.43 257.43 311.43 258.93 258.93 310.93 1.50 1.50 .50 0.6% 0.6% 0.2% 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 FY 2016 ADOPTED 3.50 3.00 78.00 2.00 8.00 16.00 18.00 26.00 5.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 5.00 69.93 1.00 1.00 1.00 4.00 Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Services 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 264 FY 2016 FY 2016 REVISED FORECAST 4.00 4.00 1.00 1.00 4.00 3.00 80.00 82.00 1.00 1.00 1.00 1.00 4.00 4.00 15.00 15.00 18.00 18.00 19.00 18.00 5.00 5.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 5.00 5.00 50.93 51.93 10.00 10.00 9.50 9.50 1.00 1.00 1.00 1.00 4.00 4.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 4.00 0.0% (1.00) (100.0%) 3.00 (1.00) (25.0%) 88.00 8.00 10.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 16.00 1.00 6.7% 18.00 0.0% 12.00 (7.00) (36.8%) 5.00 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% N/A 1.00 0.0% 5.00 0.0% 52.93 2.00 3.9% 10.00 0.0% 9.00 (.50) (5.3%) 1.00 0.0% 1.00 0.0% 1.00 1.00 N/A 4.00 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Market Range Title (continued) MARKET RANGE TITLE GIS Programmer/Analyst - Senior/Lead GIS Technician 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 Training Supervisor Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2015 ADOPTED 1.00 18.00 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 2016 ADOPTED FY 2015 ADOPTED 321.91 321.91 FY 2016 ADOPTED 315.43 315.43 21.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 3.00 2.00 1.00 6.00 2.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 2.00 315.43 FY 2016 REVISED 22.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 3.00 1.00 1.00 6.00 2.00 1.00 1.00 2.00 1.00 1.00 5.00 1.00 1.00 2.00 2.00 310.43 FY 2016 FORECAST 21.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 3.00 2.00 1.00 6.00 2.00 1.00 1.00 2.00 2.00 1.00 5.00 1.00 2.00 2.00 311.43 FY 2017 ADOPTED 21.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 3.00 2.00 1.00 6.00 2.00 1.00 1.00 2.00 1.00 5.00 1.00 2.00 2.00 310.93 REVISED TO ADOPTED VARIANCE VAR % N/A (1.00) (4.5%) 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% 1.00 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% .50 0.2% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2016 FY 2016 REVISED FORECAST 310.43 311.43 310.43 311.43 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 310.93 .50 0.2% 310.93 .50 0.2% General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $412,888 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $13,841 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $1,518 for the impact of the changes in retirement contribution rates. • Increase in Other Services by $407 for the impact of changes in Personnel Savings. • Decrease Internal Service Charges by $12,234 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $113,489 for the impact of the changes in the base level telecommunication charges. • Increase Personnel Savings by $864,108 from 3.55% to 7.51%. • Decrease Program Revenue Volume by $60,000 due to less rental registrations. • Increase Other Base Adjustments by $256,158 for Marshall & Swift Search Engine. 265 Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 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. 266 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 100.0% 1,677,511 FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 1,698,000 1,698,000 1,677,511 1,698,000 FY 2017 ADOPTED 100.0% 1,699,999 1,698,000 REV VS ADOPTED VAR % 0.0% 0.0% 1,999 0.1% 1,699,999 1,999 0.1% 0.23 2.0% $ 10.81 $ 11.33 $ 10.89 $ 11.11 $ 100 - GENERAL TOTAL SOURCES $ $ 282,921 282,921 $ $ 240,000 240,000 $ $ 223,347 223,347 $ $ 180,000 180,000 $ $ (60,000) (60,000) 100 - GENERAL TOTAL USES $ 18,139,185 $ 18,139,185 $ 18,884,858 $ 18,884,858 $ $ 360,137 360,137 -25.0% -25.0% Expenditure $ 19,244,995 $ 19,244,995 $ 18,495,759 $ 18,495,759 1.9% 1.9% Activity Narrative: The FY 2017 budget supports the Department in meeting 100% of the demand. Rental Registrations decreasing to a normal level, therefore, revenues have been reduced. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 24,132,164 $ 240,000 FY 2015 Revised Budget $ 24,132,164 $ 240,000 FY 2016 Baseline Budget $ 24,132,164 $ 240,000 $ 400,565 $ 412,888 (13,841) 1,518 (762,446) $ 407 - (12,234) 113,489 (864,108) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase in Other Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 3.55% to 7.51% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ $ 407 (864,108) FY 2016 Tentative Budget $ - $ - (60,000) (60,000) $ 23,770,283 $ -1.5% 180,000 -25.0% $ 256,158 $ 256,158 - $ 24,026,441 $ -0.4% 180,000 -25.0% Percent Change from Baseline Amount Adjustments: Base Adjustments Other Base Adjustments Marshall & Swift Search Engine Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount 267 256,158 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Assistant County Manager - 940 Analysis by Jack L. Patton, Principal Management and Budget Analyst Summary Mission The mission of the Assistant County Manager is to provide regional leadership and fiscally responsible, necessary public services to residents so they can enjoy living in a healthy and safe environment. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals The Real Estate Program was transferred to Facilities Management in FY 2015. The Assistant County Manager Department provides leadership and oversight to the various departments under its purview. Direct service activities which have performance measures are not utilized in this department. The results of departmental efforts can be demonstrated in the performance measures of the various departments. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 3,408,413 $ 3,408,413 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 3,408,413 $ - $ - $ - $ - $ - N/A RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 293,020 $ 293,020 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ (2,219) $ 118,168 61,118 177,067 $ 1,128 $ 212,580 77,236 290,944 $ 1,128 $ 212,580 77,236 290,944 $ 17,244 $ 158,335 71,958 247,537 $ - $ 221,737 70,116 291,853 $ INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 1,089 $ 1,884 2,973 $ 2,163 $ 1,981 4,144 $ 2,163 $ 1,981 4,144 $ 1,836 $ 1,978 3,814 $ 1,894 $ 1,341 3,235 $ 269 640 909 12.4% 32.3% 21.9% TOTAL PROGRAMS $ 473,060 $ 295,088 $ 295,088 $ 251,351 $ 295,088 $ - 0.0% USES $ 1,128 (9,157) 7,120 (909) 100.0% -4.3% 9.2% -0.3% Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 3,408,413 3,408,413 $ $ - $ - $ - $ $ - $ $ - $ $ - N/A N/A ALL REVENUES $ 3,408,413 $ - $ - $ - $ - $ - N/A TOTAL SOURCES $ 3,408,413 $ - $ - $ - $ - $ - N/A 268 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 612,933 $ 176,383 (329,033) 460,283 $ 474,733 $ 136,756 (334,467) 277,022 $ 474,733 $ 136,756 (334,467) 277,022 $ 405,872 $ 115,852 (276,991) 244,733 $ 457,816 $ 142,092 (330,830) 269,078 $ 16,917 (5,336) (3,637) 7,944 3.6% -3.9% -1.1% 2.9% SUBTOTAL $ 100 $ 396 496 $ 5,133 $ (1,560) 3,573 $ 5,133 $ (1,560) 3,573 $ - $ (1) (1) $ 8,750 $ (1,560) 7,190 $ (3,617) (3,617) -70.5% N/A 0.0% -101.2% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0850 - UTILITIES SUBTOTAL $ ALL EXPENDITURES $ 3,400 $ 7,899 196 200 586 12,281 $ 473,060 $ 110 $ 3,899 6,700 2,584 1,200 14,493 $ 295,088 $ 110 $ 3,899 6,700 2,584 1,200 14,493 $ 295,088 $ 896 $ 3,572 1,259 526 365 6,618 $ 251,350 $ 410 $ 3,926 6,700 6,584 1,200 18,820 $ 295,088 $ (300) (27) (4,000) (4,327) - -272.7% -0.7% 0.0% -154.8% 0.0% -29.9% 0.0% TOTAL USES $ 473,060 $ 295,088 $ 295,088 $ 251,350 $ 295,088 $ FY 2016 REVISED FY 2016 FORECAST SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT $ - 0.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 3,408,413 $ 3,408,413 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 3,408,413 $ 3,408,413 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FUND TOTAL USES $ 473,060 $ 473,060 $ 295,088 $ 295,088 $ 295,088 $ 295,088 $ 251,350 $ 251,350 $ 295,088 $ 295,088 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 473,060 $ 473,060 $ 295,088 $ 295,088 $ 295,088 $ 295,088 $ 251,350 $ 251,350 $ 295,088 $ 295,088 $ - 0.0% 0.0% 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 3.00 1.00 1.00 5.00 - 0.0% 0.0% 0.0% 0.0% 3.00 3.00 6.63 5.00 5.00 5.00 5.00 - N/A N/A 0.0% FY 2015 ADOPTED 1.00 1.00 1.63 1.00 2.00 6.63 FY 2016 ADOPTED 1.00 1.00 3.00 5.00 Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Exec Asst to Executive Officer Management Analyst Real Estate Manager - County Real Property Specialist Special Projects Manager Department Total 269 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 1.00 1.00 3.00 3.00 5.00 5.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% N/A N/A N/A 3.00 0.0% 5.00 0.0% Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2015 ADOPTED 6.63 6.63 FY 2016 ADOPTED 5.00 5.00 FY 2016 FY 2016 REVISED FORECAST 5.00 5.00 5.00 5.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 5.00 0.0% 5.00 0.0% General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $2,548 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $22 for the impact of the changes in retirement contribution rates. • Decrease Supplies and Services by $4,709 based on historical trends. • Decrease Internal Service Charges by $640 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $523 for the impact of changes in the base level telecommunication charges. • Decrease Vacancy Savings for the Industrial Development Authority staffing by $2,256. This has no impact on county funds. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 295,088 $ - FY 2016 Revised Budget $ 295,088 $ - FY 2017 Baseline Budget $ 295,088 $ - $ 2,570 $ 2,548 22 (2,570) $ (4,709) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Supplies and Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Decrease Vacancy Savings from 0.37% to 0.00% Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (4,709) - 295,088 $ 0.0% - 2,256 $ 270 (640) 523 2,256 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Assistant County Manager - 950 Analysis by Cristi Cost, Management and Budget Analyst Summary Mission The mission of the Assistant County Manager is to provide regional leadership and fiscally responsible, necessary public services to residents so they can enjoy living in a healthy and safe environment. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals The Assistant County Manager Department provides leadership and oversight to the various departments under its purview. Program and service activities which are budgeted directly in Department 950 have performance measures included herein. The results of other strategic departmental efforts can be demonstrated in the performance measures of the various departments. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES RSST - JUSTICE SYSTEM PLANNING AND INFORMATION $ 42CD - CRIME PREVENTION $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,143,605 1,143,605 FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 68,459 68,459 $ $ 68,459 68,459 $ $ 860,906 860,906 $ $ 68,459 68,459 $ $ - 0.0% 0.0% (230,743) $ (230,743) $ - $ $ - $ $ 297,659 297,659 $ $ - $ $ - N/A N/A TOTAL PROGRAMS $ 912,862 $ 68,459 $ 68,459 $ 1,158,565 $ 68,459 $ - 0.0% $ $ 11,412 11,412 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A RSST - JUSTICE SYSTEM PLANNING AND INFORMATION $ 42CD - CRIME PREVENTION $ 1,596,102 1,596,102 $ $ 983,894 983,894 $ $ 943,891 943,891 $ $ 1,248,930 1,248,930 $ $ 923,258 923,258 $ $ 20,633 20,633 2.2% 2.2% 321,544 106,323 427,867 $ 3,883 308,911 130,088 442,882 $ 3,883 260,042 172,303 436,228 $ 3,560 281,720 155,365 440,645 $ 3,645 237,256 206,925 447,826 $ 238 22,786 (34,622) (11,598) 6.1% 8.8% -20.1% -2.7% -75.3% 43.7% 2.1% -38.4% 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 RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ $ 6,720 2,172 8,892 TOTAL PROGRAMS $ 2,044,273 $ $ $ 5,536 1,564 1,874 8,974 $ 1,435,750 271 $ $ $ 5,546 1,564 1,874 8,984 $ 1,389,103 $ $ $ 5,546 4,834 1,872 12,252 $ 1,701,827 $ $ $ $ 9,724 880 1,834 12,438 $ $ (4,178) 684 40 (3,454) $ 1,383,522 $ 5,581 0.4% Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2016 ADOPTED 905,927 905,927 $ SUBTOTAL $ FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 68,459 68,459 $ $ 68,459 68,459 $ $ 1,157,924 1,157,924 $ $ 68,459 68,459 $ $ - 0.0% 0.0% (814) $ 7,749 6,935 $ - $ $ $ - $ $ 641 641 $ $ - $ - N/A N/A N/A $ - 0.0% ALL REVENUES $ 912,862 $ 68,459 $ 68,459 $ 1,158,565 $ 68,459 TOTAL SOURCES $ 912,862 FY 2015 ACTUAL $ 68,459 FY 2016 ADOPTED $ 68,459 FY 2016 REVISED $ 1,158,565 FY 2016 FORECAST $ 68,459 FY 2017 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 $ SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT 580,999 $ 57 174,301 (34,158) 40,770 761,969 $ $ SUBTOTAL $ 9,410 9,410 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 $ 31,750 430 1,214,031 17,132 4,911 4,615 25 1,272,894 2,044,273 $ TOTAL USES $ 2,044,273 644,527 $ 196,654 (13,783) 21,525 848,923 $ $ 5,696 5,696 $ 636,121 $ 193,096 19,530 (27,386) 21,525 842,886 $ $ 4,871 4,871 $ $ $ $ 543,621 430 10,997 12,531 13,552 581,131 1,435,750 $ 1,435,750 608,281 $ 173,742 44,530 (71,570) 28,161 783,144 $ $ 3,205 1,951 5,156 $ $ 0.0% REVISED VS ADOPTED VAR % 639,463 $ 49,050 208,407 (65,830) 20,204 851,294 $ $ -0.5% N/A N/A -7.9% 100.0% 140.4% 6.1% -1.0% (711) (711) -14.6% N/A -14.6% 4.1% 0.0% N/A N/A -31.6% -13.3% -5.1% N/A N/A N/A 2.7% 0.4% 0.4% $ 5,582 5,582 483,561 430 14,232 14,184 14,239 526,646 1,383,522 $ $ $ 20,464 (3,414) (1,663) (687) 14,700 5,581 1,383,522 $ 5,581 $ $ $ 504,025 430 10,818 12,521 13,552 541,346 1,389,103 $ $ 75,803 $ 804,795 12,351 14,219 6,357 2 (9,850) 9,850 913,527 $ 1,701,827 $ $ 1,389,103 $ 1,701,827 $ $ (3,342) (49,050) (15,311) 19,530 38,444 1,321 (8,408) $ Sources and Uses by Fund and Function FY 2015 ACTUAL 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 $ FY 2016 ADOPTED (289,180) $ 1,202,042 912,862 $ (289,180) $ 68,459 1,202,042 $ 912,862 $ 68,459 FY 2015 FY 2016 ACTUAL ADOPTED 429,138 44,147 473,285 $ FUND TOTAL USES $ 1,219,771 1,219,771 $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FUND TOTAL USES $ 249 NON DEPARTMENTAL GRANTS OPERATING NON RECURRING NON PROJECT 255 DETENTION OPERATIONS OPERATING $ 68,459 68,459 $ FY 2016 REVISED $ $ 68,459 68,459 FY 2016 FORECAST $ $ 1,158,565 1,158,565 FY 2017 ADOPTED $ $ 68,459 68,459 REVISED VS ADOPTED VAR % $ $ - 0.0% N/A 0.0% $ $ $ 68,459 68,459 FY 2016 REVISED $ $ $ 1,158,565 1,158,565 FY 2016 FORECAST $ $ $ 68,459 68,459 FY 2017 ADOPTED $ $ $ 0.0% N/A 0.0% REVISED VS ADOPTED VAR % $ 424,764 489,950 914,714 $ $ $ 435,276 469,107 904,383 $ $ 424,764 20,843 445,607 $ (10,512) 20,843 10,331 431,764 529,597 961,361 $ $ 68,459 68,459 $ 68,459 68,459 $ 866,452 866,452 $ 68,459 68,459 $ 351,217 351,217 $ $ 405,930 405,930 $ $ 405,930 405,930 $ $ 389,768 389,768 $ $ 410,680 410,680 $ $ (4,750) (4,750) -1.2% -1.2% 780,355 1,263,918 2,044,273 $ $ $ 906,153 529,597 1,435,750 $ $ $ 899,153 489,950 1,389,103 $ $ $ 1,680,984 20,843 1,701,827 $ $ $ 914,415 469,107 1,383,522 $ $ $ (15,262) 20,843 5,581 -1.7% 4.3% 0.4% $ 272 $ $ $ $ - -2.5% 4.3% 1.1% 0.0% N/A 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Staffing by Program and Activity PROGRAM/ACTIVITY CRIME PREVENTION JUSTICE SYSTEM PLANNING AND INFORMATION PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL INNOVATION INNOVATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 4.60 4.60 4.80 4.80 4.80 4.80 4.80 4.80 4.80 4.80 - 0.0% 0.0% 2.65 2.65 2.20 1.00 3.20 1.20 2.00 3.20 1.20 2.00 3.20 1.20 2.00 3.20 - 0.0% 0.0% 0.0% .75 .75 8.00 8.00 .00 8.00 8.00 8.00 - N/A N/A 0.0% FY 2015 ADOPTED 1.00 1.00 1.00 2.00 1.00 1.00 1.00 8.00 FY 2016 ADOPTED 1.00 1.00 1.00 2.00 1.00 1.00 1.00 8.00 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 8.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% N/A 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 8.00 0.0% FY 2015 ADOPTED 3.00 1.00 4.00 8.00 FY 2016 ADOPTED 3.00 1.00 4.00 8.00 FY 2016 FY 2016 REVISED FORECAST 3.00 3.00 1.00 1.00 4.00 4.00 8.00 8.00 FY 2017 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 Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $3,829 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $32 for the impact of the changes in retirement contribution rates. • Decrease Other Pay by $10,000 for the impact of the changes in vacancy savings. • Decrease Personnel and Supplies by $5,342 for the impact of the changes in vacancy savings. • Decrease Internal Service Charges by $20 for the impact of the changes in risk management charges. • Decrease Internal Service Charges by $329 for the impact of the changes in the base level telecommunication charges. • Decrease Vacancy Savings by $15,342 to right-size savings with what is occurring historically in this fund. General Fund (100) Non Recurring Non Project • Carry forward $469,107 not spent in FY 2016 for activities related to Justice System Planning and Information. 273 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Grant Fund (249) Operating • Increase Regular Benefits by $1,319 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $434 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $6 for the impact of the changes in retirement contribution rates. • Increase Vacancy Savings by $5,069 to bring grant fund to structural balance. • Increase Central Service Cost Allocation by $4,178 for the impact of the changes in central service rates. Detention Fund (255) Operating • Increase Regular Benefits by $5,198 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $101 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $29 for the impact of the changes in retirement contribution rates. • Increase Personnel and Other Services by $3,761 for the impact of the changes in vacancy savings. • Decrease Internal Service Charges by $21 for the impact of the changes in risk management charges. • Decrease Internal Service Charges by $355 for the impact of the changes in the base level telecommunication charges. • Increase Vacancy Savings by $3,761 to right-size savings with what is occurring historically in this fund. 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 2015 ACTUAL N/A FY 2016 REVISED 85.5% FY 2016 FORECAST 85.5% FY 2017 ADOPTED 85.5% N/A 100.0% 100.0% 100.0% Activities that comprise this program include: • Justice System Planning and Information 274 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 decision making and implementation of evidence-based strategies. Mandates: Discretionary services. Measure Type Result Result Output Output Output Output Output Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of report survey respondents who are satisfied or very satisfied with the reports. 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. FY 2015 ACTUAL N/A FY 2016 REVISED 85.5% FY 2016 FORECAST 85.5% FY 2017 ADOPTED 85.5% N/A 100.0% 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% N/A 19 19 19 - 0.0% N/A N/A 68,549 76 68,549 76 68,549 76 - 0.0% 0.0% N/A 6 6 6 - 0.0% N/A 4 4 4 - 0.0% N/A 6 6 6 - 0.0% N/A N/A 4 19 4 19 4 19 - 0.0% 0.0% N/A 76 N/A 4 N/A $ 49,678.47 76 4 $ 64,997.42 76 4 $ 48,592.53 $ 1,085.94 0.0% 0.0% 2.2% 860,906 860,906 $ $ 68,459 68,459 $ $ - 0.0% 0.0% 20,843 860,906 367,181 $ 1,248,930 $ 469,107 58,735 395,416 923,258 $ 249 - NON DEPARTMENTAL GRANTS TOTAL SOURCES $ 1,143,605 $ 1,143,605 $ $ 68,459 68,459 $ $ 100 - GENERAL 249 - NON DEPARTMENTAL GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ $ 489,950 62,913 391,028 943,891 $ Expenditure 49,277 1,219,771 327,054 $ 1,596,102 $ $ $ 20,843 4,178 (4,388) 20,633 4.3% 6.6% -1.1% 2.2% 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. Leadership in this program changed at the beginning of FY 2016 and will review this activity in the FY 2018 Strategic Business Plan update to ensure it aligns with the goals of the new Director. 275 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Base Adjustments HR System Operations Adj $ $ C-31-16-009-2-00 - (7,000) $ (7,000) - $ 424,764 $ - $ 7,000 7,000 $ - $ 431,764 $ - $ 3,861 $ 3,829 32 (349) $ (15,342) - Agenda Item: C-31-16-009-2-00 FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Pay Net Change to Personnel and Supplies Risk Management Adjustment Base Telecom Adjustment Personnel Savings Decrease Vacancy Savings from 5.62% to 0.00% $ Agenda Item: FY 2016 Revised Budget Adjustments: Base Adjustments HR System Operations Adj 431,764 Agenda Item: $ $ (10,000) (5,342) (20) (329) 15,342 $ - 15,342 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 435,276 $ 0.8% Expenditures Revenue NON-RECURRING FY 2016 Adopted Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon $ - $ (39,647) $ (39,647) - $ 489,950 $ - (489,950) $ 39,647 (529,597) - C-49-16-009-2-00 Agenda Item: $ C-49-16-009-2-00 FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Justice System Planning and Information Activities 529,597 Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon Other Non Recurring $ $ - $ - $ 469,107 469,107 $ - $ 469,107 $ - Agenda Item: $ FY 2017 Adopted Budget 276 469,107 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Non Departmental Grant Fund (249) Revenue Expenditures OPERATING FY 2016 Adopted Budget Adjustments: Grants JAG Grant Reconciliation $ 68,459 $ 750,353 750,353 $ 750,353 750,353 $ 818,812 $ 818,812 C-95-16-008-G-00 Agenda Item: $ C-95-16-008-G-00 FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Central Service Cost Allocation Personnel Savings Increase Vacancy Savings from 28.46% to 35.17% 68,459 Agenda Item: FY 2016 Revised Budget Adjustments: Grants JAG Grant Reconciliation $ (750,353) $ (750,353) (750,353) (750,353) $ 68,459 $ 68,459 $ 891 $ 1,319 (434) 6 (891) $ 4,178 (5,069) - 68,459 $ 0.0% 68,459 0.0% Agenda Item: $ $ (5,069) $ FY 2017 Adopted Budget Percent Change from Baseline Amount Detention Fund (255) Revenue Expenditures OPERATING FY 2016 Adopted Budget $ 405,930 $ - FY 2016 Revised Budget $ 405,930 $ - FY 2017 Baseline Budget $ 405,930 $ - 5,126 $ 5,198 (101) 29 (376) $ 3,761 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Net Changes to Personnel and Other Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 0.93% to 1.86% Agenda Item: $ $ $ 3,761 (21) (355) (3,761) $ (3,761) $ FY 2017 Adopted Budget Percent Change from Baseline Amount 277 - 410,680 $ 1.2% - Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2017 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. Strategic Goals The Board of Supervisor’s strategic goals are contained in the Maricopa County Strategic Plan FY 2015-2018. Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 205,942 205,942 $ $ 257,510 257,510 $ $ 257,510 257,510 $ $ 227,706 227,706 $ $ 259,630 259,630 $ $ (2,120) (2,120) -0.8% -0.8% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 3,744 112,251 1,374 117,369 $ $ 605 112,406 793 113,804 $ $ 1,458 110,955 795 113,208 $ $ 1,458 110,955 795 113,208 $ $ 111,790 648 112,438 $ (2,286) (1,296) (579) (4,161) -156.8% -1.2% -72.8% -3.7% TOTAL PROGRAMS $ 318,380 $ 370,718 $ 370,718 $ 341,510 $ 376,999 $ (6,281) -1.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2015 ACTUAL SUBTOTAL $ 232,567 77,697 310,264 $ SUBTOTAL $ $ FY 2016 REVISED $ 252,144 87,981 340,125 3,714 3,714 $ $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING SUBTOTAL $ ALL EXPENDITURES $ 270 2,717 265 1,150 4,402 318,380 $ TOTAL USES $ 318,380 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2016 ADOPTED $ FY 2016 FORECAST $ $ 252,144 87,981 340,125 4,000 4,000 $ $ $ $ $ 3,238 3,355 10,000 10,000 26,593 370,718 $ 370,718 FY 2017 ADOPTED $ $ 250,401 85,374 335,775 4,000 4,000 $ $ $ $ $ 3,238 3,355 10,000 10,000 26,593 370,718 $ 370,718 278 REVISED VS ADOPTED VAR % $ $ 261,389 94,059 355,448 344 344 $ $ 3,104 3,104 $ $ $ $ $ 777 4,670 7,000 6,000 18,447 376,999 $ $ $ 679 3,280 1,262 170 5,391 341,510 $ 341,510 $ 376,999 $ (9,245) (6,078) (15,323) 896 896 -3.7% -6.9% -4.5% 22.4% 22.4% $ $ 2,461 (1,315) 3,000 4,000 8,146 (6,281) 76.0% -39.2% 30.0% 40.0% 30.6% -1.7% $ (6,281) -1.7% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 318,380 318,380 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 341,510 341,510 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 318,380 318,380 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 341,510 341,510 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.00 2.00 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% Staffing by Market Range Title MARKET RANGE TITLE BOARD OF SUPERVISORS DIST 1 Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 FY 2015 ADOPTED 3.00 3.00 FY 2016 ADOPTED 3.00 3.00 FY 2016 REVISED 3.00 3.00 FY 2016 FORECAST 3.00 3.00 FY 2017 ADOPTED 1.00 1.00 1.00 3.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 3.00 0.0% General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $3,872 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $21 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $579 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $1,809 for the impact of the changes in the base level telecommunication charges. 279 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 370,718 $ - FY 2016 Revised Budget $ 370,718 $ - FY 2017 Baseline Budget $ 370,718 $ - $ 3,893 3,872 21 2,388 579 1,809 $ - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 280 $ 376,999 $ 1.7% - Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2017 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. Strategic Goals The Board of Supervisor’s strategic goals are contained in the Maricopa County Strategic Plan FY 2015-2018. Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 233,347 233,347 $ $ 257,381 257,381 $ $ 257,381 257,381 $ $ 257,792 257,792 $ $ 260,506 260,506 $ $ (3,125) (3,125) -1.2% -1.2% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 2,868 112,251 1,374 116,493 $ $ 660 111,308 791 112,759 $ $ 1,587 110,955 795 113,337 $ $ 1,587 110,955 795 113,337 $ $ 111,990 648 112,638 $ (1,281) (1,296) (579) (3,156) -80.7% -1.2% -72.8% -2.8% TOTAL PROGRAMS $ 345,985 $ 370,718 $ 370,718 $ 370,551 $ 376,999 $ (6,281) -1.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2015 ACTUAL $ SUBTOTAL $ 254,499 82,205 336,704 $ SUBTOTAL $ FY 2016 REVISED $ $ 275,169 92,062 367,231 2,396 2,396 $ $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 1,233 2,033 2,130 1,300 189 6,885 345,985 $ TOTAL USES $ 345,985 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2016 ADOPTED FY 2016 FORECAST $ $ 275,169 92,062 367,231 - $ $ $ $ $ 2,276 1,211 3,487 370,718 $ 370,718 FY 2017 ADOPTED $ $ 275,112 91,517 366,629 - $ $ $ $ $ 2,276 1,211 3,487 370,718 $ 370,718 281 REVISED VS ADOPTED VAR % $ $ 274,269 96,185 370,454 $ 900 (4,123) (3,223) 0.3% -4.5% -0.9% - $ $ 1,183 1,183 $ $ (1,183) (1,183) N/A N/A $ $ $ 76 2,312 1,500 34 3,922 370,551 $ $ $ 4,151 1,111 100 5,362 376,999 $ $ (1,875) 100 (100) (1,875) (6,281) N/A -82.4% 8.3% N/A N/A -53.8% -1.7% $ 370,551 $ 376,999 $ (6,281) -1.7% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2016 ADOPTED FY 2015 ACTUAL FY 2016 FORECAST FY 2016 REVISED FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 345,985 345,985 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 370,551 370,551 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 345,985 345,985 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 370,551 370,551 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.00 2.00 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 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2016 ADOPTED 1.00 1.00 1.00 3.00 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% FY 2015 ADOPTED 3.00 3.00 FY 2016 ADOPTED 3.00 3.00 FY 2016 FY 2016 REVISED FORECAST 3.00 3.00 3.00 3.00 FY 2017 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 • Increase Regular Benefits by $3,872 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $21 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $579 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $1,809 for the impact of the changes in the base level telecommunication charges. 282 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 370,718 $ - FY 2016 Revised Budget $ 370,718 $ - FY 2017 Baseline Budget $ 370,718 $ - $ 3,893 3,872 21 2,388 579 1,809 $ - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 283 $ 376,999 $ 1.7% - Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2017 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. Strategic Goals The Board of Supervisor’s strategic goals are contained in the Maricopa County Strategic Plan FY 2015-2018. Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 228,965 228,965 $ $ 257,573 257,573 $ $ 257,573 257,573 $ $ 233,726 233,726 $ $ 259,474 259,474 $ $ (1,901) (1,901) -0.7% -0.7% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 3,900 112,251 1,374 117,525 $ $ 580 111,721 786 113,087 $ $ 1,395 110,955 795 113,145 $ $ 1,395 110,955 795 113,145 $ $ 114,873 648 115,521 $ (2,505) (1,296) (579) (4,380) -179.6% -1.2% -72.8% -3.9% TOTAL PROGRAMS $ 344,486 $ 370,718 $ 370,718 $ 346,813 $ 376,999 $ (6,281) -1.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2015 ACTUAL $ SUBTOTAL $ 249,252 83,625 332,877 $ SUBTOTAL $ FY 2016 REVISED $ $ 256,942 88,689 345,631 207 207 $ $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 170 4,514 5,800 150 768 11,402 344,486 $ TOTAL USES $ 344,486 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2016 ADOPTED $ 256,942 88,689 345,631 688 688 $ $ $ $ $ 700 3,699 10,000 9,500 500 24,399 370,718 $ 370,718 FY 2016 FORECAST $ $ 253,457 87,682 341,139 688 688 $ $ $ $ $ 700 3,699 10,000 9,500 500 24,399 370,718 $ 370,718 284 $ FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 275,562 96,651 372,213 358 358 $ $ - $ $ $ $ $ 4,786 4,786 376,999 $ $ $ 13 4,009 601 100 593 5,316 346,813 $ 346,813 $ 376,999 $ (18,620) (7,962) (26,582) 688 688 -7.2% -9.0% -7.7% 100.0% 100.0% $ $ 700 (1,087) 10,000 9,500 500 19,613 (6,281) 100.0% -29.4% 100.0% 100.0% 100.0% 80.4% -1.7% $ (6,281) -1.7% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2016 ADOPTED FY 2015 ACTUAL FY 2016 FORECAST FY 2016 REVISED FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 344,486 344,486 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 346,813 346,813 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 344,486 344,486 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 346,813 346,813 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.00 2.00 3.00 1.75 1.75 2.75 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 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2016 ADOPTED 1.00 .75 1.00 2.75 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% FY 2015 ADOPTED 3.00 3.00 FY 2016 ADOPTED 2.75 2.75 FY 2016 FY 2016 REVISED FORECAST 3.00 3.00 3.00 3.00 FY 2017 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 • Increase Regular Benefits by $3,872 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $21 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $579 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $1,809 for the impact of the changes in the base level telecommunication charges. 285 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 370,718 $ - FY 2016 Revised Budget $ 370,718 $ - FY 2017 Baseline Budget $ 370,718 $ - $ 3,893 3,872 21 2,388 579 1,809 $ - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 286 $ 376,999 $ 1.7% - Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2017 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. Strategic Goals The Board of Supervisor’s strategic goals are contained in the Maricopa County Strategic Plan FY 2015-2018. Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 245,801 245,801 $ $ 257,291 257,291 $ $ 257,291 257,291 $ $ 249,472 249,472 $ $ 260,673 260,673 $ $ (3,382) (3,382) -1.3% -1.3% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 2,701 112,251 1,374 116,326 $ $ 697 111,099 796 112,592 $ $ 1,677 110,955 795 113,427 $ $ 1,677 110,955 795 113,427 $ $ 111,987 648 112,635 $ (1,024) (1,296) (579) (2,899) -61.1% -1.2% -72.8% -2.6% TOTAL PROGRAMS $ 358,436 $ 370,718 $ 370,718 $ 362,064 $ 376,999 $ (6,281) -1.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2015 ACTUAL $ SUBTOTAL $ 267,886 87,325 355,211 $ SUBTOTAL $ FY 2016 REVISED $ $ 268,484 90,863 359,347 423 423 $ $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 100 2,253 134 300 15 2,802 358,436 $ TOTAL USES $ 358,436 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2016 ADOPTED FY 2016 FORECAST $ $ 268,484 90,863 359,347 1,005 1,005 $ $ $ $ $ 500 2,366 4,000 3,000 500 10,366 370,718 $ 370,718 FY 2017 ADOPTED $ $ 268,430 90,092 358,522 1,005 1,005 $ $ $ $ $ 500 2,366 4,000 3,000 500 10,366 370,718 $ 370,718 287 REVISED VS ADOPTED VAR % $ $ 267,684 94,923 362,607 438 438 $ $ 999 999 $ $ $ $ $ 1,159 4,234 4,000 3,500 500 13,393 376,999 $ $ $ 322 2,434 155 185 8 3,104 362,064 $ 362,064 $ 376,999 $ 800 (4,060) (3,260) 6 6 0.3% -4.5% -0.9% 0.6% 0.6% $ $ (659) (1,868) (500) (3,027) (6,281) -131.8% -79.0% 0.0% -16.7% 0.0% -29.2% -1.7% $ (6,281) -1.7% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2016 ADOPTED FY 2015 ACTUAL FY 2016 FORECAST FY 2016 REVISED FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 358,436 358,436 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 362,064 362,064 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 358,436 358,436 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 362,064 362,064 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.00 2.00 3.00 1.88 1.88 2.88 1.88 1.88 2.88 1.88 1.88 2.88 1.88 1.88 2.88 - 0.0% 0.0% 0.0% FY 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2016 ADOPTED 1.00 .88 1.00 2.88 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 .88 .88 1.00 1.00 2.88 2.88 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% .88 0.0% 1.00 0.0% 2.88 0.0% FY 2015 ADOPTED 3.00 3.00 FY 2016 ADOPTED 2.88 2.88 FY 2016 FY 2016 REVISED FORECAST 2.88 2.88 2.88 2.88 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.88 0.0% 2.88 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 • Increase Regular Benefits by $3,872 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $21 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $579 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $1,809 for the impact of the changes in the base level telecommunication charges. 288 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 370,718 $ - FY 2016 Revised Budget $ 370,718 $ - FY 2017 Baseline Budget $ 370,718 $ - $ 3,893 3,872 21 2,388 579 1,809 $ - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 289 $ 376,999 $ 1.7% - Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2017 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. Strategic Goals The Board of Supervisor’s strategic goals are contained in the Maricopa County Strategic Plan FY 2015-2018. Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 251,231 251,231 $ $ 256,844 256,844 $ $ 256,844 256,844 $ $ 257,958 257,958 $ $ 258,376 258,376 $ $ (1,532) (1,532) -0.6% -0.6% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 4,998 112,251 1,374 118,623 $ $ 885 111,291 463 112,639 $ $ 2,124 110,955 795 113,874 $ $ 2,124 110,955 795 113,874 $ $ 112,328 648 112,976 $ (2,874) (1,296) (579) (4,749) -135.3% -1.2% -72.8% -4.2% TOTAL PROGRAMS $ 364,207 $ 370,718 $ 370,718 $ 370,597 $ 376,999 $ (6,281) -1.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS FY 2015 ACTUAL $ SUBTOTAL $ 256,613 4,647 78,149 339,409 $ SUBTOTAL $ FY 2016 REVISED $ $ 258,573 12,528 90,212 361,313 12,593 12,593 $ $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ ALL EXPENDITURES $ 2,918 5,400 3,595 22 270 12,205 364,207 $ TOTAL USES $ 364,207 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2016 ADOPTED FY 2016 FORECAST $ $ 258,573 12,528 90,212 361,313 1,000 1,000 $ $ $ $ $ 100 4,150 2,000 2,000 155 8,405 370,718 $ 370,718 FY 2017 ADOPTED $ $ 258,561 12,416 88,601 359,578 1,000 1,000 $ $ $ $ $ 100 4,150 2,000 2,000 155 8,405 370,718 $ 370,718 290 REVISED VS ADOPTED VAR % $ $ 257,773 13,056 94,440 365,269 $ 800 (528) (4,228) (3,956) 0.3% -4.2% -4.7% -1.1% 3,107 3,107 $ $ 2,171 2,171 $ $ (1,171) (1,171) -117.1% -117.1% $ $ $ 281 4,595 2,201 543 52 240 7,912 370,597 $ $ $ 6,124 1,890 1,390 155 9,559 376,999 $ $ 100 (1,974) 110 610 (1,154) (6,281) 100.0% -47.6% 5.5% 30.5% 0.0% N/A -13.7% -1.7% $ 370,597 $ 376,999 $ (6,281) -1.7% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2016 ADOPTED FY 2015 ACTUAL FY 2016 FORECAST FY 2016 REVISED FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 364,207 364,207 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 370,597 370,597 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 364,207 364,207 $ $ 370,718 370,718 $ $ 370,718 370,718 $ $ 370,597 370,597 $ $ 376,999 376,999 $ $ (6,281) (6,281) -1.7% -1.7% Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.00 2.00 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 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2016 ADOPTED 1.00 1.00 1.00 3.00 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% FY 2015 ADOPTED 3.00 3.00 FY 2016 ADOPTED 3.00 3.00 FY 2016 FY 2016 REVISED FORECAST 3.00 3.00 3.00 3.00 FY 2017 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 • Increase Regular Benefits by $3,872 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $21 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $579 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $1,809 for the impact of the changes in the base level telecommunication charges. 291 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 370,718 $ - FY 2016 Revised Budget $ 370,718 $ - FY 2017 Baseline Budget $ 370,718 $ - $ 3,893 3,872 21 2,388 579 1,809 $ - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 292 $ 376,999 $ 1.7% - Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2017 Adopted Budget Call Center Analysis by Idamarie C. Flaherty, Senior Management and Budget Analyst Summary Mission The mission of the Call Center is to provide information with accuracy and courtesy to callers of the Treasurer, Assessor, Recorder, Elections and the Clerk of the Superior Court offices so they can conduct their business with the County confidently and conveniently. Vision The vision of the Call Center is to increase efficiency by expanding the information available on the 24hour automated system. Strategic Goals Department Specific By June, 2019, 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 96.75%. Department Specific By June, 2019, 60% of calls will be answered within 30 seconds. Status: The Department currently answers 62.75% of calls within 30 seconds. Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % USES TELE - CUSTOMER SERVICE TELEPHONE 14SC - CALL CENTER $ $ 1,627,447 $ 1,627,447 $ 1,615,992 $ 1,615,992 $ 1,615,992 $ 1,615,992 $ 1,613,065 $ 1,613,065 $ 1,587,516 $ 1,587,516 $ INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 4,116 4,116 $ 99,246 $ 3,949 103,195 $ 99,246 $ 3,949 103,195 $ 49,350 $ 3,949 53,299 $ 127,117 $ 4,554 131,671 $ TOTAL PROGRAMS $ 1,631,563 $ 1,719,187 $ 1,719,187 $ 1,666,364 $ 1,719,187 $ 293 28,476 28,476 (27,871) (605) (28,476) - 1.8% 1.8% -28.1% -15.3% -27.6% 0.0% Maricopa County Annual Business Strategies FY 2017 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 SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 1,004,312 $ 35,205 1,671 437,191 1,478,379 $ 1,007,212 $ 81,774 463,938 6,288 1,559,212 $ 1,006,862 $ 81,774 464,288 6,288 1,559,212 $ 1,021,454 $ 40,726 291 468,998 2,620 1,534,089 $ 1,017,181 $ 35,850 2,506 498,519 4,716 1,558,772 $ $ SUBTOTAL $ 8,841 $ 8,841 $ 12,144 $ 12,144 $ 12,144 $ 12,144 $ 8,039 $ 8,039 $ 8,664 $ 8,664 $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT SUBTOTAL $ ALL EXPENDITURES $ 39,018 $ 1,171 2,053 100,390 1,667 44 144,343 $ 1,631,563 $ 80,640 $ 2,328 4,202 103,298 7,253 110 (50,000) 147,831 $ 1,719,187 $ 80,640 $ 2,328 4,202 103,298 7,253 110 (50,000) 147,831 $ 1,719,187 $ 81,695 $ 1,475 2,275 85,609 3,067 115 (50,000) 124,236 $ 1,666,364 $ 80,000 $ 2,083 3,147 148,303 3,108 110 (85,000) 151,751 $ 1,719,187 $ TOTAL USES $ 1,631,563 $ 1,719,187 $ 1,719,187 $ 1,666,364 $ 1,719,187 $ FY 2016 ADOPTED FY 2016 REVISED SUPPLIES 0801 - GENERAL SUPPLIES (10,319) 45,924 (2,506) (34,231) 1,572 440 -1.0% 56.2% N/A -7.4% 25.0% 0.0% 3,480 3,480 28.7% 28.7% 640 245 1,055 (45,005) 4,145 35,000 (3,920) - 0.8% 10.5% 25.1% -43.6% 57.1% 0.0% 70.0% -2.7% 0.0% - 0.0% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,631,563 $ 1,631,563 $ 1,719,187 $ 1,719,187 $ 1,719,187 $ 1,719,187 $ 1,666,364 $ 1,666,364 $ 1,719,187 $ 1,719,187 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,631,563 $ 1,631,563 $ 1,719,187 $ 1,719,187 $ 1,719,187 $ 1,719,187 $ 1,666,364 $ 1,666,364 $ 1,719,187 $ 1,719,187 $ - 0.0% 0.0% Staffing by Program and Activity PROGRAM/ACTIVITY FY 2015 ADOPTED CALL CENTER CUSTOMER SERVICE TELEPHONE PROGRAM TOTAL DEPARTMENT TOTAL 27.00 27.00 27.00 FY 2016 ADOPTED 27.00 27.00 27.00 FY 2016 REVISED 27.00 27.00 27.00 FY 2016 FORECAST 27.00 27.00 27.00 FY 2017 ADOPTED 27.00 27.00 27.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Call Center Representative Call Center Representative Lead Call Center Supervisor Director - STAR Call Center Management Analyst Systems Administrator Department Total FY 2015 ADOPTED FY 2016 ADOPTED 18.00 4.00 2.00 1.00 1.00 1.00 27.00 18.00 4.00 2.00 1.00 1.00 1.00 27.00 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 17.00 17.00 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 2015 ADOPTED 27.00 27.00 FY 2016 ADOPTED 27.00 27.00 FY 2016 FY 2016 REVISED FORECAST 27.00 27.00 27.00 27.00 FY 2017 ADOPTED FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 27.00 0.0% 27.00 0.0% 18.00 4.00 2.00 1.00 1.00 1.00 27.00 REVISED TO ADOPTED VARIANCE VAR % (1.00) (100.0%) 1.00 5.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total 294 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2017 Adopted Budget General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $36,008 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $708 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $102 for the impact of the changes in retirement contribution rates. • Decrease in Services by $77,007 for Services Allocation out. • Increase Internal Service Charges by $605 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $27,871 for the impact of the changes in the base level telecommunication charges. • Decrease Personnel Savings by $13,129 from 3.9% to 3.2%. 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 2015 ACTUAL 62.7% FY 2016 FY 2016 REVISED FORECAST 60.0% 54.4% FY 2017 ADOPTED 60.4% REV VS ADOPTED VAR % 0.4% 0.7% Activities that comprise this program include: • Customer Service Telephone Customer Service Telephone Activity The purpose of the Customer Service Telephone activity is to provide information to residents of Maricopa County so they can make accurate, timely, and informed decisions with a single telephone call. Mandates: Administrative mandate. Measure Type Result Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of calls answered within 30 seconds. Number of calls answered. Total call responses. Number of calls answered within 30 seconds. Number of calls received. Average cost of a call answered. FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 62.7% 60.0% 54.4% 60.4% 0.4% 0.7% 736,873 784,400 772,720 741,644 (42,756) -5.5% 736,873 784,400 772,720 741,644 (42,756) -5.5% 532,881 470,640 420,106 448,694 (21,946) -4.7% 736,873 784,400 772,670 741,644 (42,756) -5.5% $ 2.21 $ 2.06 $ 2.09 $ 2.14 $ (0.08) -3.9% 100 - GENERAL TOTAL USES $ 1,627,447 $ 1,627,447 $ 1,615,992 $ 1,615,992 295 $ 1,613,065 $ 1,613,065 $ 1,587,516 $ 1,587,516 $ $ 28,476 28,476 1.8% 1.8% Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The number of calls answered within 30 seconds is expected to decrease slightly due to longer call times, a result of the Assessor’s Limited Class Verification mailing. These calls require longer explanations. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,719,187 $ - FY 2016 Revised Budget $ 1,719,187 $ - FY 2017 Baseline Budget $ 1,719,187 $ - $ 35,402 $ 36,008 (708) 102 (35,402) $ (77,007) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease in Services through Allocations Out Risk Management Adjustment Base Telecom Adjustment Personnel Savings Decrease from 3.9% to 3.2% Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (77,007) - 1,719,187 $ 0.0% - 13,129 $ 296 605 27,871 13,129 Maricopa County Annual Business Strategies FY 2017 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: After notification many Special Districts are now adhering to statutory requirements regarding: bonds of officials, Open Meeting Law posting requirements, annual reports and annual budget submissions. Many districts still struggle with the Election timelines. The Clerk's Special District Coordinator is working with individual Districts to achieve compliance. 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 available and searchable on the website. Year-by-year meeting minutes prior to 2011 will be added to the website, and will be searchable given Optical Character Recognition conversion capabilities during FY 2017. 297 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2017 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 Electronic Content Management program (ECM) is being converted to enhanced software and is expected to be completed by the 4th quarter of FY 2017. Read-only access to non-confidential records will be granted to a 4-5 department pilot project and after successful testing, to all County Departments/Special Districts. Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % LICP - APPLICATION PROCESSES 06AP - APPLICATION PROCESSES $ $ 22,447 22,447 $ $ 32,345 32,345 $ $ 32,533 32,533 $ $ 33,440 33,440 $ $ 33,217 33,217 $ $ (684) (684) -2.1% -2.1% BORD - BOARDS AND COMMISSIONS 06BC - BOARDS AND COMMISSIONS $ $ 6,000 6,000 $ $ 10,126 10,126 $ $ 10,368 10,368 $ $ 10,685 10,685 $ $ 10,627 10,627 $ $ (259) (259) -2.5% -2.5% RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES $ $ 229,836 229,836 $ $ 298,927 298,927 $ $ 298,551 298,551 $ $ 243,165 243,165 $ $ 290,188 290,188 $ $ 8,363 8,363 2.8% 2.8% MTNG - MEETING MANAGEMENT 06MM - MEETING MANAGEMENT $ $ 644,102 644,102 $ $ 774,859 774,859 $ $ 774,805 774,805 $ $ 591,890 591,890 $ $ 795,015 795,015 $ $ (20,210) (20,210) -2.6% -2.6% SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS $ $ 82,318 82,318 $ $ 80,053 80,053 $ $ 80,053 80,053 $ $ 82,223 82,223 $ $ 81,234 81,234 $ $ (1,181) (1,181) -1.5% -1.5% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 43,415 123,056 166,471 $ 45,669 119,005 164,674 $ 45,669 119,005 164,674 $ 46,296 112,686 158,982 $ 46,579 101,799 30,611 178,989 $ (910) 17,206 (30,611) (14,315) -2.0% 14.5% N/A -8.7% $ $ $ 12,012 55,444 2,266 69,722 $ (5,601) (441) (253) (6,295) -87.4% -0.8% -12.6% -9.9% $ 1,458,992 $ (34,581) -2.4% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 57,528 24,636 82,164 TOTAL PROGRAMS $ 1,233,338 $ $ $ 6,411 55,003 2,013 63,427 $ 1,424,411 298 $ $ $ $ 6,411 55,003 2,013 63,427 $ $ 2,670 56,014 2,011 60,695 $ 1,424,411 $ 1,181,080 $ $ Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT FY 2015 ACTUAL FY 2016 ADOPTED 659,569 14,336 233,791 907,696 $ $ 727,305 272,575 999,880 $ 11,236 12,600 23,836 $ $ $ 1,170 228,825 5,304 11,187 34,221 408 1,215 1,711 110 284,151 $ $ FY 2016 REVISED $ $ $ $ 500 285,687 5,500 9,310 10,273 1,920 11,700 1,520 326,410 17,655 17,655 $ $ ALL EXPENDITURES $ 1,233,338 TOTAL USES $ 1,233,338 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 SUBTOTAL $ 727,302 272,578 999,880 $ 17,071 17,071 FY 2016 FORECAST $ $ $ $ 500 285,687 5,500 9,310 10,273 1,920 13,990 1,520 328,700 81,050 81,050 $ $ $ 1,424,411 $ 1,424,411 $ 670,679 $ 19,798 259,626 (2,552) 2,552 950,103 $ $ 14,781 14,781 FY 2017 ADOPTED 11,226 11,226 $ $ $ 216 188,180 5,523 7,970 10,136 1,156 400 6,130 40 219,751 81,050 81,050 $ $ $ 1,424,411 $ 1,424,411 $ REVISED VS ADOPTED VAR % 727,775 294,411 1,022,186 $ $ 14,764 14,764 $ $ $ 1,170 388,970 5,500 2,010 15,722 1,920 4,700 2,050 422,042 - $ $ $ 1,181,080 $ 1,181,080 $ $ (473) (21,833) (22,306) 17 17 $ -0.1% N/A -8.0% N/A N/A -2.2% 0.1% N/A 0.1% $ (670) (103,283) 7,300 (5,449) 9,290 (530) (93,342) -134.0% -36.2% 0.0% 78.4% -53.0% 0.0% 66.4% -34.9% N/A -28.4% - $ $ 81,050 81,050 100.0% 100.0% $ 1,458,992 $ (34,581) -2.4% $ 1,458,992 $ (34,581) -2.4% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT SIRE HYLAND CONVERSION FY 2016 ADOPTED FY 2015 ACTUAL $ $ FUND TOTAL USES $ 1,204,363 28,975 1,233,338 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,204,363 28,975 1,233,338 FY 2016 REVISED $ $ 1,210,792 213,619 1,424,411 $ $ $ 1,210,792 213,619 1,424,411 299 FY 2016 FORECAST $ $ 1,210,792 213,619 1,424,411 $ $ $ 1,210,792 213,619 1,424,411 FY 2017 ADOPTED $ $ 1,181,080 1,181,080 $ $ $ 1,181,080 1,181,080 REVISED VS ADOPTED VAR % $ $ 1,245,373 213,619 1,458,992 $ (34,581) 213,619 (213,619) (34,581) -2.9% 100.0% N/A -2.4% $ $ $ 1,245,373 213,619 1,458,992 $ $ $ (34,581) (34,581) -2.9% 0.0% -2.4% Maricopa County Annual Business Strategies FY 2017 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 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VAR % VARIANCE .40 .40 .65 .65 .65 .65 .65 .65 .65 .65 - 0.0% 0.0% .20 .20 .20 .20 .20 .20 .20 .20 .20 .20 - 0.0% 0.0% .35 .35 .35 .35 .35 .35 .35 .35 .35 .35 - 0.0% 0.0% .50 .90 1.40 .70 1.00 1.70 .70 1.00 1.70 .70 1.00 1.70 .70 1.00 1.70 - 0.0% 0.0% 0.0% 3.60 3.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 - 0.0% 0.0% 4.95 4.95 6.40 6.40 6.40 6.40 6.40 6.40 6.40 6.40 - 0.0% 0.0% 1.10 1.10 12.00 1.10 1.10 13.00 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 Department Total FY 2015 ADOPTED 1.00 1.00 2.00 1.00 1.00 1.00 5.00 12.00 FY 2016 ADOPTED 1.00 1.00 1.00 2.00 1.00 1.00 1.00 5.00 13.00 FY 2016 FY 2016 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 REVISED TO ADOPTED FY 2017 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% 13.00 0.0% FY 2015 ADOPTED 12.00 12.00 FY 2016 ADOPTED 13.00 13.00 FY 2016 REVISED 13.00 13.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 13.00 0.0% 13.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2016 FORECAST 13.00 13.00 General Adjustments Base Adjustments: Operating • Increase Regular Benefits by $17,109 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $74 for the impact of the changes in retirement contribution rates. • Increase Other Services by $9,744 for the increased annual maintenance fee for the agenda system. • Increase Education and Training by $1,800 for the impact of the annual training for the SIRE/Hyland system. • Increase Internal Service Charges by $253 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $5,601 for the impact of the changes in the base level telecommunication charges. 300 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2017 Adopted Budget SIRE/Hyland Conversion (SHC1) • Non Recurring carry forward of $213,619 for the SIRE/Hyland conversion projects (SOLAR and Electronic Document Management System). 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 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 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 2015 ACTUAL 100.0% $ 90 96 249.41 $ $ 22,447 22,447 FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% $ 104 104 312.82 $ $ 32,533 32,533 $ 127 136 263.31 $ $ 33,440 33,440 FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 124 128 267.88 $ $ $ 33,217 33,217 $ $ 20 24 44.94 (684) (684) 19.2% 23.1% 14.4% -2.1% -2.1% Activity Narrative: The number of liquor license and firework applications received and processed by the Department is expected to increase slightly in FY 2017. The efforts associated with processing of claims against the County are included in this activity. The FY 2017 budget increase is due to the increased benefits costs of staff associated with this activity. 301 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2017 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 the 5th of each month FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 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 REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Notice of monthly Vacancy Reports 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% sent to Board of Supervisor District Offices by the 5th of each month Number of monthly Notice of Vacancy reports 72 72 72 60 (12) -16.7% sent to Board of Supervisor District Offices Number of monthly Notice of Vacancy Reports 72 72 72 60 (12) -16.7% needed by Board of Supervisor District Total Expenditure per Notice of Vacancy 83.33 $ $ 144.00 $ 148.40 $ 177.12 $ (33.12) -23.0% Report Sent 100 - GENERAL TOTAL USES $ $ 6,000 6,000 $ $ 10,368 10,368 $ $ 10,685 10,685 $ $ 10,627 10,627 $ $ (259) (259) -2.5% -2.5% Activity Narrative: The workload in this area is decreasing by one report per month which is a return to FY 2014 reporting requirements. Expenditures are expected to remain relatively flat. The Department experienced staff turnover during FY 2015 which created a decrease in expenditures that year. 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. 302 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of responses received from the public and/or departments who expressed an opinion that they were satisfied with research Percent of record and information requests processed within three business days FY 2015 ACTUAL 99.9% FY 2016 FY 2016 REVISED FORECAST 96.9% 96.9% 97.2% 92.9% FY 2017 ADOPTED 92.9% 92.9% REV VS ADOPTED VAR % (4.0%) -4.1% 98.2% 5.4% 5.8% Activities that comprise this program include: • Records Management Records Management Activity The Purpose of the Records Management Activity is to provide Board of Supervisors' and Board of Directors of Countywide Districts' recorded document management services to Maricopa County departments and the people of Maricopa County so they can have access to the Board’s actions and conduct their respective business. Mandates: A.R.S. §11-221 provides custody and inspection of records that all accounts of the Board of Supervisors should be kept at the office of the Clerk of the Board, and in his care, and shall be open to public inspection. A.R.S. §39-101 clarifies what a permanent public record is as well as the storage and quality of the medium used for preservation. Measure Type Result Result Output Demand Expenditure Ratio Expenditure FY 2017 FY 2016 FY 2016 Measure FY 2015 REV VS ADOPTED VAR % REVISED FORECAST ADOPTED Description ACTUAL 92.9% (4.0%) -4.1% Percent of responses received from the public 99.9% 96.9% 96.9% and/or departments who expressed an opinion that they were satisfied with research 98.2% 5.4% 5.8% Percent of record and information requests 97.2% 92.9% 92.9% processed within three business days 42.5% 595 1,709 1,995 1,400 Number of record and information requests 2,050 processed 600 42.9% 2,000 1,400 1,709 Number of record and information requests 2,048 received 31.8% 145.46 $ 67.79 142.28 $ $ 213.25 $ Total Expenditure per record and information 112.12 $ research request processed 100 - GENERAL TOTAL USES $ $ 229,836 229,836 $ $ 298,551 298,551 $ $ 243,165 243,165 $ $ 290,188 290,188 $ $ 8,363 8,363 2.8% 2.8% Activity Narrative: The total expenditures for this Activity include Non Recurring SIRE/Hyland Conversion funds for the completion of the SOLAR and electronic documents conversion project. This accounts for the substantial variation in the scenarios. The unspent project funding is carried forward into FY 2017. 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. 303 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of Board of Supervisors' and Countywide Districts' meetings held in compliance with the Open Meeting Laws FY 2015 ACTUAL 101.7% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Meeting Management 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 2016 FY 2016 FORECAST REVISED 100.0% 100.0% FY 2015 ACTUAL 101.7% $ $ FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 175 182 169 172 (10) -5.5% 2,110 2,200 2,053 2,000 (200) -9.1% 2,110 2,200 2,053 2,000 (200) -9.1% 181 185 182 175 (10) -5.4% 305.26 $ 352.18 $ 288.30 $ 397.51 $ (45.32) -12.9% 644,102 644,102 $ $ 774,805 774,805 $ $ 591,890 591,890 $ $ 795,015 795,015 $ $ (20,210) (20,210) -2.6% -2.6% Activity Narrative: The annual maintenance costs of the software used to manage meeting agendas and minutes is increasing each year. Additionally, the change in ownership of the software company has resulted in substantial cost increases for required training. The total expenditures for this Activity include Non Recurring SIRE/Hyland Conversion funds for the completion of the SOLAR and electronic documents conversion project. This accounts for the substantial variation in the scenarios. The unspent project funding is carried forward into FY 2017. The number of required meetings varies each year based on many factors. 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. 304 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of requests for information related to administration of Special Districts completed within three business days FY 2015 ACTUAL 99.6% FY 2016 FY 2016 REVISED FORECAST 99.5% 99.5% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.5% 0.5% 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 ACTUAL 99.6% FY 2016 FY 2016 REVISED FORECAST 99.5% 99.5% REV VS ADOPTED VAR % 0.5% 0.5% FY 2017 ADOPTED 100.0% 984 880 464 320 (560) -63.6% 984 880 464 320 (560) -63.6% $ 83.66 $ 90.97 $ 177.20 $ 253.86 $ (162.89) -179.1% $ $ 82,318 82,318 $ $ 80,053 80,053 $ $ 82,223 82,223 $ $ 81,234 81,234 $ $ (1,181) (1,181) -1.5% -1.5% 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 and FY 2016 performance metrics 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, however, the Department is measuring the number of in-bound requests for information starting in FY 2017 rather than their outreach. 305 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,210,792 $ - FY 2016 Revised Budget $ 1,210,792 $ - FY 2017 Baseline Budget $ 1,210,792 $ - $ 17,183 17,109 74 17,398 11,544 $ - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Base Adjustment Increases SIRE/Hyland Annual Maintenance Increase SIRE/Hyland Annual Training Conference Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ $ $ 9,744 1,800 253 5,601 FY 2017 Adopted Budget Percent Change from Baseline Amount - $ 1,245,373 $ 2.9% Expenditures Revenue SIRE HYLAND CONVERSION FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 213,619 213,619 $ - $ 213,619 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount 306 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Analysis by Kirstin Chernin, 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 can 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: The Clerk of the Superior Court (as of March 2016) has completed 89.7% of the imaging for the Electronic Court Record (ECR). 307 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS EFDC - EFILED DOCUMENT SCDC - SCANNED DOCUMENT 16CR - COURT RECORDS $ $ $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 332,362 $ 3,073,924 2,628,929 1,097,906 7,133,121 $ 313,255 $ 2,961,328 2,448,571 1,064,545 6,787,699 $ 313,255 $ 2,990,426 2,448,571 1,064,545 6,816,797 $ 318,456 $ 3,012,961 2,512,757 1,036,547 6,880,721 $ 612,021 $ 2,887,898 2,500,000 1,034,000 7,033,919 $ 298,766 (102,528) 51,429 (30,545) 217,122 95.4% -3.4% 2.1% -2.9% 3.2% 6,232,161 $ 2,300 6,234,461 $ 6,232,161 $ 2,300 6,234,461 $ 6,820,871 $ 2,023 6,822,894 $ 6,530,928 $ 1,276,855 7,807,783 $ 298,767 1,274,555 1,573,322 4.8% 55415.4% 25.2% - 0.0% 0.0% COCL - COURT ORDERED RECEIVABLES COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICES $ 6,735,439 $ 2,296 6,737,735 $ PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ $ 1,755,329 $ 1,755,329 $ 1,257,051 $ 1,257,051 $ 1,257,051 $ 1,257,051 $ 1,474,891 $ 1,474,891 $ 1,257,051 $ 1,257,051 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 1,080,275 $ 1,080,275 $ 1,247,654 $ 1,247,654 $ 1,247,654 $ 1,247,654 $ 1,225,042 $ 1,225,042 $ - $ - $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 60,828 $ 60,828 $ - $ - $ - $ - $ (259,290) $ (259,290) $ - $ - $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 164,267 $ 164,267 $ 155,964 $ 155,964 $ 155,964 $ 155,964 $ 157,952 $ 157,952 $ 150,000 $ 150,000 $ (5,964) (5,964) -3.8% -3.8% TOTAL PROGRAMS $ 16,931,555 $ 15,682,829 $ 15,711,927 $ 16,302,210 $ 16,248,753 $ 536,826 3.4% 404,517 $ 3,858,252 12,202,764 795,638 281,211 947,429 663,873 572,310 4,334,424 24,060,418 $ 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 $ 378,801 $ 3,730,506 13,861,620 763,929 324,694 959,283 621,064 640,939 4,413,982 25,694,818 $ 386,465 $ 3,662,520 13,160,535 742,012 317,571 930,215 611,996 637,547 4,493,069 24,941,930 $ 369,022 $ 3,909,872 14,640,023 811,771 321,570 936,242 597,404 607,640 4,500,991 26,694,535 $ 9,779 (179,366) (778,403) (47,842) 3,124 23,041 23,660 33,299 (87,009) (999,717) 2.6% -4.8% -5.6% -6.3% 1.0% 2.4% 3.8% 5.2% -2.0% -3.9% 215,838 $ 360,189 2,142,246 2,718,273 $ 216,742 $ 363,041 2,360,559 2,940,342 $ 220,585 $ 330,801 2,264,547 2,815,933 $ 210,420 $ 332,364 2,254,497 2,797,281 $ 195,199 $ 235,347 2,232,117 2,662,663 $ 25,386 95,454 32,430 153,270 11.5% 28.9% 1.4% 5.4% 1,087,269 $ 334,420 1,023,825 2,445,514 $ 1,074,533 $ 303,457 1,172,174 2,550,164 $ 1,090,069 $ 219,867 1,492,518 2,802,454 $ 1,069,775 $ 198,682 1,421,320 2,689,777 $ 1,137,027 $ 210,641 1,415,743 2,763,411 $ (46,958) 9,226 76,775 39,043 -4.3% 4.2% 5.1% 1.4% 243,725 $ 671,497 836,558 105,920 155,829 2,676,169 4,689,698 $ 247,863 $ 671,656 1,010,639 (203,581) 106,313 2,377,588 4,210,478 $ 350,100 $ 777,270 1,010,639 (714) 2,298,479 4,435,774 $ 342,338 $ 778,147 876,967 (2,431) 98,037 1,914,780 4,007,838 $ 327,297 $ 768,401 798,249 127,697 2,166,025 4,187,669 $ 22,803 8,869 212,390 (714) (127,697) 132,454 248,105 6.5% 1.1% 21.0% 100.0% N/A N/A 5.8% 5.6% 423,648 $ 121,759 132,744 678,151 $ 439,550 $ 120,955 69,561 630,066 $ 439,550 $ 120,955 69,561 630,066 $ 460,496 $ 122,071 69,562 652,129 $ 643,392 $ 121,054 55,116 819,562 $ (203,842) (99) 14,445 (189,496) -46.4% -0.1% 20.8% -30.1% $ 3,503,998 $ 897,941 620,923 5,022,862 $ 6,256,285 $ 416,071 720,678 7,393,034 $ 5,921,050 $ 446,016 732,665 7,099,731 $ 4,153,030 $ 437,348 654,068 5,244,446 $ 5,477,106 $ 461,414 709,663 6,648,183 $ 443,944 (15,398) 23,002 451,548 7.5% -3.5% 3.1% 6.4% TOTAL PROGRAMS $ 39,614,916 $ 43,442,696 $ 43,478,776 $ 40,333,401 $ 43,776,023 $ (297,247) -0.7% (1,247,654) (1,247,654) - -100.0% -100.0% 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 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 $ $ $ 308 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2016 ADOPTED 597,499 $ 597,499 $ 1,384,186 1,384,186 $ $ 752,580 $ 12,355,461 13,108,041 $ 550,056 550,056 $ $ 1,484,286 1,484,286 $ $ 730,002 $ 11,355,054 12,085,056 $ $ $ 1,484,286 1,484,286 $ $ 765,809 $ 11,348,345 12,114,154 $ 1,728,854 1,728,854 $ $ $ $ SUBTOTAL $ 7,905 105,070 112,975 $ 5,900 $ 75,200 81,100 $ ALL REVENUES $ 16,931,555 $ 15,682,829 $ 15,711,927 TOTAL SOURCES $ 16,931,555 FY 2015 ACTUAL $ 15,682,829 $ FY 2016 ADOPTED 15,711,927 FY 2016 REVISED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,482,331 1,482,331 550,056 $ 550,056 $ $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2016 FORECAST FY 2016 REVISED 1,482,331 1,482,331 FY 2017 ADOPTED 556,264 $ 556,264 $ 1,205,105 1,205,105 $ $ 759,102 $ 11,790,131 12,549,233 $ REVISED VS ADOPTED VAR % 550,056 550,056 $ $ 1,446,855 1,446,855 $ $ (37,431) (37,431) -2.5% -2.5% 750,492 $ 11,643,052 12,393,544 $ (15,317) 294,707 279,390 -2.0% 2.6% 2.3% 298,767 298,767 20.2% 20.2% $ $ 1,888,953 1,888,953 $ $ 1,781,098 $ 1,781,098 $ 5,900 $ 75,200 81,100 $ 6,857 95,798 102,655 $ $ 2,000 75,200 77,200 $ 16,302,210 $ 16,248,753 $ $ 16,302,210 FY 2016 FORECAST $ $ $ - (3,900) (3,900) 536,826 0.0% 0.0% -66.1% 0.0% -4.8% 3.4% 16,248,753 $ 536,826 3.4% FY 2017 REVISED VS ADOPTED ADOPTED VAR % 24,082,194 $ 250,730 89,948 10,203,865 35,513 (1,724,557) 1,683,201 34,620,894 $ 25,505,895 $ 455,644 99,996 11,216,166 (2,185,160) 2,215,160 37,307,701 $ 25,561,300 $ 389,113 99,996 11,352,138 (2,268,815) 2,382,470 37,516,202 $ 24,726,252 $ 270,819 159,426 10,979,235 25,045 (1,839,907) 1,891,516 36,212,386 $ 25,289,377 $ 408,204 233,321 12,049,133 (2,245,026) 2,198,526 37,933,535 $ 271,923 (19,091) (133,325) (696,995) (23,789) 183,944 (417,333) 1.1% -4.9% -133.3% -6.1% N/A -1.0% 7.7% -1.1% 739,361 $ 14,940 328,477 1,082,778 $ 1,174,027 $ 20,000 12,000 (1,200) 1,200 1,206,027 $ 1,078,279 $ 20,000 12,000 (1,200) 1,200 1,110,279 $ 773,331 $ 15,987 26,901 (600) 600 816,219 $ 807,663 $ 16,730 21,500 845,893 $ 270,616 3,270 (9,500) (1,200) 1,200 264,386 25.1% 16.4% -79.2% -100.0% 100.0% 23.8% $ 10,567 $ 731,367 308,498 237,618 570,362 24,911 78,839 513,343 280 156,804 2,632,589 $ 10,000 $ 2,589,400 163,000 361,820 587,787 55,132 60,000 468,000 (5,000) 160,829 4,450,968 $ 10,000 $ 2,512,727 163,000 361,820 587,787 55,132 60,000 468,000 (5,000) 160,829 4,374,295 $ 8,475 $ 1,084,462 5,800 245,635 603,126 48,432 48,649 445,371 70 (1,500) 108,831 2,597,351 $ 9,200 $ 2,393,465 140,875 213,774 799,810 78,500 100,000 491,514 127,697 4,354,835 $ 800 119,262 22,125 148,046 (212,023) (23,368) (40,000) (23,514) (5,000) 33,132 19,460 8.0% 4.7% 13.6% 40.9% -36.1% -42.4% -66.7% -5.0% N/A -100.0% 20.6% 0.4% $ $ 1,278,655 $ 1,278,655 $ 478,000 $ 478,000 $ 478,000 $ 478,000 $ 707,445 $ 707,445 $ 641,760 $ 641,760 $ (163,760) (163,760) -34.3% -34.3% ALL EXPENDITURES $ 39,614,916 $ 43,442,696 $ 43,478,776 $ 40,333,401 $ 43,776,023 $ (297,247) -0.7% TOTAL USES $ 39,614,916 $ 43,442,696 $ 43,478,776 $ 40,333,401 $ 43,776,023 $ (297,247) -0.7% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 309 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 8,823,130 $ 8,823,130 $ 7,802,467 $ 7,802,467 $ 7,802,467 $ 7,802,467 $ 8,614,218 $ 8,614,218 $ 8,400,000 $ 8,400,000 $ 597,533 597,533 7.7% 7.7% $ FUND TOTAL SOURCES $ 1,384,186 $ 1,384,186 $ 1,484,286 $ 1,484,286 $ 1,484,286 $ 1,484,286 $ 1,204,976 $ 1,204,976 $ 1,446,855 $ 1,446,855 $ (37,431) (37,431) -2.5% -2.5% $ FUND TOTAL SOURCES $ 1,098,947 $ 1,098,947 $ 1,064,545 $ 1,064,545 $ 1,064,545 $ 1,064,545 $ 1,037,266 $ 1,037,266 $ 1,034,000 $ 1,034,000 $ (30,545) (30,545) -2.9% -2.9% $ $ 948,646 $ 948,646 $ 899,964 $ 899,964 $ 899,964 $ 899,964 $ 907,381 $ 907,381 $ 900,000 $ 900,000 $ $ $ 1,971,172 $ 1,971,172 $ 1,915,696 $ 1,915,696 $ 1,944,794 $ 1,944,794 $ 1,944,794 $ 1,944,794 $ 1,905,898 $ 1,905,898 $ (38,896) (38,896) -2.0% -2.0% $ $ 73,237 $ 73,237 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 77,364 $ 77,364 $ 60,000 $ 60,000 $ (5,000) (5,000) -7.7% -7.7% $ $ 2,296 $ 2,296 $ 2,300 $ 2,300 $ 2,300 $ 2,300 $ 2,023 $ 2,023 $ 2,000 $ 2,000 $ (300) (300) -13.0% -13.0% $ $ 2,629,941 $ 2,629,941 $ 2,448,571 $ 2,448,571 $ 2,448,571 $ 2,448,571 $ 2,514,188 $ 2,514,188 $ 2,500,000 $ 2,500,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 16,931,555 $ 16,931,555 $ FY 2015 ACTUAL 15,682,829 $ 15,682,829 $ FY 2016 ADOPTED 15,711,927 $ 15,711,927 $ FY 2016 REVISED 16,302,210 $ 16,302,210 $ FY 2016 FORECAST USES $ 31,806,342 $ 2,905 180,213 31,989,460 $ 33,364,056 $ 12,000 2,292,400 35,668,456 $ 33,364,056 $ 12,000 2,215,727 35,591,783 $ 32,115,662 $ 12,000 650,000 32,777,662 $ 33,626,550 $ 1,565,727 35,192,277 $ (262,494) 12,000 650,000 399,506 $ USES $ 1,384,863 $ 1,384,863 $ 1,484,286 $ 1,484,286 $ 1,484,286 $ 1,484,286 $ 1,204,976 $ 1,204,976 $ 1,446,855 $ 1,446,855 $ 37,431 37,431 $ 1,034,135 $ 1,034,135 $ 1,064,545 $ 85,396 1,149,941 $ 1,064,545 $ 85,396 1,149,941 $ 1,027,044 $ 85,396 1,112,440 $ 1,034,000 $ 159,993 1,193,993 $ 30,545 (74,597) (44,052) 471,976 $ 161,653 633,629 $ 700,746 $ 700,746 $ 700,746 $ 700,746 $ 700,746 $ 700,746 $ 900,000 $ 602,000 1,502,000 $ USES $ 1,887,519 $ 415,013 2,302,532 $ 1,915,696 $ 1,915,696 $ 1,944,794 $ 83,655 2,028,449 $ 1,944,794 $ 83,655 2,028,449 $ 1,905,898 $ 1,905,898 $ $ USES $ - $ - $ - $ - $ - $ - $ - $ - $ 20,000 $ 20,000 $ (20,000) (20,000) $ USES $ 5,594 $ 5,594 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 15,000 $ 15,000 $ 60,000 60,000 80.0% 80.0% $ USES $ 2,264,703 $ 2,264,703 $ 2,448,571 $ 2,448,571 $ 2,448,571 $ 2,448,571 $ 2,434,128 $ 2,434,128 $ 2,500,000 $ 2,500,000 $ (51,429) (51,429) -2.1% -2.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 38,849,538 $ 765,378 $ 39,614,916 $ 40,977,900 $ 2,464,796 $ 43,442,696 $ 41,006,998 $ 2,471,778 $ 43,478,776 $ 39,427,350 $ 906,051 $ 40,333,401 $ 41,413,303 $ 2,362,720 $ 43,776,023 $ (406,305) 109,058 (297,247) -1.0% 4.4% -0.7% 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 270 CHILD SUPPORT ENHANCEMENT NON RECURRING NON PROJECT FUND TOTAL 273 VICTIM LOCATION NON RECURRING NON PROJECT FUND TOTAL 274 CLERK OF THE COURT EDMS OPERATING FUND TOTAL $ USES $ $ USES $ $ 310 36 36 51,429 51,429 0.0% 0.0% 2.1% 2.1% 16,248,753 $ 536,826 3.4% 16,248,753 $ 536,826 3.4% FY 2017 REVISED VS ADOPTED ADOPTED VAR % -0.8% N/A 100.0% 29.3% 1.1% 2.5% 2.5% 2.9% -87.4% -3.8% (199,254) -28.4% (602,000) N/A (801,254) -114.3% 38,896 83,655 122,551 2.0% 100.0% 6.0% N/A N/A Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.15 47.20 10.15 60.50 3.15 46.60 4.75 54.50 3.15 46.30 4.75 54.20 3.15 46.30 4.75 54.20 3.15 46.30 4.75 54.20 - 0.0% 0.0% 0.0% 0.0% 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 12.75 248.25 95.05 488.10 7.40 77.40 6.80 6.65 18.65 12.25 13.05 254.35 92.10 488.65 7.40 77.40 6.80 6.65 18.65 12.25 13.05 253.35 93.10 488.65 7.40 76.90 6.80 6.65 19.65 12.25 13.05 255.85 93.10 491.65 (.50) 1.00 1.50 1.00 3.00 0.0% (0.6%) 0.0% 0.0% 5.4% 0.0% 0.0% 0.6% 1.1% 0.6% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.45 5.00 8.00 31.75 1.55 48.75 2.45 5.00 9.00 28.00 1.55 46.00 4.00 5.00 11.00 26.00 .00 46.00 4.00 5.00 11.00 26.00 46.00 4.00 5.00 11.00 26.00 46.00 - 0.0% 0.0% 0.0% 0.0% N/A 0.0% 24.15 5.00 9.75 38.90 22.55 5.00 10.75 38.30 22.25 5.50 11.25 39.00 22.25 5.50 11.25 39.00 22.25 5.50 11.25 39.00 - 0.0% 0.0% 0.0% 0.0% 21.55 9.10 21.10 51.75 682.50 22.25 6.60 22.75 51.60 679.50 23.10 4.65 30.40 58.15 687.00 23.10 4.65 29.40 57.15 686.00 22.50 4.65 29.50 56.65 688.50 (.60) (.90) (1.50) 1.50 (2.6%) 0.0% (3.0%) (2.6%) 0.2% 311 Maricopa County Annual Business Strategies FY 2017 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 Business Systems Analyst Business Systems Analyst-Sr/Ld Chief Deputy - Clk of Crt Communicatns Mgr-Crim Justice Courtroom Clerk Courtroom Clerk Senior/Lead 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 - 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 PC/LAN Technician - Senior/Lead 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 Training Supervisor Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total 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 FY 2016 ADOPTED 3.00 4.00 2.00 1.00 1.00 1.00 4.00 1.00 1.00 219.00 15.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 10.00 2.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 7.00 157.00 114.00 30.00 19.00 20.00 8.00 2.00 1.00 1.00 1.00 1.00 1.00 6.50 1.00 5.00 3.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 679.50 312 FY 2016 FY 2016 REVISED FORECAST 3.00 3.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 216.00 219.00 6.00 5.00 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 1.00 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 6.00 6.00 163.00 160.00 110.00 110.00 24.00 24.00 24.00 24.00 19.00 19.00 11.00 11.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 1.00 1.00 1.00 1.00 4.00 4.00 6.00 6.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 687.00 686.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 3.00 0.0% 2.00 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% 1.00 0.0% 218.00 2.00 0.9% 6.00 0.0% 15.00 0.0% N/A 1.00 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% 1.00 0.0% 1.00 0.0% 10.00 0.0% 2.00 0.0% 2.00 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 0.0% 6.00 0.0% 163.50 .50 0.3% 110.00 0.0% 23.00 (1.00) (4.2%) 24.00 0.0% 19.00 0.0% 11.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 6.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 6.00 0.0% 2.00 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% 3.00 0.0% 1.00 0.0% 1.00 0.0% N/A 688.50 1.50 0.2% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Fund 100 205 208 216 218 274 DEPARTMENT/FUND GENERAL COURT DOCUMENT RETRIEVAL JUDICIAL ENHANCEMENT CLERK OF THE COURT GRANTS CLERK OF COURT FILL THE GAP CLERK OF THE COURT EDMS Department Total FY 2015 ADOPTED 556.50 25.00 2.00 4.00 47.00 48.00 682.50 FY 2016 ADOPTED 558.50 25.00 1.00 47.00 48.00 679.50 FY 2016 FY 2016 REVISED FORECAST 565.00 564.00 25.00 25.00 2.00 2.00 47.00 47.00 48.00 48.00 686.00 687.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 566.50 1.50 0.3% 25.00 0.0% 2.00 0.0% N/A 0.0% 47.00 0.0% 48.00 688.50 1.50 0.2% Significant Variance Analysis For FY 2017, 2.0 Full Time Equivalent (FTE) Courtroom Clerks and 0.5 FTE Courtroom Operations Specialist were added for the new Juvenile Court. This was offset by the deletion of a 1.0 FTE Justice System Clerk Lead. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $749,609 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $53,382 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $2,245 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $14,455 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $203,842 for the impact of the changes in the base level telecommunication charges. • Decrease Personal Services by $112,969 for temporary pay and benefits based on prior year actuals and Forecast. • Decrease Expenditures by $57,000 for repairs and maintenance based on actuals and forecasted levels. • Decrease Personal Services by $99,996 for other pay based on actuals and forecasted levels. • Increase Expenditures by $23,514 for postage/freight/shipping based on actuals and forecasted levels. • Decrease Expenditures by $22,125 for rent and operating leases based on actuals and forecasted levels. • Increase Personnel Expenditures by $275,000 for pay rate adjustments. • Decrease Allocation In by $83,655 from the Fill the Gap Fund. • Increase Vacancy Savings by $701,293 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 7.02% in FY 2016 to 9.00% in FY 2017. General Fund (100) COSC RFR System Replacement • Carry Forward of $1,565,727 to support the development of Restitution, Fines and Reimbursement (RFR) System replacement. Court Document Retrieval Fund (205) • Increase Regular Benefits by $33,404 for the impact of the changes in health/dental premium rates. 313 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • Department Strategic Plans and Budgets Clerk of the Superior Court Increase Regular Benefits by $83 for the impact of the changes in retirement contribution rates. Decrease Personnel Expenditures by $93,839 for the net change in other personnel. Increase Allocation Out by $159,993 for the use of fund balance to cover operating costs. Decrease Vacancy Savings by $2,122 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 12.74% in FY 2016 to 12.49% in FY 2017. Decrease Filing Fee Revenue by $30,545 based on the FY 2016 Forecast. Court Document Retrieval Fund (205) Non Recurring • Increase Personal Services by $159,993 for the use of fund balance to cover operating costs. Judicial Enhancement Fund (208) • Increase Regular Benefits by $2,585 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $18 for the impact of the changes in retirement contribution rates. • Increase Expenditures by $160,174 for other supplies and services based on prior year actuals and Forecast. • Decrease Vacancy Savings by $36,477 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 17.72% in FY 2016 to 0.00% in FY 2017. • Increase Revenue by $36 based on prior year actuals and Forecast. Judicial Enhancement Fund (208) Non Recurring • Increase Personnel Expenditures by $135,000 for overtime for Clerk training program. • Increase Expenditures by $125,000 for Judicial Enhancement Collection Fund grant projects. • Increase Expenditures by $342,000 for Unix and Software Lifecycle support consulting. Clerk of the Court Grants Fund (216) • Decrease Revenue and Expenditures by $37,431 to reflect an expected decrease in grant awards for FY 2017. Clerk of the Court Fill the Gap Fund (218) • Increase Regular Benefits by $62,570 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $170 for the impact of the changes in retirement contribution rates. • Decrease Allocation Out by $83,655 to the General Fund. • Decrease Personal Services by $41,267 for the net change in other personnel. • Increase Vacancy Savings by $144,014 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 2.86% in FY 2016 to 8.25% in FY 2017. • Decrease Fill the Gap Revenue by $38,896 due to a 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 $5,000 based on the FY 2016 Forecast. Child Support Enhancement Fund (270) Non Recurring • Increase Non-Capital Equipment by $20,000 for kiosks for payment. 314 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) Operating • Decrease Victim Location Revenue by $300 based on the FY 2016 Forecast. Victim Location Fund (273) Non Recurring Non Project • Increase Overtime by $15,000 for Victim Location Services. Electronic Document Management Fund (274) • Increase Regular Benefits by $63,598 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $172 for the impact of the changes in retirement contribution rates. • Decrease Expenditures by $12,341 for the net change in other personnel, supplies and services. • Increase Clerk of the Court Electronic Document Revenue by $51,429 based on the FY 2016 Forecast. Programs and Activities Court Records Program The purpose of the Court Records Program is to provide court records management and notification services to courts, litigants, agencies and the public so they can have timely access to court records and timely notification of court proceedings and decisions. Program Results Measure Description Percent of 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 FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 99.7% 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% 315 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results (continued) Measure Description Percent of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage Percent of Juvenile subsequent documents docketed within established timeframes Percent of eFiled documents available to all authorized customers within two business hours Percent of eFiled documents reviewed within one business hour after being submitted Percent of eFiled documents docketed within one business hour of Acceptance Percent of properly linked eFiled documents Percent of scanned and docketed documents available to all authorized customers by 5:00PM 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 FY 2015 ACTUAL 99.9% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% (0.0%) -0.0% 49.5% 74.4% 73.6% 71.2% (3.2%) -4.3% 39.5% 65.7% 65.0% 63.1% (2.6%) -4.0% 4.9% 21.9% 19.9% 18.5% (3.4%) -15.4% 100.0% 11.4% 100.0% 11.4% 100.0% 28.1% 100.0% 15.2% 0.0% 3.8% 0.0% 33.9% 37.1% 39.7% 52.5% 53.0% 13.4% 33.8% 57.8% 62.4% 67.2% 63.2% 0.8% 1.2% 99.9% 96.8% 98.2% 100.0% 3.2% 3.3% Activities that comprise this program include: Appellate • Disposition Report • eFiled Document • Juvenile Subsequent Document • Scanned Document • • • • • Case Establishment Distribution Exhibit Custody Memorialize Court Proceedings Appellate Activity The purpose of the Appellate Activity is to provide the record on appeal and supplements and amendments 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. 316 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Output Demand Expenditure Ratio Expenditure Department Strategic Plans and Budgets Clerk of the Superior Court Measure FY 2015 FY 2016 FY 2016 FY 2017 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 transmitted to 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% an Appellate Court per mandated timeframes Percent of Juvenile records on appeal transmitted 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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 2,533 2,976 3,328 3,145 169 5.7% Number of records to be transmitted to an 2,923 3,000 3,149 3,263 263 8.8% Appellate Court Total activity expenditure per record transmitted to $ 159.70 $ 127.29 $ 116.13 $ 117.34 $ 9.95 7.8% an Appellate Court 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ $ 403,636 881 404,517 $ $ 364,467 14,334 378,801 $ $ 370,230 1,317 14,918 386,465 $ $ 347,443 21,579 369,022 $ $ 17,024 (7,245) 9,779 4.7% N/A -50.5% 2.6% Activity Narrative: The department has changed the calculation for the number of records transmitted and to be transmitted. This number now includes supplements and amendments causing year-overyear increases. 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). 317 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 99.4% FY 2016 FY 2016 REVISED FORECAST 99.3% 99.3% FY 2017 ADOPTED 99.4% REV VS ADOPTED VAR % 0.1% 0.1% 99.7% 99.4% 99.6% 99.9% 0.5% 0.5% 97.1% 95.0% 95.4% 95.4% 0.4% 0.4% (5,635) (8,706) (2.13) -3.7% -5.5% -8.8% $ 148,673 149,060 25.95 100 - GENERAL TOTAL SOURCES $ $ 332,362 332,362 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 3,056,731 292,470 426,497 82,554 $ 3,858,252 $ 153,806 157,437 24.25 $ $ 313,255 313,255 $ 149,391 150,291 24.52 $ $ 318,456 318,456 $ 148,171 148,731 26.39 $ $ $ 612,021 612,021 $ $ 298,766 298,766 95.4% 95.4% $ 2,982,514 337,700 553,729 35,929 $ 3,909,872 $ (206,033) 7,227 (18,860) 38,300 (179,366) -7.4% 2.1% -3.5% 51.6% -4.8% Expenditure $ 2,776,481 344,927 534,869 74,229 $ 3,730,506 $ 2,764,224 301,699 527,949 68,648 $ 3,662,520 $ Activity Narrative: New cases established and to be established are decreasing as the number of cases filings decrease. 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. 318 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Result Output Demand Expenditure Ratio Expenditure Measure FY 2015 REV VS ADOPTED FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of needed Disposition Reports / 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Abstracts prepared that are transmitted within established timeframes Percent of Adult sentencings resulting in a 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Disposition Report that have the Disposition Report transmitted within 40 days of sentencing Percent of Adult sentencings resulting in an 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Abstract that have the Abstract transmitted within ten days of sentencing 100.0% 100.0% 100.0% Percent of Juvenile disposition minute entries 100.0% 0.0% 0.0% resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry Number of Disposition Reports / Abstracts 49,105 58,159 58,683 59,217 1,058 1.8% transmitted Number of Disposition Reports / Abstracts to 56,236 58,641 59,045 59,842 1,201 2.0% be transmitted Total activity expenditure per Disposition $ 5.73 $ 5.58 $ 5.41 $ 5.43 $ 0.15 2.7% Report / Abstract transmitted 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 171,157 1,483 63,852 44,719 281,211 $ $ 182,693 79,993 24,455 37,553 324,694 $ $ 178,237 41 66,280 30,081 42,932 317,571 $ $ 178,985 65,306 39,435 37,844 321,570 $ $ 3,708 14,687 (14,980) (291) 3,124 2.0% N/A 18.4% -61.3% -0.8% 1.0% 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 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 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2015 ACTUAL 100.0% FY 2017 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% 671,300 678,000 651,277 661,342 676,600 677,520 9,147 16,842 680,447 694,842 1.4% 2.5% $ 1.22 $ 1.14 $ 1.10 $ 1.19 $ (0.06) -4.8% $ 763,445 11,797 20,396 795,638 $ 740,444 23,485 763,929 $ 690,183 28,996 22,833 742,012 $ 790,126 21,645 811,771 $ (49,682) 1,840 (47,842) -6.7% N/A 7.8% -6.3% $ $ 319 $ $ $ Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The use of Electronic Court Record continues to grow causing an increase in the distribution of Court documents. The increase in the number of documents distributed is also caused by the addition of a new Juvenile Court. 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 Output Demand Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2017 FY 2016 REV VS ADOPTED ADOPTED VAR % Description ACTUAL REVISED FORECAST -4.3% Percent of eFiled documents available to all 49.5% 74.4% 73.6% 71.2% (3.2%) authorized customers within two business hours Percent of eFiled documents reviewed within 39.5% 65.7% 65.0% 63.1% (2.6%) -4.0% one business hour after being submitted Percent of eFiled documents docketed within 4.9% 21.9% 19.9% 18.5% (3.4%) -15.4% one business hour of Acceptance Percent of properly linked eFiled documents 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 36,257 5.9% Number of eFiled documents available to all 605,020 611,573 621,108 647,830 authorized customers 4.7% Number of reviewed eFiled documents 615,625 633,470 649,377 29,377 620,000 38,153 1,053 2.8% Number of docketed eFiled documents 38,699 37,100 37,572 31,077 4.9% Number of eFiled documents Total Demand 620,699 632,109 636,386 663,186 3.7% 654,364 23,330 Number of eFiled documents submitted for 618,505 631,034 640,361 Total activity expenditure per eFiled document $ 1.57 $ 1.57 $ 0.12 7.9% 1.50 $ 1.45 $ 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ 2,628,929 $ 2,628,929 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 2,448,571 $ 2,448,571 $ 2,512,757 $ 2,512,757 $ 2,500,000 $ 2,500,000 $ $ 51,429 51,429 $ $ $ $ 60,958 2,556 3,671 (44,144) 23,041 2.1% 2.1% Expenditure $ 428,399 59,104 91,219 368,707 947,429 $ 410,687 122,496 90,404 335,696 959,283 $ 367,878 109,320 92,108 360,909 930,215 $ 349,729 119,940 86,733 379,840 936,242 $ 14.8% 2.1% 4.1% -13.1% 2.4% Activity Narrative: Technological advances are continuing to increase the demand for eFiling. It is anticipated that this demand will continue to increase in future years. Electronic document staffing levels vary resulting in a decreased ability to produce documents within established timeframes. 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 320 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 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 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 release Number of Juvenile exhibits processed for release Number of exhibits to be received for intake Number of Adult exhibits to be processed for Number of Juvenile exhibits to be processed for Total activity expenditure per exhibit processed for intake FY 2015 ACTUAL 100.0% $ 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ $ FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.9% 100.0% 100.0% 100.0% 0.0% 0.0% (1,118) N/A N/A (1,118) (2,837) 1,719 0.16 -1.0% N/A N/A -1.0% -3.0% 8.9% 2.8% 4,989 18,671 23,660 0.9% N/A 25.3% 3.8% 106,249 N/A N/A 106,249 N/A N/A 6.25 $ 112,291 N/A N/A 112,291 93,071 19,220 5.53 $ 112,733 84,726 7,060 112,733 91,666 12,517 5.43 564,942 333 98,598 663,873 547,126 73,938 621,064 545,936 2,166 63,894 611,996 $ $ $ $ $ $ $ 111,173 68,754 9,963 111,173 90,234 20,939 5.37 542,137 55,267 597,404 $ $ $ Activity Narrative: The number of Juvenile exhibits to be processed is increasing due to the addition of a new Juvenile Court, while the overall number of exhibits is decreasing due to a decrease in case filings. 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 Number of Juvenile subsequent documents to be docketed Total activity expenditure per Juvenile subsequent document docketed 100 - GENERAL TOTAL USES FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 263,016 264,067 262,939 266,292 FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % (0.0%) -0.0% 265,884 270,012 267,978 272,921 2,868 5,945 1.1% 2.3% $ 2.18 $ 2.44 $ 2.38 $ 2.29 $ 0.15 6.2% $ $ 572,310 572,310 $ $ 640,939 640,939 $ $ 637,547 637,547 $ $ 607,640 607,640 $ $ 33,299 33,299 5.2% 5.2% 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. 321 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Demand Expenditure Ratio Revenue Measure Description Percent of Adult minute entries and eFiled Orders created within three days from date of hearing to date of creation Percent of Juvenile minute entries and eFiled Orders created within three days from date of hearing to date of creation Number of minute entries and eFiled Orders Number of minute entries and eFiled Orders to be created Total activity expenditure per minute entry and eFiled Order created FY 2015 ACTUAL 96.2% FY 2016 FY 2016 REVISED FORECAST 97.9% 95.8% 84.3% 89.9% 646,785 646,785 $ 80.5% 688,329 688,329 18.87 $ 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES $ 244,364 784,379 1,971,944 73,237 $ 3,073,924 $ $ 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ 10,530,797 435,576 1,236,391 $ 12,202,764 REV VS ADOPTED VAR % (2.9%) -3.0% 84.5% 651,219 651,219 20.14 $ FY 2017 ADOPTED 95.0% 697,703 697,703 20.21 $ 236,632 744,000 1,944,794 65,000 $ 2,990,426 $ $ 12,591,126 341,512 928,982 $ 13,861,620 (5.4%) -6.0% 9,374 9,374 1.4% 1.4% 20.98 $ (0.85) -4.2% 240,498 749,429 1,945,670 77,364 $ 3,012,961 232,000 750,000 1,905,898 $ 2,887,898 $ (4,632) 6,000 (38,896) (65,000) (102,528) -2.0% 0.8% -2.0% -100.0% -3.4% $ 11,846,534 336,000 45,000 933,001 $ 13,160,535 $ 13,364,350 334,460 135,000 806,213 $ 14,640,023 (773,224) 7,052 (135,000) 122,769 (778,403) -6.1% 2.1% N/A 13.2% -5.6% $ Expenditure $ $ Activity Narrative: The Clerk’s Office has been not been able to keep up with the increasing number of minute entries created resulting in a decrease in 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. Base Adjustments: General Fund (100) Operating • Increase Personnel by $148,659 for 2.5 FTE for new Juvenile Court. • Increase Supplies and Services by $4,500 for new Juvenile Court. 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 123 322 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Demand Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of scanned and docketed documents 11.4% 11.4% 28.1% 15.2% 3.8% 33.9% available to all authorized customers by 5:00PM two business days after being filed in paper format Percent of filed paper documents scanned by 37.1% 39.7% 52.5% 53.0% 13.4% 33.8% 5:00PM the business day after being filed Percent of scanned documents docketed by 57.8% 62.4% 67.2% 63.2% 0.8% 1.2% 5:00PM the business day after being scanned Percent of Scanned documents meeting 99.9% 96.8% 98.2% 100.0% 3.2% 3.3% Quality Control standards Number of documents scanned 1,344,936 1,346,799 1,278,684 1,350,724 3,925 0.3% Number of scanned documents docketed 1,380,744 1,400,418 1,312,127 1,430,363 29,945 2.1% Number of documents to be scanned 1,344,936 1,346,799 1,278,684 1,350,724 3,925 0.3% Number of Scanned documents to be docketed 1,511,100 1,447,532 1,376,519 1,501,850 54,318 3.8% $ 0.62 $ 0.69 $ 0.70 $ 0.61 $ 0.09 12.3% Total activity expenditure per scanned and docketed document 205 - COURT DOCUMENT RETRIEVAL TOTAL SOURCES $ 1,097,906 $ 1,097,906 $ 1,064,545 $ 1,064,545 $ 1,036,547 $ 1,036,547 $ 1,034,000 $ 1,034,000 $ $ (30,545) (30,545) -2.9% -2.9% 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 $ 2,442,670 196,757 445,863 449,827 799,307 $ 4,334,424 $ 2,316,158 239,471 564,874 95,748 375,801 821,930 $ 4,413,982 $ 2,357,516 194,375 607,845 101,022 381,416 850,895 $ 4,493,069 $ 2,138,129 234,400 643,415 229,450 364,521 891,076 $ 4,500,991 $ 178,029 5,071 (78,541) (133,702) 11,280 (69,146) (87,009) 7.7% 2.1% -13.9% -139.6% 3.0% -8.4% -2.0% 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 2017. FY 2016 Revised and Forecast numbers reflect the output of the in-house numbers which will continue in to FY 2017. 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. 323 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 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 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 AND 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 AND financial reports available within established FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.2% 100.2% 100.0% 99.4% (0.8%) -0.8% 95.0% 95.5% 96.1% 95.5% 0.0% 0.0% 99.9% 100.0% 100.0% 100.0% 0.0% 0.0% 98.4% 99.0% 99.1% 98.9% (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% 100.0% 100.0% 100.0% 0.0% 0.0% 99.2% 100.0% 100.0% 100.0% 0.0% 0.0% 94.3% 97.8% 97.5% 98.9% 1.1% 1.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.7% 100.0% 100.0% 99.0% (1.0%) -1.0% Activities that comprise this program include: Court Ordered Financial Records • Court Ordered Receivables • • Court Clerk Fiduciary Services 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 324 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 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 Output Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of financial records available within 99.2% 100.2% 100.0% 99.4% (0.8%) -0.8% established timeframes Percent of accurate Billing financial records in a 95.0% 95.5% 96.1% 95.5% 0.0% 0.0% statistical sample of deferral orders 99.9% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of accurate Trust financial records in a statistical sample of trust orders Percent of accurate Criminal Obligation financial 98.4% 99.0% 99.1% 98.9% (0.1%) -0.1% 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% 100.0% 100.0% 100.0% 0.0% 0.0% established timeframes Percent of Criminal Obligation financial records 99.2% 100.0% 100.0% 100.0% 0.0% 0.0% available within thirty days from the docketed date Percent of Juvenile financial records available 94.3% 97.8% 97.5% 98.9% 1.1% 1.2% within 30 days from the filing date Percent of Support Orders AND financial record 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% inquiry resolutions completed within two business days Percent of Criminal Obligation financial record 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% inquiry resolutions completed within two Percent of Support Orders AND financial reports 99.7% 100.0% 100.0% 99.0% (1.0%) -1.0% available within established timeframes Number of financial record orders processed 204,126 203,582 205,235 202,551 (1,031) -0.5% Number of Support Orders financial reports 2,653 2,204 2,130 2,115 (89) -4.0% Number of financial record orders to be 199,496 201,000 193,294 198,000 (3,000) -1.5% Total activity expenditure per financial record $ 10.49 $ 11.12 $ 10.98 $ 11.02 $ 0.10 0.9% processed 216 - CLERK OF THE COURT GRANTS 270 - CHILD SUPPORT ENHANCEMENT 273 - VICTIM LOCATION TOTAL SOURCES $ 2,296 2,296 $ 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 270 - CHILD SUPPORT ENHANCEMENT 273 - VICTIM LOCATION 274 - CLERK OF THE COURT EDMS TOTAL USES $ 1,883,095 253,557 5,594 $ 2,142,246 $ $ 2,300 2,300 $ 2,023 2,023 $ 1,214,855 60,000 2,000 $ 1,276,855 $ 1,214,855 N/A 60,000 N/A (300) -13.0% $ 1,274,555 55415.4% $ 2,045,669 117,954 75,000 15,874 $ 2,254,497 $ 1,880,053 281,675 20,000 15,000 35,389 $ 2,232,117 $ $ Expenditure $ 1,851,965 294,200 75,000 43,382 $ 2,264,547 $ (28,088) 12,525 (20,000) 60,000 7,993 32,430 -1.5% 4.3% N/A 80.0% 18.4% 1.4% Court Ordered Receivables Activity The purpose of the Court Ordered Receivables Activity is to provide payment receipting and posting of deferred filing and court ordered fees and fines to funding recipients identified in statutes so they can have timely access to monies due to them. 325 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates: A.R.S §12-302 establishes the procedures and requirements for the deferral and waiver of fees and the establishment of a time payment program. A.R.S. §12-332 mandates that jury fees be paid to the Clerk and that the Clerk distribute the payments for this fee to the County Treasurer. A.R.S. §12-322b requires the Clerk to notify an appellee when an index of record is filed. A.R.S. §7-101 through §7-110 mandate the bond requirements that the Clerk must verify in execution of all bonds mandated between the court and any legal entities for conditions of bail. A.R.S. §12-284(A) mandates the fees that the Clerk must charge for filings and other miscellaneous duties. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of payments posted within established timeframes Number of payments posted Number of payments to be posted Total activity expenditure per payment posted $ 100 - GENERAL TOTAL SOURCES $ 6,735,439 $ 6,735,439 100 - GENERAL 216 - CLERK OF THE COURT GRANTS TOTAL USES $ FY 2015 ACTUAL 100.0% 53,760 53,760 6.70 FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% $ 52,999 52,999 6.24 $ 6,232,161 $ 6,232,161 52,103 52,103 4.52 $ $ 6,820,871 $ 6,820,871 $ 6,530,928 $ 6,530,928 $ $ 298,767 298,767 4.8% 4.8% $ $ $ 95,454 95,454 28.9% N/A 28.9% $ 52,954 52,954 6.28 REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% $ (896) (896) 1.72 -1.7% -1.7% 27.6% Expenditure $ 331,299 28,890 360,189 $ $ 330,801 330,801 $ 332,364 332,364 $ 235,347 235,347 $ Activity Narrative: 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 2017. 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 to 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 2015 ACTUAL 100.0% $ 170,895 170,895 1.26 $ $ 215,838 215,838 FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% $ 171,000 171,000 1.29 $ $ 220,585 220,585 $ 172,002 172,002 1.22 $ $ 210,420 210,420 REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% $ 174,226 174,226 1.12 $ $ 195,199 195,199 $ 3,226 3,226 0.17 1.9% 1.9% 13.1% $ $ 25,386 25,386 11.5% 11.5% 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. 326 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 99.2% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.8% 0.8% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 99.9% 99.9% (0.1%) -0.1% 99.3% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.8% 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: • Court Document Copy • Court File Delivery • Public Registrations Court Document Copy Activity The purpose of the Court Document Copy Activity is to provide copies of electronic or paper court record documents upon request to the public, court, legal community and agencies so they can have timely access to reproductions of case file information. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §8-208 requires the Clerk to censure juvenile records as mandated by law. A.R.S. §8-134 mandates the Clerk receive actual and reasonable fees for participation in the confidential intermediary program, and requires the Clerk to provide all receipts to the County Treasurer for deposit into the Juvenile Probation Services Fund. Measure Type Result Result Result Output 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 Total Number of pages reproduced Total 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 99.2% 100.0% REV VS ADOPTED VAR % 0.8% 0.8% FY 2017 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 99.9% 99.9% (0.1%) -0.1% (266,058) (231,024) (0.31) -22.3% -19.3% -34.2% (60,582) 3,000 10,624 (46,958) -8.7% 2.1% 4.3% -4.3% 936,851 1,240,526 $ 1.16 1,193,834 1,196,820 $ 0.91 1,134,679 1,136,427 $ 0.94 $ $ $ $ $ 804,022 55,343 227,904 $ 1,087,269 699,403 141,600 249,066 $ 1,090,069 752,156 86,307 231,312 $ 1,069,775 927,776 965,796 1.23 759,985 138,600 238,442 $ 1,137,027 $ $ $ 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. 327 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Court File Delivery Activity The purpose of the Court File Delivery Activity is to provide hard copy original 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 ACTUAL 99.3% $ $ $ FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.8% 100.0% 100.0% 100.0% 0.0% 0.0% 7,204 7,314 46.42 6,208 6,343 35.42 3,652 3,745 54.40 3,270 3,325 64.42 (2,938) (3,018) (29.00) -47.3% -47.6% -81.9% (1,628) 10,854 9,226 -1.8% N/A 8.2% 4.2% 154,784 5,995 173,641 334,420 $ $ $ 88,270 131,597 219,867 $ $ $ 88,803 2,440 107,439 198,682 $ $ $ 89,898 120,743 210,641 $ $ $ Activity Narrative: Delivery of paper court files has diminished significantly over the last several years due to the transition from maintaining court files in paper format to maintaining and providing the files electronically. The decline in demand will continue as more records are imaged and available electronically. Public Registrations Activity The purpose of the Public Registrations Activity is to provide marriage licenses and processed passport applications to qualifying applicants so they can have timely access to documentation required for a marriage ceremony and recording of the marriage or for obtaining a passport. Mandates: A.R.S. §25-121 requires the Clerk to issue a marriage license to authorized applicants and to collect a fee. A.R.S. §25-123 mandates the Clerk to maintain a record of all marriage licenses issued. 328 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 100.0% $ 70,907 70,907 14.44 FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% $ 71,686 71,686 20.82 72,519 72,519 19.60 $ FY 2017 ADOPTED 100.0% $ 84,743 84,743 16.71 REV VS ADOPTED VAR % (0.0%) -0.0% $ 13,057 13,057 4.11 18.2% 18.2% 19.8% 100 - GENERAL TOTAL SOURCES $ 1,755,329 $ 1,755,329 $ 1,257,051 $ 1,257,051 $ 1,474,891 $ 1,474,891 $ 1,257,051 $ 1,257,051 $ $ - 0.0% 0.0% 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 1,365,248 110,077 17,193 $ 1,492,518 $ 1,292,186 23,415 85,563 20,156 $ 1,421,320 $ 1,311,235 104,508 $ 1,415,743 $ 54,013 5,569 17,193 76,775 4.0% N/A 5.1% 100.0% 5.1% Expenditure 842,013 40,765 81,710 59,337 $ 1,023,825 $ Activity Narrative: Applications have increased as the number of post offices handling passports has decreased. Also impacting applications is the approval of same-sex marriage. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 33,364,056 $ 7,802,467 FY 2016 Revised Budget $ 33,364,056 $ 7,802,467 FY 2017 Baseline Budget $ 33,364,056 $ 7,802,467 $ 698,472 $ 749,609 (53,382) 2,245 (435,978) $ 6,424 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Temporary Pay and Benefits Decrease Repairs and Maintenance Decrease Other Pay Increase Postage Decrease Rent and Operating Leases Increase for Pay Rate Adjustments Risk Management Adjustment Base Telecom Adjustment Personnel Additions and Related Costs Increase Personnel by 2.5 FTE for New Juvenile Court Increase Supplies and Services for new Juvenile Court Personnel Fund or Function Shifts Reduce Allocation In from Fill the Gap Personnel Savings Increase Vacancy Savings from 7.02% to 9.25% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 329 (112,969) (57,000) (99,996) 23,514 (22,125) 275,000 $ 148,659 4,500 $ (83,655) $ (701,293) (14,455) 203,842 153,159 - (83,655) - (701,293) - $ - $ - 597,533 597,533 $ 33,626,550 $ 0.8% 8,400,000 7.7% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court General Fund (100) RFR1 Expenditures Revenue COSC RFR SYSTEM REPLACEMENT FY 2016 Adopted Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon - $ (76,673) $ (76,673) - $ 2,215,727 $ - $ (2,215,727) $ 76,673 (2,292,400) - $ - $ - $ 1,565,727 $ 1,565,727 - $ 1,565,727 $ - C-49-16-009-2-00 Agenda Item: C-49-16-009-2-00 FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Carry Forward of RFR Project 2,292,400 $ Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon Non Recurring Carry Forward $ Agenda Item: $ 1,565,727 FY 2017 Adopted Budget Percent Change from Baseline Amount Court Document Retrieval Fund (205) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,064,545 $ 1,064,545 FY 2016 Revised Budget $ 1,064,545 $ 1,064,545 FY 2017 Baseline Budget $ 1,064,545 $ 1,064,545 $ 33,487 $ 33,404 83 95,961 $ 93,839 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Net Change in Other Personnel Personnel Savings Decrease Vacancy Savings from 12.74% to 12.49% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ $ 93,839 $ 2,122 2,122 $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount - $ (159,993) $ (159,993) (30,545) (30,545) - 1,034,000 $ -2.9% 1,034,000 -2.9% (159,993) $ 330 - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 85,396 $ - FY 2016 Revised Budget $ 85,396 $ - $ (85,396) $ (85,396) - $ - $ - $ 159,993 $ 159,993 - $ 159,993 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ 159,993 FY 2017 Adopted Budget Percent Change from Baseline Amount Court Document Retrieval Fund (205) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 312,340 $ 312,340 $ 312,340 $ 377,149 $ 301,975 Sources: Operating Total Sources: $ $ 1,098,947 1,098,947 $ $ 1,064,545 1,064,545 $ $ 1,064,545 1,064,545 $ $ 1,037,266 1,037,266 $ $ 1,034,000 1,034,000 $ $ $ $ 1,027,044 85,396 1,112,440 $ $ 1,064,545 85,396 1,149,941 $ $ 1,064,545 85,396 1,149,941 $ 1,034,000 159,993 1,193,993 $ - $ - $ 10,222 $ - (3) $ - $ - $ - $ - 226,944 226,944 $ $ 226,944 226,944 $ $ 301,975 301,975 $ $ 141,982 141,982 Uses: Operating Non-Recurring Total Uses: $ 1,034,135 1,034,135 Structural Balance $ 64,812 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 377,149 377,149 $ $ 331 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 700,746 $ 899,964 FY 2016 Revised Budget $ 700,746 $ 899,964 FY 2017 Baseline Budget $ 700,746 $ 899,964 $ 2,603 $ 2,585 18 196,651 $ 160,174 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Supplies and Services Personnel Savings Decrease Vacancy Savings from 17.72% to 0.00% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 160,174 $ 36,477 36,477 FY 2017 Adopted Budget Percent Change from Baseline Amount - $ - $ - 36 36 $ 900,000 $ 28.4% 900,000 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 602,000 $ 602,000 - $ 602,000 $ - Adjustments: Non Recurring Other Non Recurring Overtime for Clerk Training Program Judicial Enhancement Collection Fund Grant Projects Unix and Software Lifecycle Support Consulting Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 332 135,000 125,000 342,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 2,973,043 $ 3,253,166 $ 3,253,166 $ 3,288,059 $ 3,494,694 Sources: Operating Total Sources: $ $ 948,645 948,645 $ $ 899,964 899,964 $ $ 899,964 899,964 $ $ 907,381 907,381 $ $ 900,000 900,000 $ $ 700,746 $ $ 700,746 $ $ 700,746 700,746 $ $ 700,746 700,746 $ 900,000 602,000 1,502,000 Uses: Operating Non-Recurring Total Uses: $ 471,976 161,653 633,629 Structural Balance $ 476,669 $ 199,218 $ 199,218 $ 206,635 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,288,059 3,288,059 $ $ 3,452,384 3,452,384 $ $ 3,452,384 3,452,384 $ $ 3,494,694 3,494,694 $ $ 2,892,694 2,892,694 Expenditures Revenue Clerk of the Superior Court Grants Fund (216) OPERATING FY 2016 Adopted Budget $ 1,484,286 $ 1,484,286 FY 2016 Revised Budget $ 1,484,286 $ 1,484,286 FY 2017 Baseline Budget $ 1,484,286 $ 1,484,286 $ (37,431) $ (37,431) (37,431) (37,431) $ 1,446,855 $ -2.5% 1,446,855 -2.5% Adjustments: Grants Grant Reconciliation Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount 333 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants Fund (216) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 1,384,186 1,384,186 $ $ 1,484,286 1,484,286 $ $ 1,484,286 1,484,286 $ $ 1,204,976 1,204,976 $ $ 1,446,855 1,446,855 Uses: Operating Total Uses: $ $ 1,384,863 1,384,863 $ $ 1,484,286 1,484,286 $ $ 1,484,286 1,484,286 $ $ 1,204,976 1,204,976 $ $ 1,446,855 1,446,855 Structural Balance $ (677) $ - $ - $ - $ - Accounting Adjustments $ 10 - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (5,648) (5,648) $ (4,981) $ (4,981) $ $ (4,981) $ (4,981) (4,981) $ (5,648) $ (4,981) (4,981) $ (5,648) (5,648) (5,648) $ (5,648) (5,648) Clerk of the Superior Court Fill the Gap Fund (218) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,915,696 $ 1,915,696 $ 29,098 $ 29,098 29,098 29,098 FY 2016 Revised Budget $ 1,944,794 $ 1,944,794 FY 2017 Baseline Budget $ 1,944,794 $ 1,944,794 $ 62,740 $ 62,570 170 (101,636) $ 42,378 - (144,014) - Adjustments: Supplemental Funding Mid Year Adjustments Fill the Gap Plan Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Allocation Out to General Fund Net Change to Other Personnel Personnel Savings Increase Vacancy Savings from 2.86% to 8.25% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: C-80-16-006-2-00 Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 334 $ 83,655 (41,267) $ (144,014) $ - $ - (38,896) (38,896) $ 1,905,898 $ -2.0% 1,905,898 -2.0% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Clerk of the Superior Court Fill the Gap Fund (218) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 416,384 $ 1,371 $ 1,371 $ 85,027 $ 1,372 Sources: Operating Total Sources: $ $ 1,971,172 1,971,172 $ $ 1,915,696 1,915,696 $ $ 1,944,794 1,944,794 $ $ 1,944,794 1,944,794 $ $ 1,905,898 1,905,898 $ $ $ $ 1,944,794 83,655 2,028,449 $ $ 1,944,794 83,655 2,028,449 $ $ 1,915,696 1,915,696 $ 1,905,898 1,905,898 Uses: Operating Non-Recurring Total Uses: $ 1,887,519 415,013 2,302,532 Structural Balance $ 83,653 $ - $ - $ - $ - Accounting Adjustments $ 3 $ - $ - $ - $ - $ 85,027 85,027 $ 1,371 1,371 $ - $ (82,284) (82,284) $ 1,372 1,372 $ $ 1,372 1,372 Expenditures Revenue Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ Child Support Enhancement Fund (270) OPERATING FY 2016 Adopted Budget $ - $ 65,000 FY 2016 Revised Budget $ - $ 65,000 FY 2017 Baseline Budget $ - $ 65,000 $ - $ - (5,000) (5,000) $ - $ 60,000 -7.7% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 20,000 $ 20,000 - $ 20,000 $ - Adjustments: Non Recurring Other Non Recurring Kiosk s for Payment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 335 20,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Child Support Enhancement Fund (270) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 839,642 $ 898,334 $ 898,334 $ 912,879 $ 990,243 Sources: Operating Total Sources: $ $ 73,237 73,237 $ $ 65,000 65,000 $ $ 65,000 65,000 $ $ 77,364 77,364 $ $ 60,000 60,000 Uses: Non-Recurring Total Uses: $ - $ - $ - $ - $ 20,000 20,000 Structural Balance $ 73,237 $ 65,000 $ 65,000 $ 77,364 $ 60,000 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 912,879 912,879 $ $ 963,334 963,334 $ $ 963,334 963,334 $ $ 990,243 990,243 $ $ 1,030,243 1,030,243 Expenditures Revenue Victim Location Fund (273) OPERATING FY 2016 Adopted Budget $ - $ 2,300 FY 2016 Revised Budget $ - $ 2,300 FY 2017 Baseline Budget $ - $ 2,300 $ - $ - (300) (300) $ - $ 2,000 -13.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 75,000 $ - FY 2016 Revised Budget $ 75,000 $ - $ (75,000) $ (75,000) - $ - $ - $ 15,000 $ 15,000 - $ 15,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Overtime for Victim Location Services Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 336 15,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 93,755 $ 72,700 $ 72,700 $ 90,457 $ 17,480 Sources: Operating Total Sources: $ $ 2,296 2,296 $ $ 2,300 2,300 $ $ 2,300 2,300 $ $ 2,023 2,023 $ $ 2,000 2,000 Uses: Non-Recurring Total Uses: $ 5,594 5,594 $ 75,000 75,000 $ 75,000 75,000 $ 75,000 75,000 $ 15,000 15,000 Structural Balance $ 2,296 $ 2,300 $ 2,300 $ 2,023 $ 2,000 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 90,457 90,457 $ $ - $ $ - $ $ 17,480 17,480 $ $ 4,480 4,480 Expenditures Revenue Electronic Document Management System Fund (274) OPERATING FY 2016 Adopted Budget $ 2,448,571 $ 2,448,571 FY 2016 Revised Budget $ 2,448,571 $ 2,448,571 FY 2017 Baseline Budget $ 2,448,571 $ 2,448,571 $ 63,770 $ 63,598 172 (12,341) $ (12,341) - $ - $ - 51,429 51,429 $ 2,500,000 $ 2.1% 2,500,000 2.1% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Net Change Other Personnel, Supplies and Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 337 (12,341) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 379,938 $ 482,094 $ 482,094 $ 745,183 $ 825,243 Sources: Operating Total Sources: $ $ 2,629,941 2,629,941 $ $ 2,448,571 2,448,571 $ $ 2,448,571 2,448,571 $ $ 2,514,188 2,514,188 $ $ 2,500,000 2,500,000 Uses: Operating Total Uses: $ $ 2,264,703 2,264,703 $ $ 2,448,571 2,448,571 $ $ 2,448,571 2,448,571 $ $ 2,434,128 2,434,128 $ $ 2,500,000 2,500,000 Structural Balance $ 365,238 $ - $ - $ 80,060 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 745,183 745,183 $ $ 482,094 482,094 $ $ 482,094 482,094 $ $ 825,243 825,243 $ $ 825,243 825,243 338 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2017 Adopted Budget Constables Analysis by Scott Rothe, Principal Management Budget Analyst Summary Mission The mission of the Constables is to provide execution of mandated civil and criminal process to citizens of Maricopa County so they can receive timely, cost effective and professional service. Vision Citizens serving citizens by working collaboratively, efficiently, and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Department Specific By June 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 2016 forecasted revenue only 55.4% of forecasted operating expenditures. This goal will be updated during the FY 2018 strategic plan process. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,648,168 $ 1,648,168 $ 1,798,574 $ 1,798,574 $ 1,804,907 $ 1,804,907 $ 1,636,415 $ 1,636,415 $ 1,630,200 $ 1,630,200 $ (174,707) (174,707) -9.7% -9.7% TOTAL PROGRAMS $ 1,648,168 $ 1,798,574 $ 1,804,907 $ 1,636,415 $ 1,630,200 $ (174,707) -9.7% USES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ 2,844,979 $ 2,844,979 $ 3,008,206 $ 3,008,206 $ 3,014,539 $ 3,014,539 $ 2,887,666 $ 2,887,666 $ 3,098,801 $ 3,098,801 $ (84,262) (84,262) -2.8% -2.8% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 16,958 $ 41,688 58,646 $ 16,956 $ 51,719 68,675 $ 16,956 $ 51,719 68,675 $ 16,956 $ 51,719 68,675 $ 27,210 $ 116,526 143,736 $ (10,254) (64,807) (75,061) -60.5% -125.3% -109.3% TOTAL PROGRAMS $ 2,903,625 $ 3,076,881 $ 3,083,214 $ 2,956,341 $ 3,242,537 $ (159,323) -5.2% 339 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category $ SUBTOTAL $ 34,752 34,752 $ $ CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 1,613,416 1,613,416 $ $ ALL REVENUES $ 1,648,168 $ 1,648,168 $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2016 REVISED FY 2016 ADOPTED FY 2015 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ACTUAL FY 2017 ADOPTED FY 2016 FORECAST $ $ (6,333) (6,333) -100.0% -100.0% $ $ 1,630,200 $ 1,630,200 $ (168,374) (168,374) -9.4% -9.4% 1,636,415 $ 1,630,200 $ (174,707) -9.7% 1,636,415 $ (174,707) -9.7% - $ - $ 6,333 6,333 $ $ 6,215 6,215 $ $ 1,798,574 1,798,574 $ $ 1,798,574 1,798,574 $ $ 1,630,200 1,630,200 1,798,574 $ 1,804,907 $ 1,798,574 $ 1,804,907 $ FY 2016 ADOPTED FY 2016 REVISED REVISED VS ADOPTED VAR % FY 2016 FORECAST - 1,630,200 $ FY 2017 ADOPTED REVISED VS ADOPTED VAR % 1,818,396 $ 838,718 10,000 2,667,114 $ 1,902,394 $ 916,300 2,818,694 $ 1,887,614 $ 906,779 2,794,393 $ 1,861,500 $ 893,859 2,755,359 $ 1,946,971 $ 1,013,778 9,000 2,969,749 $ 20,025 $ 44,034 64,059 $ 22,423 $ 65,412 87,835 $ 28,986 $ 76,992 105,978 $ 10,500 $ 32,600 43,100 $ $ 6,119 $ 122,803 6,160 3,535 52 138,669 $ 3,000 $ 354 150,878 7,000 9,000 120 170,352 $ 6,012 $ 900 150,878 9,000 15,933 120 182,843 $ $ $ 33,783 $ 33,783 $ - $ - $ ALL EXPENDITURES $ 2,903,625 $ TOTAL USES $ 2,903,625 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ 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 $ (59,357) (106,999) (9,000) (175,356) -3.1% -11.8% N/A -6.3% 19,986 $ 37,800 57,786 $ 9,000 39,192 48,192 31.0% 50.9% 45.5% 13,500 $ 900 131,407 7,000 5,000 75 157,882 $ 13,500 $ 900 188,482 7,000 5,000 120 215,002 $ (7,488) (37,604) 2,000 10,933 (32,159) - $ - $ - $ - $ - $ - $ 3,076,881 $ 3,083,214 $ 2,956,341 $ 3,242,537 $ (159,323) -5.2% 3,076,881 $ 3,083,214 $ 2,956,341 $ 3,242,537 $ (159,323) -5.2% - -124.6% 0.0% -24.9% 22.2% 68.6% 0.0% -17.6% N/A N/A Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 1,648,168 $ 1,648,168 $ 1,798,574 $ 1,798,574 $ 1,798,574 $ 6,333 1,804,907 $ 1,636,415 $ 1,636,415 $ 1,630,200 $ 1,630,200 $ (168,374) -9.4% (6,333) -100.0% (174,707) -9.7% 1,648,168 $ - $ 1,648,168 $ 1,798,574 $ - $ 1,798,574 $ 1,798,574 $ 6,333 $ 1,804,907 $ 1,636,415 $ - $ 1,636,415 $ 1,630,200 $ - $ 1,630,200 $ (168,374) -9.4% (6,333) -100.0% (174,707) -9.7% FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,899,856 $ 3,769 2,903,625 $ 3,076,881 $ 3,076,881 $ 3,076,881 $ 6,333 3,083,214 $ 2,956,341 $ 2,956,341 $ 3,242,537 $ 3,242,537 $ (165,656) 6,333 (159,323) -5.4% 100.0% -5.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,899,856 $ 3,769 $ 2,903,625 $ 3,076,881 $ - $ 3,076,881 $ 3,076,881 $ 6,333 $ 3,083,214 $ 2,956,341 $ - $ 2,956,341 $ 3,242,537 $ - $ 3,242,537 $ (165,656) 6,333 (159,323) -5.4% 100.0% -5.2% $ 340 Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED 36.00 36.00 36.00 FY 2016 FORECAST 36.00 36.00 36.00 FY 2017 ADOPTED 37.00 37.00 37.00 REVISED TO ADOPTED VARIANCE VAR % 36.00 36.00 36.00 36.00 36.00 36.00 1.00 1.00 1.00 2.8% 2.8% 2.8% FY 2015 ADOPTED 8.00 26.00 2.00 36.00 FY 2016 ADOPTED 8.00 26.00 2.00 36.00 FY 2016 FY 2016 REVISED FORECAST 8.00 8.00 26.00 26.00 2.00 2.00 36.00 36.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 8.00 0.0% 26.00 0.0% 1.00 1.00 N/A 2.00 0.0% 37.00 1.00 2.8% FY 2015 ADOPTED 36.00 36.00 FY 2016 ADOPTED 36.00 36.00 FY 2016 FY 2016 REVISED FORECAST 36.00 36.00 36.00 36.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 37.00 1.00 2.8% 37.00 1.00 2.8% Staffing by Market Range Title MARKET RANGE TITLE Deputy Constable Elected Management Assistant Office Assistant Specialized Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: Reallocate $67,780 from the County Manager’s Office for the Salary/Benefits of the transferred Constable Administrator position. Other Base Adjustments: General Fund (100) Operating • Decrease General Fund Revenue by $168,374 based on the FY 2016 forecast. • Increase Regular Benefits by $48,860 for the impact of changes in health/dental premium rates. • Increase Personnel Benefits Savings by $372 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $43 for the impact of the changes in retirement contribution rates. • Increase Regular Pay and Benefits by a net of $6,246, including adjustments from market rate changes, and filling positions at rates different than budgeted. • Increase Other Personal Services by $9,000 for a retirement vacation payout. • Decrease General Supplies by $9,000 based on historical expenditures. • Decrease Fuel by $39,192 based on price trends during FY 2015 and FY 2016. • Decrease Travel by $2,000 based on the FY 2016 forecast. • Increase Other Services by $7,488 to consolidate all membership dues, background checks, and contracted educators and trainers, some of which have been allocated to other categories. • Decrease Education and Training by $4,600, consolidating certain costs to Other Services. • Decrease Internal Service Charges by $2,572 for the impact of changes in cell phone charges. • Decrease Internal Service Charges by $33 for the impact of changes in discretionary charges. • Increase Internal Service Charges by $1,193 for the impact of changes in the radio charges. • Increase Internal Service Charges by $64,807 for the impact of changes in risk management charges. • Increase Internal Service Charges by $9,061 for the impact of changes in the base telecommunication charges. • Decrease Salary and Benefit Savings by $8,947, achieving a salary savings rate of 2.1% applied to the 11.0 appointed staff. 341 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2017 Adopted Budget Programs and Activities Service of Process Program The purpose of the Service of Process Program is to provide for the distribution of court documents to the public so that they can proceed with litigation, the service of writs and summons issued by the court and governmental agencies. Program Results Measure Description Percent of fines collected within 30 days Percent of warrant service attempts that resulted in defendants paying or being put on a payment plan FY 2015 ACTUAL 28.1% 13.2% FY 2016 FY 2016 REVISED FORECAST 37.5% 24.8% 46.7% 20.1% FY 2017 ADOPTED 24.8% 20.1% REV VS ADOPTED VAR % (12.7%) -33.8% (26.6%) -57.0% Activities that comprise this program include: • Service of Process Service of Process Activity The purpose of the Service of Process Activity is to provide timely, professional service of court process to the public and governmental agencies so they can proceed with litigation. Mandates: A.R.S. §22-131 establishes the Constables’ duty to execute, serve and return all processes and notices directed or delivered to them by the Justice of the Peace of their Maricopa County precinct. Measure Type Result Result Output Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of fines collected within 30 days Percent of warrant service attempts that resulted in defendants paying or being put on a payment plan Number of Writs of Restitution Dollars of outstanding fines collected Number of outstanding fines collected Number of Writs of Restitution required. Dollars of outstanding fines to be collected from assigned warrants Number of outstanding fines to be collected Expense per dollar of fines collected FY 2015 ACTUAL 28.1% 13.2% FY 2016 FY 2016 REVISED FORECAST 37.5% 24.8% 46.7% 20.1% $ 100 - GENERAL TOTAL SOURCES $ 1,648,168 $ 1,648,168 $ 1,804,907 $ 1,804,907 100 - GENERAL TOTAL USES $ 2,844,979 $ 2,844,979 $ 3,014,539 $ 3,014,539 21,783 416,304 442 21,783 962,004 464 6.83 22,204 412,900 800 22,204 741,000 $ 360 7.30 FY 2017 ADOPTED 24.8% 20.1% 21,689 328,135 596 21,688 321,977 21,688 326,000 596 21,688 320,000 (516) (86,900) (204) (516) (421,000) -2.3% -21.0% -25.5% -2.3% -56.8% 204 9.51 $ (156) (2.20) -43.3% -30.2% $ 1,636,415 $ 1,636,415 $ 1,630,200 $ 1,630,200 $ $ (174,707) (174,707) -9.7% -9.7% $ 2,887,666 $ 2,887,666 $ 3,098,801 $ 3,098,801 $ $ (84,262) (84,262) -2.8% -2.8% $ 204 8.80 REV VS ADOPTED VAR % (12.7%) -33.8% (26.6%) -57.0% $ 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 2017 revenue and demand are budgeted at or near the FY 2016 forecast levels. The increase in expenditures is mostly due to a statutory increase in Constables’ salaries effective on January 1, 2015, a market rate increase for Deputy Constables effective on August 3, 2015, and the transfer of the Constable Administrator from the County Manager’s Office effective July 1, 2016. 342 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERP - OPERATING FY 2016 Adopted Budget $ 3,076,881 $ 1,798,574 FY 2016 Revised Budget Reallocations Reallocation Between Depts Reallocate Salaries/Benefits for Constable Administrator from County Manager's Office $ $ 3,076,881 $ 67,780 $ 67,780 1,798,574 - $ 3,144,661 $ 1,798,574 $ 48,531 $ 48,860 (372) 43 49,345 $ (34,663) - $ 67,780 FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Regular Pay and Benefits, including adjustments from mark et rate changes, and filling positions at rates different than budgeted Increase Other Personal Services for a retirement vacation payout Decrease General Supplies based on historical expenditures Decrease Fuel based on price trends during FY 2015 and FY 2016 Decrease Travel based on the FY 2016 forecast Increase Other Services to consolidate all membership dues, back ground check s, and contracted educators and trainers Decrease Education and Training, consolidating certain costs to Other Services Decrease Internal Service Charges for the impact of changes in the cell phone charges Decrease Internal Service Charges for the impact of changes in discretionary charges Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Decrease Salary/Benefit Savings, achieving a salary savings rate of 2.1% applied to the 11.0 appointed staff Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease General Fund Revenue based on the FY 2016 forecast FY 2017 Adopted Budget Percent Change from Baseline Amount 343 $ $ 6,246 9,000 (9,000) (39,192) (2,000) 7,488 (4,600) (2,572) (33) 1,193 64,807 9,061 8,947 $ $ - 8,947 $ - $ - (168,374) (168,374) $ 3,242,537 $ 3.1% 1,630,200 -9.4% (168,374) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Services Analysis by Zachary Wolfe, Senior Management and Budget Analyst Summary Mission The mission of the Correctional Health Services Department is to provide cost-effective, medically necessary, evidence based, integrated health care services and restoration to competency services to patients in the County jails so they can proceed through the judicial process. Vision Correctional Health Services will continue to evolve as a nationally recognized leader in providing correctional health and restoration services in a work environment that fosters employee pride and dedication. Strategic Goals Government Operations By June, 2018, the employee turnover rate for direct patient care will be no greater than 12%, which will benefit client care. Status: Turnover rates for direct care employees vary by market range title: 11% (medical assistants), 17% (nurses) and 23% (licensed practical nurses). Correctional Health (CHS) is assessing staffing schedules/models, recruiting efforts and best practice processes with the objective of decreasing the employee turnover rates. Safe Communities By June, 2020, the at risk Seriously Mentally Ill (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: The Maricopa County Sheriff’s Office screens and assigns a recidivism risk score for all booked individuals post Initial Appearance Court. This allows CHS to identify SMI population by various risk categories for appropriate intervention and, in particular, for community transition planning. A preliminary draft report from the Justice System Planning & Information division (JSPI) shows that 56% of the SMI population booked in 2014 had a moderate to high proxy score. Accordingly, CHS’s mental health division is targeting this at-risk population for community transition coordination to include a “warm transfer” (e.g. community provider meets the individual before and at time of jail release to foster connection, reducing recidivism). Due to the data lag built into this measure to address recidivism, data are still preliminary and result values are expected in FY 2017. 344 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Specific By June, 2018, 90% of our patients will be offered the option to receive remaining medications or receive a new prescription upon discharge. Status: The electronic health record system is being used to collect data to determine the percentage of compliance for this goal. Improvement actions will be taken as needed to reach the 90% goal. Department Specific By June, 2019, 100% of patients placed on suicide monitoring at Intake will be evaluated by a provider credentialed for integrated care in medical and mental health records. Status: Currently, CHS has 2 intake providers credentialed for integrated care. Three others are in the process of gathering the continuing medical education credits and mental health experience required to sit for the credentialing exam. At the end of FY 2016, CHS estimates they have achieved 15-20% of this goal. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED % VAR $ $ 12,059 $ 12,059 $ 7,000 $ 7,000 $ 7,000 $ 7,000 $ 14,883 $ 14,883 $ 7,000 $ 7,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 12,059 $ 7,000 $ 7,000 $ 14,883 $ 7,000 $ - 0.0% IPMD - INPATIENT MEDICAL IPMH - INPATIENT MENTAL HEALTH 26IP - INPATIENT $ 4,886,904 $ 6,917,469 11,804,373 $ 4,516,436 $ 7,039,978 11,556,414 $ 4,528,459 $ 6,836,615 11,365,074 $ 4,042,543 $ 6,882,908 10,925,451 $ 5,230,070 $ 6,510,232 11,740,302 $ (701,611) 326,383 (375,228) -15.5% 4.8% -3.3% INHA - INITIAL HEALTH ASSESSMENT OPTE - OUTPATIENT TREATMENT AND EVAL PBHS - PRE BOOKING HEALTH SCREENING 26OP - OUTPATIENT $ $ 3,728,405 $ 34,880,881 3,549,387 42,158,673 $ 3,256,004 $ 35,464,833 4,089,698 42,810,535 $ 3,313,496 $ 35,784,152 3,771,638 42,869,286 $ 3,806,667 $ 36,425,060 3,683,394 43,915,121 $ 3,388,533 $ 36,395,318 3,799,148 43,582,999 $ (75,037) (611,166) (27,510) (713,713) -2.3% -1.7% -0.7% -1.7% CLSP - CLINICAL SUPPORT 26SS - SUPPORT SERVICES $ $ 3,781,954 $ 3,781,954 $ 4,629,447 $ 4,629,447 $ 4,823,004 $ 4,823,004 $ 4,657,739 $ 4,657,739 $ 4,879,913 $ 4,879,913 $ (56,909) (56,909) -1.2% -1.2% CURE - CUSTODY RESTORATION AND EVAL EVAL - ADULT COMPETENCY EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION 80RE - RESTORATION TO COMPETENCY $ 1,559,924 $ 1,378,650 280,647 3,219,221 $ 1,592,981 $ 1,409,100 280,603 3,282,684 $ 1,602,275 $ 1,418,769 280,603 3,301,647 $ 1,481,761 $ 1,490,603 180,036 3,152,400 $ 1,618,093 $ 1,583,373 314,766 3,516,232 $ (15,818) (164,604) (34,163) (214,585) -1.0% -11.6% -12.2% -6.5% 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 $ 412,952 $ 434,770 625,488 60,575 87,939 1,621,724 $ 466,499 $ 428,332 715,471 166,661 137,442 87,997 2,002,402 $ 511,287 $ 546,631 703,084 137,439 86,981 1,985,422 $ 500,206 $ 299,427 (96,864) 93,458 88,075 884,302 $ 543,590 $ 403,115 421,085 62,112 86,552 19,404 1,535,858 $ (32,303) 143,516 281,999 75,327 429 (19,404) 449,564 -6.3% 26.3% 40.1% N/A 54.8% 0.5% N/A 22.6% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 36,936 $ 2,145,899 2,182,835 $ 41,171 $ 1,700,388 1,741,559 $ 41,171 $ 1,700,388 1,741,559 $ 39,537 $ 1,700,387 1,739,924 $ 54,372 $ 1,661,922 1,716,294 $ (13,201) 38,466 25,265 -32.1% 2.3% 1.5% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 876,748 $ 876,748 $ 896,783 $ 896,783 $ 865,295 $ 865,295 $ 940,032 $ 940,032 $ 1,031,174 $ 1,031,174 $ (165,879) (165,879) -19.2% -19.2% TOTAL PROGRAMS $ 65,645,528 $ 66,919,824 $ 66,951,287 $ 66,214,969 $ 68,002,772 $ (1,051,485) -1.6% CLSP - CLINICAL SUPPORT 26SS - SUPPORT SERVICES USES $ $ $ 345 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Sources and Uses by Category CATEGORY CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2017 ADOPTED FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED FY 2015 ACTUAL REVISED VS ADOPTED % VAR 12,059 12,059 $ $ 7,000 $ 7,000 $ 7,000 7,000 $ $ 9,834 9,834 $ $ 7,000 7,000 $ $ - 0.0% 0.0% $ SUBTOTAL $ - $ $ - $ - $ - $ $ 5,049 5,049 $ $ - $ $ - N/A N/A ALL REVENUES $ 12,059 $ 7,000 $ 7,000 $ 14,883 $ 7,000 $ - 0.0% 12,059 $ 7,000 $ 14,883 $ 7,000 $ - 0.0% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL 7,000 $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED % VAR 28,159,659 $ 1,555,766 9,646,432 794,867 (486,633) 954,530 40,624,621 $ 29,283,538 $ 46,470 1,055,006 10,600,907 914,241 (309,859) 1,784,816 43,375,119 $ 29,065,002 $ 1,055,006 10,385,293 917,981 (290,928) 2,200,997 43,333,351 $ 28,254,299 $ 1,431,048 10,024,803 813,363 (333,963) 1,823,519 42,013,069 $ 28,686,990 $ 1,530,000 10,778,133 969,417 (326,868) 1,542,772 43,180,444 $ 378,012 (474,994) (392,840) (51,436) 35,940 658,225 152,907 1.3% N/A -45.0% -3.8% -5.6% 12.4% 29.9% 0.4% SUBTOTAL $ 74,201 $ 7,933,061 7,915 10,007 44 8,025,228 $ 54,895 $ 7,476,650 10,437 30,000 7,571,982 $ 56,922 $ 7,476,825 10,437 30,000 7,574,184 $ 55,791 $ 6,875,760 6,296 13,060 14 6,950,921 $ 104,729 $ 7,360,892 6,300 13,000 7,484,921 $ (47,807) 115,933 4,137 17,000 89,263 -84.0% 1.6% 39.6% 56.7% N/A 1.2% SERVICES $ 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 1,498,585 $ 12,254,671 149,665 918,393 31,492 2,113,289 10,775 2,692 9,349 6,282 486 16,995,679 $ 65,645,528 $ 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 $ 66,919,824 $ 1,425,314 $ 11,935,927 44,669 937,074 28,486 1,634,311 13,017 12,336 7,500 5,118 16,043,752 $ 66,951,287 $ 1,382,309 $ 13,002,837 99,404 1,066,659 38,066 1,630,540 10,206 9,731 8,459 6,211 (3,665) 222 17,250,979 $ 66,214,969 $ 1,596,598 $ 12,810,658 212,033 1,040,414 38,000 1,598,509 11,652 13,903 8,500 7,140 17,337,407 $ 68,002,772 $ (171,284) (874,731) (167,364) (103,340) (9,514) 35,802 1,365 (1,567) (1,000) (2,022) (1,293,655) (1,051,485) -12.0% -7.3% -374.7% -11.0% -33.4% 2.2% 10.5% -12.7% -13.3% -39.5% N/A N/A -8.1% -1.6% TOTAL USES $ 65,645,528 $ 66,919,824 $ 66,951,287 $ 66,214,969 $ 68,002,772 $ (1,051,485) -1.6% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 346 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 255 DETENTION OPERATIONS OPERATING FY 2016 ADOPTED FY 2015 ACTUAL FY 2017 ADOPTED FY 2016 FORECAST FY 2016 REVISED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 12,059 $ 12,059 $ 7,000 $ 7,000 $ 7,000 $ 7,000 $ 14,883 $ 14,883 $ 7,000 $ 7,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 12,059 $ 12,059 $ 7,000 $ 7,000 $ 7,000 $ 7,000 $ 14,883 $ 14,883 $ 7,000 $ 7,000 $ - 0.0% 0.0% FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2015 ACTUAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 255 DETENTION OPERATIONS CHS GRAVES JUDGMENT OPERATING $ OPERATING CHS GRAVES JUDGMENT NON RECURRING IRON MOUNTAIN RECORDS PROJECTS NON RECURRING NON PROJECT FUND TOTAL USES $ 3,200,766 $ 25,000 3,225,766 $ 3,289,967 $ 3,289,967 $ 3,307,802 $ 3,307,802 $ 3,158,551 $ 3,158,551 $ 3,522,248 $ 3,522,248 $ (214,446) (214,446) -6.5% N/A -6.5% - $ 58,461,223 1,033,539 2,925,000 62,419,762 $ 2,332,585 $ 61,297,272 63,629,857 $ 3,632,585 $ 60,010,900 63,643,485 $ 3,302,121 $ 59,754,297 63,056,418 $ 3,780,639 $ 60,587,412 112,473 64,480,524 $ (148,054) (576,512) (112,473) (837,039) -4.1% -1.0% N/A N/A N/A -1.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 61,661,989 $ 3,983,539 $ 65,645,528 $ 66,919,824 $ - $ 66,919,824 $ 66,951,287 $ - $ 66,951,287 $ 66,214,969 $ - $ 66,214,969 $ 67,890,299 $ 112,473 $ 68,002,772 $ (939,012) (112,473) (1,051,485) -1.4% N/A -1.6% 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 5.90 3.10 5.00 1.00 15.00 6.00 2.00 5.00 1.00 1.00 15.00 7.00 1.00 5.00 1.00 1.00 15.00 7.00 1.00 1.00 1.00 10.00 7.00 1.00 5.00 1.00 1.00 15.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 5.00 5.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00 (1.00) (1.00) (25.0%) (25.0%) 16.05 55.85 71.90 16.43 50.73 67.15 16.20 49.50 65.70 16.20 49.50 65.70 17.20 48.50 65.70 1.00 (1.00) - 6.2% (2.0%) 0.0% 28.90 226.50 28.00 283.40 33.40 228.75 37.00 299.15 36.20 232.35 37.00 305.55 35.20 228.35 36.00 299.55 35.20 235.85 36.00 307.05 (1.00) 3.50 (1.00) 1.50 (2.8%) 1.5% (2.7%) 0.5% 5.00 11.00 16.00 4.50 11.00 15.50 5.00 11.00 16.00 5.00 11.00 16.00 5.00 11.00 16.00 - 0.0% 0.0% 0.0% 72.20 72.20 463.50 74.20 74.20 475.00 76.00 76.00 482.25 76.00 76.00 470.25 75.00 75.00 481.75 (1.00) (1.00) (.50) (1.3%) (1.3%) (0.1%) 347 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Assistant Medical Director Business Systems Analyst Business Systems Analyst-Sr/Ld CHS Legal Services Manager Correctional Health Legal Liaison Dental Assistant Dental Hygienist Dentist Director - Correctional Health Executive Assistant Finance Manager - Large Finance/Business Analyst General Laborer Human Resources Analyst Human Resources Associate Human Resources Manager Human Resources Specialist IT Project Manager Legal Assistant Legal Support Specialist Licensed Practical Nurse Licensed Practical Nurse(Pool) Management Analyst Management Assistant Medical Assistant Medical Assistant (Pool) Medical Director Medical Records Manager Medication Admin Coordinator Mental Health Director Mental Health Professional Mental Health Professional - Trainee Mental Health Professional Supervisor Nurse Nurse (Pool) Nurse Practitioner Nurse Practitioner - Psychiatric Nursing Administrator Nursing Director Nursing Manager Nursing Supervisor - Public Health Office Assistant Office Assistant Specialized Operations/Program Manager Physical Therapist Physician Physician Assistant Physician Assistant - Psychiatric Procurement Specialist Project Manager Psychiatrist Psychologist Psychometrist Radiologic Technologist Social Worker Special Projects Manager Trainer Training Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Department Total 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 FY 2016 ADOPTED 1.00 1.00 8.00 1.00 1.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 70.50 1.00 68.25 1.00 1.00 1.00 1.00 41.00 6.00 115.75 6.00 3.00 2.00 1.00 6.00 39.00 7.00 1.00 1.00 8.00 13.00 1.00 1.00 11.50 9.50 1.00 1.50 17.00 1.00 1.00 1.00 4.00 1.00 475.00 348 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 1.00 1.00 9.00 8.00 1.00 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 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 68.00 68.00 1.25 1.25 1.00 1.00 1.00 1.00 67.00 67.00 1.25 1.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 40.00 39.00 2.00 6.00 6.00 114.00 113.00 2.25 2.25 6.00 6.00 3.00 3.00 2.00 2.00 1.00 1.00 7.00 8.00 2.00 39.00 39.00 7.00 7.00 1.00 1.00 1.00 1.00 8.00 8.00 11.00 11.00 3.00 3.00 1.00 1.00 11.50 11.50 10.00 10.00 1.00 1.00 2.00 2.00 18.00 18.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 482.25 470.25 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 8.00 (1.00) (11.1%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% N/A 3.00 0.0% .50 .50 N/A 2.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 70.00 2.00 2.9% 1.25 0.0% 1.00 0.0% 1.00 0.0% 67.00 0.0% 1.25 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 41.00 1.00 2.5% (2.00) (100.0%) 6.00 0.0% 116.00 2.00 1.8% 2.25 0.0% 6.00 0.0% 3.00 0.0% 2.00 0.0% 1.00 0.0% 7.00 0.0% 2.00 0.0% 38.00 (1.00) (2.6%) 7.00 0.0% 1.00 0.0% 1.00 0.0% 7.00 (1.00) (12.5%) 11.00 0.0% 3.00 0.0% 1.00 0.0% N/A 11.50 0.0% 10.00 0.0% 1.00 0.0% 2.00 0.0% 17.00 (1.00) (5.6%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 481.75 (.50) (0.1% ) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS Department Total FY 2015 ADOPTED 16.00 447.50 463.50 FY 2016 ADOPTED 15.50 459.50 475.00 FY 2016 FY 2016 REVISED FORECAST 16.00 16.00 466.25 454.25 482.25 470.25 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 16.00 0.0% 465.75 (.50) (0.1%) 481.75 (.50) (0.1% ) General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $22,299 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $105 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $139 for the impact of the changes in risk management charges. • Decrease Vacancy Savings by $30,187 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 2.08% in FY 2016 to 0.00% in FY 2017. • Increase Personal Services by $26,016 for FY 2016 market study adjustments for psychologists’ salary adjustments. • Decrease Other Supplies and Services by $30,187 to realign budget expenditures with trend data for FY 2016. • Increase Expenditures by $184,000 for contract services for court-requested evaluations. Detention Fund (255) Operating • Increase Regular Benefits by $602,228 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $3,005 for the impact of the changes in retirement contribution rates. • Increase Personnel Benefits Savings by $56,226 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Personal Services by $25,570 for FY 2016 market study adjustments for psychologists’ salary adjustments. • Increase Medical Services by $1,229,739 for nursing registry services. • Decrease Other Personal Services by $161,726 for shift differential adjustments. • Decrease Non-Capital Equipment by $17,000 for the change in non-capital expenditures. • Decrease Fuel by $4,137 for the decline in fuel prices. • Increase Personal Services by $29,782 for the Psychiatrist Market Adjustment. • Decrease Expenditures by $690 for the net change in supplies and services. • Increase Internal Service Charges by $1,431 for the impact of the changes in the radio charges. • Decrease Internal Service Charges by $38,327 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $14,716 for the impact of the changes in the base level telecommunication charges. • Increase Vacancy Savings by $1,046,186 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 9.44% in FY 2016 to 12.00% in FY 2017. 349 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • Department Strategic Plans and Budgets Correctional Health Services Increase Medical Supplies by $44,191 for increased pharmacy costs through a reallocation from Non-Departmental contingency funding. Reallocated $1,336,230 for pharmacy costs from the Detention Fund to Graves Operating. Detention Fund (255) Graves Operating • Increase Regular Benefits by $11,752 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $72 for the impact of the changes in retirement contribution rates. • Increase Medical Supplies by $1,336,230 for pharmacy costs reallocated from Fund 100, Operating. • Increase Medical Supplies by $100,000 for increased pharmacy costs through a reallocation from Non-Departmental contingency funding. Detention Fund (255) Iron Mountain Project • Increase Other Services by $112,473 for the storage and destruction of scanned paper medical records. 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). 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 2015 ACTUAL 86.0% 93.8% FY 2016 FY 2016 REVISED FORECAST 88.2% 86.0% 98.8% Activities that comprise this program include: • Inpatient Medical 95.9% • FY 2017 ADOPTED 86.0% REV VS ADOPTED VAR % (2.2%) -2.5% 100.0% 1.2% 1.2% 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. 350 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Expenditure FY 2016 FY 2016 REVISED FORECAST 86.0% 88.2% FY 2015 ACTUAL 86.0% Measure Description Percent of patients discharged within 16 calendar days Number of bed days received Number of patients discharged Number of patients referred to an inpatient medical setting Expenditure per bed day received $ 255 - DETENTION OPERATIONS TOTAL USES $ 4,886,904 $ 4,886,904 286.30 17,185 1,549 1,548 17,400 1,428 1,428 17,069 1,296 1,219 $ 260.26 $ 4,528,459 $ 4,528,459 FY 2017 ADOPTED 86.0% $ 235.24 $ 4,042,543 $ 4,042,543 REV VS ADOPTED VAR % -2.5% (2.2%) 17,196 1,548 1,548 $ (204) 120 120 -1.2% 8.4% 8.4% 304.14 $ (43.89) -16.9% $ 5,230,070 $ 5,230,070 $ $ (701,611) (701,611) -15.5% -15.5% Activity Narrative: Although the jail population has been decreasing, the number of patients being referred to the infirmary and admitted to the hospital has been increasing. The increase in expenditures for this activity is associated with the surge in outside hospital expenditures. Inpatient Mental Health Activity The purpose of the Inpatient Mental Health Activity is to provide medically necessary mental health services to patients with mental illness housed in the psychiatric units so they can return to lower levels of treatment. Measure Type Result Output Output Demand 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 discharged Number of patients referred to an inpatient mental health setting Number of patients booked Expenditure per mental health patient FY 2015 ACTUAL 93.8% $ 255 - DETENTION OPERATIONS TOTAL USES $ 6,917,469 $ 6,917,469 FY 2016 FY 2016 REVISED FORECAST 98.8% 95.9% 43,147 4,505 4,506 47,292 4,344 4,028 N/A 160.32 $ 98,400 1,573.81 $ 6,836,615 $ 6,836,615 FY 2017 ADOPTED 100.0% 36,481 4,440 4,440 $ 96,911 1,550.20 $ 6,882,908 $ 6,882,908 REV VS ADOPTED VAR % 1.2% 1.2% 36,598 4,440 4,440 96,912 1,466.27 $ $ 6,510,232 $ 6,510,232 $ $ $ (10,694) 96 412 -22.6% 2.2% 10.2% (1,488) 107.54 -1.5% 6.8% 326,383 326,383 4.8% 4.8% Activity Narrative: The demand for the number of patients referred to an inpatient mental health setting considerably increased leading up to FY2015 and into FY2016 due to service reductions by the transition of the State mental health provider from Magellan to Maricopa Mercy Care. This significantly impacted CHS, as these patients are not able to receive proper mental health evaluations and treatment in the community and are subsequently more likely to commit an offense. Nearly all mental health requests are triaged within 24 hours of their submission, leading to patient stabilization earlier in the process. This has led to fewer admits into the mental health unit with a correlating reduction in the number of mental health bed days. Additionally, patients admitted with a chronic uncontrolled mental health illness are staying longer than patients admitted due to an acute short-term drug-induced episode. 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. 351 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 98.4% 100.0% 97.4% FY 2016 FY 2016 REVISED FORECAST 100.0% 97.6% 97.5% 97.0% 97.0% 97.1% FY 2017 ADOPTED 98.2% 98.5% 98.7% REV VS ADOPTED VAR % (1.8%) -1.8% 1.0% 1.0% 1.7% 1.7% 100.0% 100.0% 95.0% 96.0% (4.0%) -4.0% 99.5% N/A 100.0% 100.0% 99.4% 70.3% 99.3% 71.6% (0.7%) (28.4%) -0.7% -28.4% Activities that comprise this program include: • Outpatient Treatment and Evaluation • Pre-Booking Health Screening • Initial Health Assessment Outpatient Treatment and Evaluation Activity The purpose of the Outpatient Treatment and Evaluation Activity is to provide medically necessary medical, mental health, and dental services to patients booked into county jails so they can maintain their health. Measure Type Result Result Result Output Output Output Output 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 prescription orders written Number of health service requests Number of scheduled appointments Number of outpatient prescription orders written Expenditure per appointment kept FY 2015 ACTUAL 98.4% 100.0% 97.4% $ 255 - DETENTION OPERATIONS TOTAL USES $ 34,880,881 $ 34,880,881 FY 2016 FY 2016 REVISED FORECAST 100.0% 97.6% 97.0% 97.0% 97.0% 97.1% FY 2017 ADOPTED 98.2% 98.5% 98.7% REV VS ADOPTED VAR % (1.8%) -1.8% 1.5% 1.5% 1.7% 1.7% 107,698 105,993 118,032 116,040 115,006 112,260 105,000 103,104 (13,032) (12,936) -11.0% -11.1% 546,442 235,751 107,698 233,950 235,751 244,440 274,437 118,032 252,000 274,437 282,525 226,178 115,006 245,172 226,178 226,560 215,004 105,000 230,004 215,004 (17,880) (59,433) (13,032) (21,996) (59,433) -7.3% -21.7% -11.0% -8.7% -21.7% 63.83 $ 146.39 $ 35,784,152 $ 35,784,152 $ 128.93 $ 36,425,060 $ 36,425,060 $ 160.64 $ (14.25) -9.7% $ 36,395,318 $ 36,395,318 $ $ (611,166) (611,166) -1.7% -1.7% Activity Narrative: The decreasing jail population is the primary driver for further declines in appointments, health service requests and prescriptions needed and provided. Expenditures are decreasing due to discounts as a result of 340 B pricing agreements. 352 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Pre-Booking Health Screening Activity The purpose of the Pre-Booking Health Screening activity is to provide health screening services to arrestees brought to county jails or remote sites so they can have their emergent and urgent health care needs identified before booking. Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ADOPTED VAR % Description ACTUAL REVISED FORECAST (0.7%) -0.7% 99.5% 100.0% 99.4% 99.3% Percent of screened inmates booked (28.4%) -28.4% 71.6% Percent of receiving screenings resulting in N/A 100.0% 70.3% a health assessment -9.7% (9,489) Number screenings completed and inmate 99,098 98,264 90,415 88,775 subsequently booked -8.8% Number of inmates presented at booking 99,593 (8,730) 99,060 90,948 90,330 sites -11.5% Expenditure of screenings completed and $ 35.82 $ 38.38 $ 40.74 $ 42.80 $ (4.41) inmate subsequently booked 255 - DETENTION OPERATIONS TOTAL USES $ 3,549,387 $ 3,549,387 $ 3,771,638 $ 3,771,638 $ 3,683,394 $ 3,683,394 $ 3,799,148 $ 3,799,148 $ $ (27,510) (27,510) -0.7% -0.7% Activity Narrative: The intake health screening process was streamlined in FY 2015 in order to allow law enforcement officers to return to patrol activities more quickly and assist Sheriff’s staff compliance with time-sensitive booking requirements. The number of individuals booked into Maricopa County jails has been decreasing since FY 2015 and is expected to continue this downward trend as local jurisdictions are diverting sending arrestees to County jail by instituting modified processing options and detention alternatives. 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 FY 2017 Measure FY 2015 FY 2016 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 96.0% (4.0%) -4.0% Percent of initial health assessments 100.0% 100.0% 95.0% completed at central intake vs. the general population post housing determinations to enure timely health assesment completions 63,564 60,000 (20,180) -25.2% Number of initial health assessments 68,046 80,180 completed within 14 days (20,180) -25.2% 80,180 63,564 60,000 Number of initial health assessments 68,046 completed (22,580) -28.2% N/A 80,180 60,386 57,600 Number of IHA completed at central intake 60,000 (20,180) -25.2% Number of initial health assessments required 68,046 80,180 63,564 (15.15) -36.7% 41.33 $ 59.89 $ 56.48 $ Expenditure per initial health assessment $ 54.79 $ completed 255 - DETENTION OPERATIONS TOTAL USES $ 3,728,405 $ 3,728,405 $ 3,313,496 $ 3,313,496 $ 3,806,667 $ 3,806,667 $ 3,388,533 $ 3,388,533 $ $ (75,037) (75,037) -2.3% -2.3% Activity Narrative: Initial health assessments are performed on all booked defendants. Based on FY 2016 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. 353 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of complete medical records provided to external requestors Percent of filed grievances resolved within CHS/MCSO FY 2015 ACTUAL 83.8% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 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). Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of complete medical records provided to external requestors Percent of filed grievances resolved within CHS/MCSO Number of complete medical records provided to external requestors Number of grievances resolved internally Number of external medical records requested Number of grievances filed Expenditure per external medical record provided FY 2015 ACTUAL 83.8% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 2,906 3,224 3,254 3,252 28 0.9% $ 2,449 3,155 2,449 1,301.43 $ 2,692 3,244 2,292 1,495.97 $ 2,197 3,430 2,197 1,431.39 $ 2,196 3,432 2,196 1,500.59 $ 255 - DETENTION OPERATIONS TOTAL SOURCES $ $ 12,059 12,059 $ $ 7,000 7,000 $ $ 14,883 14,883 $ $ 7,000 7,000 $ $ 255 - DETENTION OPERATIONS TOTAL USES $ 3,781,954 $ 3,781,954 $ 4,879,913 $ 4,879,913 $ $ (496) 188 (96) (4.62) - -18.4% 5.8% -4.2% -0.3% 0.0% 0.0% Expenditure $ 4,823,004 $ 4,823,004 $ 4,657,739 $ 4,657,739 (56,909) (56,909) -1.2% -1.2% 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. 354 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 30.0% REV VS ADOPTED % VAR N/A N/A 21.0% 23.7% 20.4% 30.0% 6.3% 26.6% 82.2% 84.2% 96.0% 97.5% 13.4% 15.9% Activities that comprise this program include: • Custody Restoration and Evaluation • Adult Competency Evaluations • Juvenile Competency Evaluation Custody Restoration and Evaluation Activity The purpose of the Rule 11 Custody Restoration Activity is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: 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 Measure Description Percent of inpatient defendants found not restorable within 15 months of the determination of incompetency Average length of stay for all restoration cases 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 defendants evaluated Total number of restoration cases ordered by the Court into the RTC program Expenditure per inmate evaluated 100 - GENERAL TOTAL USES FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 30.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A 51 389 N/A N/A N/A N/A N/A N/A N/A 166 N/A N/A N/A N/A N/A N/A N/A N/A 555 570 N/A N/A N/A N/A N/A N/A N/A $ 2,915.48 N/A N/A (15,818) (15,818) -1.0% -1.0% $ 1,559,924 $ 1,559,924 $ 1,602,275 $ 1,602,275 $ 1,481,761 $ 1,481,761 $ 1,618,093 $ 1,618,093 $ $ Activity Narrative: Measures in this activity are new in FY 2017 and historical comparison is not available. 355 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 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 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 Rule 11 competency evaluations completed 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 2015 ACTUAL 21.0% $ FY 2016 FY 2016 REVISED FORECAST 23.7% 20.4% FY 2017 ADOPTED 30.0% REV VS ADOPTED VAR % 6.3% 26.6% 171 156 164 159 743 612 715 480 (132) -21.6% 346 320 329 312 (8) -2.5% 3 4 3 3 (1) -25.0% 744 800 921 924 1,855.52 $ 1,378,650 $ 1,378,650 $ 2,318.25 $ 1,418,769 $ 1,418,769 $ 2,084.76 $ 1,490,603 $ 1,490,603 $ 3 124 1.9% 15.5% 3,298.69 $ (980.44) -42.3% $ 1,583,373 $ 1,583,373 $ $ (164,604) (164,604) -11.6% -11.6% Activity Narrative: Expenditures are increasing for this activity as a result of rate increases for evaluation services. Prior year Result and Output data cannot be verified and the department is reassessing their data collection and analysis procedures for this activity. 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 2015 ACTUAL 82.2% FY 2016 FY 2016 REVISED FORECAST 84.2% 96.0% FY 2017 ADOPTED 97.5% REV VS ADOPTED VAR % 13.4% 15.9% 354 335 300 324 (11) -3.3% 33 25 21 20 (5) -20.0% 354 411 335 358 300 334 324 340 (11) (18) -3.3% -5.0% $ 792.79 $ 837.62 $ 600.12 $ 971.50 $ (133.88) -16.0% $ $ 280,647 280,647 $ $ 280,603 280,603 $ $ 180,036 180,036 $ $ 314,766 314,766 $ $ (34,163) (34,163) -12.2% -12.2% Activity Narrative: In FY 2017, the cost per evaluation is expected to increase significantly due to rate increases for evaluation services. 356 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Employee Salary Adjustments FY 16 Mark et Study Adjustments - $ 17,835 $ 17,835 - $ 3,307,802 $ - $ (17,835) $ (17,835) - $ 3,289,967 $ - $ 22,404 $ 22,299 105 26,016 $ 26,016 183,861 $ (30,187) - 184,000 - C-49-16-019-2-00 Agenda Item: C-49-16-019-2-00 FY 2017 Baseline Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Employee Salary Adjustments FY 16 Mark et Study Adjustments Base Adjustments Other Base Adjustments Decrease Other Supplies and Services Base Adjustment Increases Increase Contract for Court Ordered Evaluations Risk Management Adjustment Personnel Savings Decrease Vacancy Savings from 2.06% to 0.00% 3,289,967 $ Agenda Item: FY 2016 Revised Budget Adjustments: Employee Salary Adjustments FY 16 Mark et Study Adjustments $ Agenda Item: $ C-49-16-019-2-00 $ $ (30,187) $ 184,000 $ FY 2017 Adopted Budget Percent Change from Baseline Amount - 3,522,248 $ 7.1% - 30,187 $ 357 (139) 30,187 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Fund (255) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Employee Salary Adjustments FY 16 Mark et Study Adjustments Base Adjustments Graves v Arpaio Budget Adjustment 61,297,272 $ 7,000 $ 13,628 $ 13,628 (1,300,000) $ (1,300,000) - $ 60,010,900 $ 7,000 $ (13,628) $ (13,628) 1,300,000 $ 1,300,000 - $ 61,297,272 $ 7,000 $ 549,007 $ 602,228 (56,226) 3,005 25,570 $ 25,570 (22,180) $ 1,046,186 - Agenda Item: C-49-16-019-2-00 $ C-26-16-006-2-00 FY 2016 Revised Budget Adjustments: Employee Salary Adjustments FY 16 Mark et Study Adjustments Base Adjustments Graves v Arpaio Budget Adjustment $ Agenda Item: C-49-16-019-2-00 $ C-26-16-006-2-00 FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Employee Salary Adjustments FY 16 Mark et Study Adjustments C-49-16-019-2-00 Base Adjustments Other Base Adjustments Increase Medical Services ` Decrease Other Personal Services Decrease Non-Capital Equipment Decrease Fuel Net Change in Other Supplies and Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 9.44% to 12.00% Reallocations Reallocation Between Functions Reallocation to Graves Appropriation from Detention Operating Reallocation Between Depts Reallocation from Contingency for Increased Pharmacy Costs $ $ $ $ 1,229,739 (161,726) (17,000) (4,137) (690) $ (1,292,039) $ (1,336,230) - 44,191 - (1,336,230) 44,191 FY 2017 Tentative Budget $ 60,557,630 $ -1.2% 7,000 0.0% $ 29,782 $ 29,782 - $ 60,587,412 $ -1.2% 7,000 0.0% Percent Change from Baseline Amount Adjustments: Employee Salary Adjustments FY 16 Mark et Study Adjustments Psychiatrist Mark et Adjustment - (1,046,186) $ $ 1,431 (38,327) 14,716 (1,046,186) Agenda Item: C-49-16-019-2-00 $ FY 2017 Adopted Budget Percent Change from Baseline Amount 358 29,782 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Fund (255) (continued) Expenditures Revenue CHS GRAVES JUDGMENT OPERATING FY 2016 Adopted Budget Adjustments: Base Adjustments Graves v Arpaio Budget Adjustment 2,332,585 $ - $ 1,300,000 $ 1,300,000 - $ 3,632,585 $ - $ (1,300,000) $ (1,300,000) - $ 2,332,585 $ - $ 11,824 $ 11,752 72 1,436,230 $ 1,336,230 - Agenda Item: C-26-16-006-2-00 FY 2016 Revised Budget Adjustments: Base Adjustments Graves v Arpaio Budget Adjustment $ Agenda Item: C-26-16-006-2-00 FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Reallocations Reallocation Between Functions Reallocation to Graves Appropriation from Detention Operating Reallocation Between Depts Reallocation from Contingency for Increased Pharmacy Costs $ $ 1,336,230 $ 100,000 100,000 FY 2017 Adopted Budget Percent Change from Baseline Amount $ - 3,780,639 $ 62.1% Revenue Expenditures IRON MOUNTAIN RECORDS PROJECTS FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 112,473 $ 112,473 - $ 112,473 $ - Adjustments: Non Recurring Other Non Recurring Storage and Destruction of Scanned Paper Medical Records Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 359 112,473 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Attorney Analysis by Idamarie C. Flaherty, Senior Management and Budget Analyst Summary Mission The mission of the Maricopa County Attorney's Office is to provide quality prosecution, victim services, crime prevention and legal counsel for county government on behalf of the people of Maricopa County so that they can live in a safe and well-governed community. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % LAAC - CIVIL SERVICES DIVISION 19CL - CIVIL SERVICES DIVISION $ $ - $ - $ 55,579 $ 55,579 $ 55,579 $ 55,579 $ 55,578 $ 55,578 $ 55,579 $ 55,579 $ COUT - COMMUNITY AND VICTIM OUTREACH 19CO - COMMUNITY AND VICTIM OUTREACH $ $ 4,443,711 $ 4,443,711 $ 4,010,563 $ 4,010,563 $ 4,010,563 $ 4,010,563 $ 4,199,115 $ 4,199,115 $ 3,966,985 $ 3,966,985 $ (43,578) (43,578) -1.1% -1.1% 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 $ $ 1,616,223 $ 2,706,266 45,101 255,028 3,178,703 7,801,321 $ 1,527,206 $ 1,439,860 44,404 261,943 4,179,089 749,345 8,201,847 $ 1,527,206 $ 1,439,860 44,404 261,943 4,696,458 749,345 8,719,216 $ 1,551,799 $ 2,039,876 28,269 343,644 4,185,772 374,672 8,524,032 $ 1,682,491 $ 2,312,472 27,375 264,785 4,707,124 113,523 9,107,770 $ 155,285 872,612 (17,029) 2,842 10,666 (635,822) 388,554 10.2% 60.6% -38.4% 1.1% 0.2% -84.9% 4.5% BDFS - BUDGET AND FINANCIAL SERVICES 99AS - INDIRECT SUPPORT $ $ 17,479 $ 17,479 $ 28,980 $ 28,980 $ 28,980 $ 28,980 $ 15,578 $ 15,578 $ 6,500 $ 6,500 $ (22,480) (22,480) -77.6% -77.6% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 604,418 $ 604,418 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 12,866,929 $ 12,296,969 $ 12,814,338 $ 12,794,303 $ 13,136,834 $ 322,496 2.5% 360 - 0.0% 0.0% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % LAAC - CIVIL SERVICES DIVISION 19CL - CIVIL SERVICES DIVISION $ $ 8,358,393 $ 8,358,393 $ 8,733,161 $ 8,733,161 $ 8,707,001 $ 8,707,001 $ 8,558,078 $ 8,558,078 $ 8,774,240 $ 8,774,240 $ (67,239) (67,239) -0.8% -0.8% COUT - COMMUNITY AND VICTIM OUTREACH 19CO - COMMUNITY AND VICTIM OUTREACH $ $ 3,157,453 $ 3,157,453 $ 3,294,328 $ 3,294,328 $ 3,557,796 $ 3,557,796 $ 3,291,472 $ 3,291,472 $ 3,783,760 $ 3,783,760 $ (225,964) (225,964) -6.4% -6.4% JUVI - JUVENILE 19JU - JUVENILE $ $ 4,061,435 $ 4,061,435 $ 4,108,289 $ 4,108,289 $ 4,086,729 $ 4,086,729 $ 3,968,776 $ 3,968,776 $ 3,833,589 $ 3,833,589 $ 253,140 253,140 6.2% 6.2% 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 $ 13,085,981 $ 3,202,024 4,592,614 6,995,263 4,643,893 33,451,055 1,320,769 67,291,599 $ 13,429,152 $ 3,320,027 5,012,621 7,072,240 4,778,639 33,516,929 1,176,748 68,306,356 $ 13,759,139 $ 3,171,960 4,894,137 6,953,647 4,477,265 36,673,192 1,053,428 70,982,768 $ 13,060,262 $ 3,071,937 5,077,026 7,270,498 4,354,700 36,409,342 1,213,912 70,457,677 $ 13,640,004 $ 3,049,772 5,136,558 7,286,274 4,374,426 36,233,676 1,519,130 71,239,840 $ 119,135 122,188 (242,421) (332,627) 102,839 439,516 (465,702) (257,072) 0.9% 3.9% -5.0% -4.8% 2.3% 1.2% -44.2% -0.4% 626,103 $ 160,259 326,392 1,161,586 62,706 360,743 3,504,225 6,202,014 $ 624,962 $ 156,694 408,196 227,611 450,962 63,973 465,564 4,536,236 6,934,198 $ 572,575 $ 156,694 408,790 195,295 63,973 429,522 4,555,593 6,382,442 $ 637,252 $ 157,785 392,902 214,251 64,077 411,923 4,900,630 6,778,820 $ 554,607 $ 160,339 416,519 125,526 152,753 65,305 435,530 5,585,541 7,496,120 $ 17,968 (3,645) (7,729) 69,769 (152,753) (1,332) (6,008) (1,029,948) (1,113,678) 3.1% -2.3% -1.9% 35.7% N/A -2.1% -1.4% -22.6% -17.4% 287,804 $ 175,760 2,128,980 2,592,544 $ 631,101 $ 172,620 2,138,441 2,942,162 $ 631,101 $ 172,620 2,138,441 2,942,162 $ - $ 173,542 2,132,909 2,306,451 $ 1,113,559 $ 173,877 1,027,076 2,314,512 $ (482,458) (1,257) 1,111,365 627,650 -76.4% -0.7% 52.0% 21.3% $ 602,486 $ 2,944,788 457,967 917,727 4,922,968 $ 936,917 $ 1,916,614 588,004 972,231 4,413,766 $ 1,004,922 $ 1,848,447 561,727 925,635 4,340,731 $ 783,570 $ 2,689,727 412,069 896,896 4,782,262 $ 788,895 $ 2,052,173 549,315 956,106 4,346,489 $ 216,027 (203,726) 12,412 (30,471) (5,758) 21.5% -11.0% 2.2% -3.3% -0.1% TOTAL PROGRAMS $ 96,586,406 $ 98,732,260 $ 100,999,629 $ 100,143,536 $ 101,788,550 $ (788,921) -0.8% $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RECO - RECORDS MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE 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 $ Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ FY 2015 ACTUAL 5,353,170 1,854,810 7,207,980 FY 2016 ADOPTED $ 5,301,002 1,419,404 6,720,406 608,072 $ 918,134 1,526,206 $ 608,072 973,713 1,581,785 $ $ SUBTOTAL $ 4,023,637 4,023,637 $ $ $ $ SUBTOTAL $ 77,769 31,337 109,106 ALL REVENUES $ TOTAL SOURCES $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2016 REVISED $ $ 5,818,371 1,419,404 7,237,775 FY 2016 FORECAST $ $ 5,837,704 1,403,600 7,241,304 REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ $ 6,463,567 $ 1,265,824 7,729,391 $ 645,196 (153,580) 491,616 11.1% -10.8% 6.8% 0.0% -3.2% -2.0% $ 608,072 $ 973,713 1,581,785 $ 608,072 $ 942,292 1,550,364 $ 608,072 942,293 1,550,365 $ (31,420) (31,420) 3,905,112 3,905,112 $ $ 3,905,112 3,905,112 $ $ 3,934,671 3,934,671 $ $ 3,803,517 $ 3,803,517 $ (101,595) (101,595) -2.6% -2.6% $ $ 41,370 26,594 67,964 $ $ 49,670 39,996 89,666 $ $ 49,670 39,996 89,666 $ 36,045 17,516 53,561 (13,625) (22,480) (36,105) -27.4% -56.2% -40.3% 12,866,929 $ 12,296,969 $ 12,814,338 $ 12,794,303 $ 13,136,834 $ 322,496 2.5% 12,866,929 $ 12,296,969 $ 12,814,338 $ 12,794,303 $ 13,136,834 $ 322,496 2.5% 361 $ $ $ Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 57,237,492 $ 17,803 708,643 19,916,540 844,555 (1,187,619) 1,045,411 78,582,825 $ 59,932,300 $ 65,025 616,973 22,211,826 811,100 (1,861,201) 1,458,346 83,234,369 $ 60,347,422 $ 42,513 616,973 22,046,133 850,983 (1,920,613) 1,376,514 83,359,925 $ 59,454,092 $ 21,969 537,131 22,197,505 814,289 (1,712,395) 888,550 82,201,141 $ 58,670,778 $ 26,622 606,953 23,364,528 856,000 (1,915,844) 1,915,844 83,524,881 $ 1,676,644 15,891 10,020 (1,318,395) (5,017) (4,769) (539,330) (164,956) 2.8% 37.4% 1.6% -6.0% -0.6% -0.2% -39.2% -0.2% 2,707,168 $ 4,231 88,897 118,256 2,918,552 $ 1,493,601 $ 4,000 110,000 465,654 2,073,255 $ 1,491,601 $ 4,000 110,000 465,654 2,071,255 $ 1,536,194 $ 3,334 78,686 415,775 2,033,989 $ 1,139,420 $ 1,000 73,000 668,980 2,355 1,884,755 $ 352,181 3,000 37,000 (203,326) (2,355) 186,500 23.6% 75.0% 33.6% -43.7% N/A 9.0% 860,235 $ 3,298,789 2,116,103 1,719,440 851,333 251,323 3,154,259 335,109 304,677 209,749 583,881 190,854 13,875,752 $ 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 $ 859,000 $ 3,716,358 2,794,927 1,898,652 1,279,921 278,141 3,190,705 350,532 234,000 183,463 577,750 205,000 15,568,449 $ 776,337 $ 3,406,843 2,921,564 1,928,778 1,407,108 369,490 3,213,041 508,329 253,136 173,795 614,387 242,660 15,815,468 $ 2,005,381 $ 4,294,264 1,794,696 1,941,458 1,518,000 310,000 2,671,676 548,848 205,500 265,389 583,940 239,762 16,378,914 $ (1,146,381) (577,906) 1,000,231 (42,806) (238,079) (31,859) 519,029 (198,316) 28,500 (81,926) (6,190) (34,762) (810,465) -133.5% -15.6% 35.8% -2.3% -18.6% -11.5% 16.3% -56.6% 12.2% -44.7% -1.1% -17.0% -5.2% $ 1,075,071 $ 134,206 1,209,277 $ - $ - $ - $ - $ 92,938 $ 92,938 $ - $ - $ ALL EXPENDITURES $ 96,586,406 $ 98,732,260 $ 100,999,629 $ 100,143,536 $ 101,788,550 $ (788,921) -0.8% TOTAL USES $ 96,586,406 $ 98,732,260 $ 100,999,629 $ 100,143,536 $ 101,788,550 $ (788,921) -0.8% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ - N/A N/A N/A Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ FUND TOTAL SOURCES $ 17,479 $ 17,479 $ 84,559 $ 84,559 $ 84,559 $ 84,559 $ 71,156 $ 71,156 $ 62,079 $ 62,079 $ $ FUND TOTAL SOURCES $ 5,400,783 $ 5,400,783 $ 5,351,226 $ 5,351,226 $ 5,868,595 $ 5,868,595 $ 5,868,595 $ 5,868,595 $ $ FUND TOTAL SOURCES $ 2,000,213 $ 2,000,213 $ 1,910,940 $ 1,910,940 $ 1,910,940 $ 1,910,940 $ $ 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 $ 1,867,783 $ 1,867,783 $ 1,792,874 $ 1,792,874 $ 1,526,333 $ 1,526,333 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 219 COUNTY ATTORNEY GRANTS OPERATING 213 COUNTY ATTORNEY RICO OPERATING 220 DIVERSION OPERATING REVISED VS ADOPTED VAR % (22,480) (22,480) -26.6% -26.6% 6,490,942 $ 6,490,942 $ 622,347 622,347 10.6% 10.6% 1,866,503 $ 1,866,503 $ 1,879,086 $ 1,879,086 $ (31,854) (31,854) -1.7% -1.7% 1,792,874 $ 1,792,874 $ 1,864,096 $ 1,864,096 $ 1,713,350 $ 1,713,350 $ (79,524) (79,524) -4.4% -4.4% 1,527,206 $ 1,527,206 $ 1,527,206 $ 1,527,206 $ 1,495,533 $ 1,495,533 $ 1,494,911 $ 1,494,911 $ (32,295) (32,295) -2.1% -2.1% 97,455 $ 97,455 $ 125,048 $ 125,048 $ 125,048 $ 125,048 $ 101,390 $ 101,390 $ 72,302 $ 72,302 $ (52,746) (52,746) -42.2% -42.2% 1,808,732 $ 1,808,732 $ 1,377,000 $ 1,377,000 $ 1,377,000 $ 1,377,000 $ 1,377,000 $ 1,377,000 $ 1,239,649 $ 1,239,649 $ (137,351) (137,351) -10.0% -10.0% 127,442 $ 127,442 $ 111,600 $ 111,600 $ 111,600 $ 111,600 $ 131,894 $ 131,894 $ 164,759 $ 164,759 $ 53,159 53,159 47.6% 47.6% 20,709 $ 20,709 $ 16,516 $ 16,516 $ 16,516 $ 16,516 $ 18,136 $ 18,136 $ 19,756 $ 19,756 $ 3,240 3,240 19.6% 19.6% 12,866,929 $ 12,866,929 $ 12,296,969 $ 12,296,969 $ 12,814,338 $ 12,814,338 $ 12,794,303 $ 12,794,303 $ 13,136,834 $ 13,136,834 $ 322,496 322,496 2.5% 2.5% 362 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING 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 FUND TOTAL 266 CHECK ENFORCEMENT PROGRAM OPERATING NON RECURRING NON PROJECT 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 FUND TOTAL FY 2015 ACTUAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % USES $ 83,266,039 $ 495,504 83,761,543 $ 85,548,461 $ 85,548,461 $ 85,548,461 $ 85,548,461 $ 85,340,944 $ 85,340,944 $ 87,639,468 $ 87,639,468 $ (2,091,007) (2,091,007) -2.4% N/A -2.4% $ USES $ 5,555,618 $ 5,555,618 $ 5,351,226 $ 5,351,226 $ 5,868,595 $ 5,868,595 $ 5,868,595 $ 5,868,595 $ 6,490,942 $ 6,490,942 $ (622,347) (622,347) -10.6% -10.6% $ 602,795 $ 1,252,658 1,855,453 $ 1,910,940 $ 1,910,940 $ 1,910,940 $ 1,500,000 3,410,940 $ 1,814,916 $ 1,500,000 3,314,916 $ 1,879,086 $ 1,879,086 $ 31,854 1,500,000 1,531,854 1.7% 100.0% N/A 44.9% USES $ 1,354,934 $ 991,868 2,346,802 $ 1,792,874 $ 774,662 2,567,536 $ 1,792,874 $ 774,662 2,567,536 $ 1,782,617 $ 612,795 2,395,412 $ 1,713,350 $ 758,656 2,472,006 $ 79,524 16,006 95,530 4.4% 2.1% 3.7% $ USES $ 1,386,950 $ 1,386,950 $ 1,527,206 $ 1,527,206 $ 1,527,206 $ 1,527,206 $ 1,495,316 $ 1,495,316 $ 1,494,911 $ 1,494,911 $ 32,295 32,295 2.1% 2.1% $ 128,896 $ 128,896 $ 125,048 $ 125,048 $ 125,048 $ 125,048 $ 119,559 $ 119,559 $ 72,302 $ 53,038 125,340 $ 52,746 (53,038) (292) 42.2% N/A -0.2% 1,382,704 $ 123,295 1,505,999 $ 1,377,000 $ 196,727 1,573,727 $ 1,377,000 $ 196,727 1,573,727 $ 1,316,970 $ 182,316 1,499,286 $ 1,239,649 $ 262,633 1,502,282 $ 137,351 (65,906) 71,445 10.0% -33.5% 4.5% USES $ - $ 33,714 33,714 $ 111,600 $ 111,600 $ 111,600 $ 250,000 361,600 $ 93,000 $ 93,000 $ 164,759 $ 164,759 $ (53,159) 250,000 196,841 -47.6% 100.0% 54.4% $ USES $ 11,431 $ 11,431 $ 16,516 $ 16,516 $ 16,516 $ 16,516 $ 16,508 $ 16,508 $ 19,756 $ 19,756 $ (3,240) (3,240) -19.6% -19.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 93,689,367 $ 2,897,039 $ 96,586,406 $ 97,760,871 $ 971,389 $ 98,732,260 $ 98,278,240 $ 2,721,389 $ 100,999,629 $ 97,848,425 $ 100,714,223 $ 2,295,111 $ 1,074,327 $ 100,143,536 $ 101,788,550 $ (2,435,983) 1,647,062 (788,921) -2.5% 60.5% -0.8% USES $ $ USES $ $ USES $ $ 363 Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 86.50 86.50 88.00 88.00 85.00 85.00 87.00 87.00 87.00 87.00 2.00 2.00 2.4% 2.4% 19.00 19.00 18.00 18.00 20.00 20.00 16.00 16.00 16.00 16.00 (4.00) (4.00) (20.0%) (20.0%) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 8.00 7.00 2.00 6.00 39.00 1.00 8.00 71.00 8.00 1.00 2.00 6.00 46.00 1.00 9.00 73.00 8.00 1.00 2.00 6.00 47.00 1.00 8.00 73.00 8.00 1.00 2.00 6.00 53.00 1.00 8.00 79.00 8.00 1.00 2.00 6.00 52.00 1.00 8.00 78.00 5.00 5.00 0.0% 0.0% 0.0% 0.0% 10.6% 0.0% 0.0% 6.8% 9.00 2.00 8.00 8.00 27.00 8.00 2.00 8.00 8.00 26.00 7.00 2.00 8.00 8.00 25.00 7.00 2.00 8.00 8.00 25.00 7.00 2.00 8.00 8.00 25.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 44.50 44.50 44.00 44.00 41.00 41.00 41.00 41.00 41.00 41.00 - 0.0% 0.0% 30.00 165.50 302.00 63.00 61.00 54.50 21.00 697.00 946.00 30.00 162.00 339.48 68.00 59.00 58.00 18.00 734.48 984.48 29.00 166.00 366.00 69.00 58.00 51.00 17.00 756.00 1,001.00 28.00 164.00 357.00 69.00 59.00 53.00 19.00 749.00 998.00 28.00 164.00 360.00 69.00 59.00 53.00 18.00 751.00 999.00 (1.00) (2.00) (6.00) 1.00 2.00 1.00 (5.00) (2.00) (3.4%) (1.2%) (1.6%) 0.0% 1.7% 3.9% 5.9% (0.7%) (0.2%) 364 Maricopa County Annual Business Strategies FY 2017 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 Criminal Intelligence Analyst 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 Associate Justice System Clerk Senior 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 Research Director 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 - FY 2016 ADOPTED 3.00 1.00 4.00 2.00 359.98 5.00 14.00 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 4.00 1.00 3.00 1.00 1.00 2.00 1.00 .50 5.00 1.00 47.00 1.00 1.00 1.00 1.00 26.00 78.00 10.00 102.00 12.00 7.00 2.00 3.00 104.00 35.00 5.00 4.00 1.00 3.00 12.00 22.00 1.00 1.00 5.00 1.00 1.00 3.00 - 365 FY 2016 FY 2016 REVISED FORECAST 3.00 3.00 5.00 1.00 4.00 4.00 1.00 1.00 367.50 367.50 5.00 5.00 14.00 14.00 3.00 3.00 1.00 1.00 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 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 30.00 30.00 74.00 74.00 10.00 10.00 99.00 99.00 17.00 18.00 7.00 7.00 2.00 2.00 2.00 2.00 104.00 104.00 35.00 35.00 4.00 4.00 4.00 4.00 1.00 1.00 3.00 3.00 1.00 9.00 9.00 23.00 23.00 1.00 1.00 1.00 1.00 5.00 5.00 2.00 2.00 5.00 5.00 2.00 2.00 1.00 2.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 1.00 (4.00) (80.0%) 4.00 0.0% 1.00 0.0% 367.50 0.0% 5.00 0.0% 14.00 0.0% 3.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 1.00 33.3% 1.00 0.0% N/A 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% 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% 30.00 0.0% 75.00 1.00 1.4% N/A 10.00 0.0% N/A 99.00 0.0% 17.00 0.0% 7.00 0.0% 2.00 0.0% 2.00 0.0% 104.00 0.0% 35.00 0.0% 4.00 0.0% 4.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 1.00 N/A 8.00 (1.00) (11.1%) 23.00 0.0% 1.00 0.0% 1.00 0.0% 5.00 0.0% 2.00 0.0% 5.00 0.0% N/A 2.00 0.0% (1.00) (100.0%) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title (continued) MARKET RANGE TITLE Social Worker Social Worker Supervisor Software Architect Software Sys Engineer - Sr/Ld Special Projects Manager Systems Admin & Analysis Mgr Systems Administrator Systems Administrator - Senior/Lead Technical Support Mgr Trainer Web Designer/Developer Department Total FY 2015 ADOPTED 48.00 8.00 1.00 1.00 1.00 3.00 4.00 1.00 2.00 2.00 946.00 FY 2016 ADOPTED 50.00 8.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 2.00 984.48 FY 2016 FY 2016 REVISED FORECAST 53.00 50.00 8.00 8.00 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 2.00 1,001.00 998.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 53.00 0.0% 8.00 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 1.00 100.0% 2.00 0.0% 999.00 (2.00) (0.2% ) FY 2015 ADOPTED 804.00 58.00 35.00 26.00 3.00 20.00 946.00 FY 2016 ADOPTED 849.48 59.00 29.00 25.00 2.00 20.00 984.48 FY 2016 FY 2016 REVISED FORECAST 860.00 861.00 63.00 59.00 31.00 31.00 25.00 25.00 2.00 2.00 20.00 20.00 1,001.00 998.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 872.00 12.00 1.4% 54.00 (9.00) (14.3%) 28.00 (3.00) (9.7%) 24.00 (1.00) (4.0%) 2.00 0.0% 19.00 (1.00) (5.0%) 999.00 (2.00) (0.2% ) Staffing by Fund 100 219 220 221 266 267 DEPARTMENT/FUND GENERAL 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 twelve (12) FTEs from FY 2016 Revised to FY 2017 Adopted, there were no new positions, one (1) inactivation and thirteen (13) existing positions shifting from other funds as follows: • Eight (8) FTEs shifted from The Grant Fund (219): Five (5) Attorneys, one (1) Administrative Staff Supervisor, one (1) Legal Assistant, and one (1) Social Worker. • Three (3) FTEs shifted from The Diversion Fund (220): One (1) Attorney and Two (2) Legal Support Specialists. • One (1) FTE shifted from The Fill the Gap Fund (221): One (1) Legal Support Specialist. • One (1) FTE shifted from The Criminal Justice Enhancement Fund (267): One (1) Attorney. MCAO Grants Fund (219) Operating: The MCAO Grants Fund has a net decrease of nine (9) FTEs. • Decrease of eight (8) FTEs shifted to the General Fund (100). • Decrease of four (4) FTEs inactivated. • Increase of three (3) new Social Workers in response to new Courtroom Advocate and Field Response Advocate grants received in FY 2017. MCAO Diversion Fund (220) Non Recurring Non Project: decrease of three (3) FTEs, which is comprised of: • One (1) Attorney to General Fund (100). • Two (2) Legal Support Specialists to General Fund (100). The MCAO Diversion Fund has a MCAO Fill the Gap Fund (221) Operating: The MCAO Fill the Gap Fund has a decrease of one (1) Legal Support Specialist. MCAO Criminal Justice Enhancement Fund (267) Operating: Enhancement Fund has a decrease of one (1) Attorney. 366 The MCAO Criminal Justice Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney General Adjustments Base Adjustments: General Fund (100) Operating • Decrease revenue by $22,480 based on current trends. • Increase Regular Benefits by $1,159,821 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $71,906 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $5,592 for the impact of the changes in retirement contribution rates. • Increase Other Services by $119,401 for the impact of the changes in personnel savings. • Increase Services by $2,044,329 for the following: o Multi-Disciplinary Response of $1,019,907; o Law Clerk Program of $501,422; o Victim and Witness Travel of $288,000; and o Annual IT Software Licensing Maintenance of $235,000. • Decrease Internal Service Charges by $1,111,365 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $482,458 for the impact of the changes in the base level telecommunication charges. • Increase salary and benefits savings by $537,323 from 6.8% to 7.54%. County Attorney RICO Fund (213) Operating • Reduce RICO Fund revenue by $31,854 based on current revenue trends. • Reduce RICO Fund General Supplies expenditures by $31,854 to maintain structural balance. County Attorney Grants Fund (219) Operating • Increase Grant Fund revenues by $987,098 based on increase in grant sources. • Increase Regular Benefits by $71,091 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $308 for the impact of the changes in retirement contribution rates. • Increase Grant Fund expenditures by $915,699 to maintain structural balance. Diversion Fund (220) Operating • Decrease Diversion Fund revenues by $79,524 based on current trends. • Increase Regular Benefits by $27,756 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $157 for the impact of the changes in retirement contribution rates. • Decrease expenditures in Supplies and Outside Services by $107,437 to maintain structural balance. Diversion Fund (220) Non Recurring Non Project • Increase Regular Benefits by $9,117 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $107 for the impact of the changes in retirement contribution rates. 367 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • Department Strategic Plans and Budgets County Attorney Increase expenditures in Personal Services by $749,432 for use of fund balance to fund seven (7) positions. County Attorney Fill the Gap Fund (221) Operating • Decrease Fill the Gap Fund revenues by $32,295 based on current trends. • Increase Regular Benefits by $31,959 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $94 for the impact of the changes in retirement contribution rates. • Decrease expenditures in Other Services by $64,348 to maintain structural balance. Check Enforcement Program Fund (266) Operating • Decrease Check Enforcement Fund revenues by $52,746 based on current trends. • Increase Regular Benefits by $2,666 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $8 for the impact of the changes in retirement contribution rates. • Increase Personal Services Allocations Out to Non Recurring Non Project by $53,038. • Decrease Other Services by $2,382 to maintain structural balance. Check Enforcement Program Fund (266) Non Recurring Non Project • Increase Personal Services Allocation in by $53,038. Criminal Justice Enhancement Fund (267) Operating • Decrease Criminal Justice Enhancement Fund revenues by $137,351 based on current trends. • Increase Regular Benefits by $22,471 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $85 for the impact of the changes in retirement contribution rates. • Decrease Criminal Justice Enhancement Fund expenditures by $159,907 to maintain structural balance. Criminal Justice Enhancement Fund (267) Non Recurring Non Project • Increase Regular Benefits by $2,600 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $16 for the impact of the changes in retirement contribution rates. • Increase expenditures in Personal Services by $260,017 for use of fund balance to fund two (2) positions. Victim Compensation and Assistance Fund (268) Operating • Increase Victim Compensation and Assistance Fund revenues by $53,159 based on current trends. • Increase Victim Compensation and Assistance Fund expenditures by $53,159 to maintain structural balance. Victim Compensation Restitution Interest Fund (269) Operating • Increase Victim Compensation Restitution Interest Fund revenues by $3,240 based on current trends. • Increase Victim Compensation Restitution Interest Fund expenditures by $3,240 to maintain structural balance. 368 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget Programs and Activities The Maricopa County Attorney’s Office had 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A FY 2017 ADOPTED N/A N/A REV VS ADOPTED VAR % N/A 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. Measure Type Result Result Output Output Output Demand Expenditure Ratio Revenue FY 2015 ACTUAL N/A 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 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 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 - 0.0% 0.0% 100 - GENERAL TOTAL SOURCES $ $ - 100 - GENERAL TOTAL USES $ 8,358,393 $ 8,358,393 $ $ 55,579 55,579 $ $ 55,578 55,578 $ $ 55,579 55,579 $ $ $ 8,774,240 $ 8,774,240 $ $ Expenditure $ 8,707,001 $ 8,707,001 369 $ 8,558,078 $ 8,558,078 (67,239) (67,239) -0.8% -0.8% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 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. 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 2015 ACTUAL N/A FY 2016 FY 2016 FORECAST REVISED N/A N/A FY 2017 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 32,293 (79,524) (52,746) 53,159 3,240 (43,578) 1.6% -4.4% -42.2% 47.6% 19.6% -1.1% (672,123) 64,589 186,338 1,631 196,841 (3,240) (225,964) -132.0% 3.2% 34.8% 1.3% 54.4% -19.6% -6.4% 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 266 - CHECK ENFORCEMENT PROGRAM 268 - VICTIM COMP RESTITUTION 269 - VICTIM COMPENSATION INTEREST TOTAL SOURCES $ 2,341,338 1,867,783 97,455 127,442 9,693 $ 4,443,711 $ 1,964,525 1,792,874 125,048 111,600 16,516 $ 4,010,563 $ 2,083,599 1,864,096 101,390 131,894 18,136 $ 4,199,115 $ 1,996,818 1,713,350 72,302 164,759 19,756 $ 3,966,985 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 266 - CHECK ENFORCEMENT PROGRAM 268 - VICTIM COMP RESTITUTION 269 - VICTIM COMPENSATION INTEREST TOTAL USES $ $ $ $ 1,181,256 1,944,978 349,594 123,417 164,759 19,756 $ 3,783,760 $ $ Expenditure 474,990 2,093,905 415,480 128,896 33,714 10,468 $ 3,157,453 509,133 2,009,567 535,932 125,048 361,600 16,516 $ 3,557,796 370 481,903 2,063,018 517,484 119,559 93,000 16,508 $ 3,291,472 $ $ Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 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. 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 2016 FY 2016 REVISED FORECAST N/A N/A FY 2015 ACTUAL N/A FY 2017 ADOPTED N/A REV VS ADOPTED % VAR N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 4,061,435 $ 4,061,435 $ 4,086,729 $ 4,086,729 $ 3,968,776 $ 3,968,776 $ 3,833,589 $ 3,833,589 $ $ 253,140 253,140 6.2% 6.2% Prosecution Program The purpose of the Prosecution Program is to provide comprehensive felony, misdemeanor, delinquency and incorrigibility prosecution in the adult and juvenile courts 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. 371 Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 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. 372 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Result Output Output Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of capital cases resulting in a death sentence. Percent of capital cases resulting in a life sentence. Percent of capital cases resulting in a sentence of at least 15 years. Number of capital cases reaching disposition. Number of post-conviction relief representations. Number of capital cases. Number of capital reviewed within 60 days. Number of capital cases tried within 5 years. Number of capital cases filed. Total expenditure per capital case reaching disposition. 100 - GENERAL 220 - DIVERSION 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 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 124,195 (1,318) (689) 122,188 4.3% -1.6% -0.4% 3.9% $ 3,000,484 30,647 170,893 $ 3,202,024 $ 2,919,075 83,610 169,275 $ 3,171,960 $ 2,869,967 33,591 168,379 $ 3,071,937 $ 2,794,880 84,928 169,964 $ 3,049,772 $ $ 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. 373 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 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 1606.7% -10.0% 60.6% 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL SOURCES $ 1,567,437 1,138,829 $ 2,706,266 $ 62,860 1,377,000 $ 1,439,860 $ 662,876 1,377,000 $ 2,039,876 $ 1,072,823 1,239,649 $ 2,312,472 $ 1,009,963 (137,351) $ 872,612 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 3,026,019 1,543,406 14,024 9,165 $ 4,592,614 $ 2,919,408 1,915,612 59,117 $ 4,894,137 $ 3,369,841 1,664,164 43,021 $ 5,077,026 $ 3,762,053 1,374,505 $ 5,136,558 $ Expenditure $ (842,645) 541,107 59,117 (242,421) -28.9% 28.2% 100.0% N/A -5.0% 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. 374 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 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 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 45,101 45,101 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 6,206,525 165,698 623,040 $ 6,995,263 $ $ 44,404 44,404 $ $ 28,269 28,269 $ $ 27,375 27,375 $ $ (17,029) (17,029) -38.4% -38.4% $ 6,660,882 108,053 375,949 141,390 $ 7,286,274 $ (101,171) 57,420 (232,073) (56,803) (332,627) -1.5% 34.7% -161.3% -67.2% -4.8% Expenditure $ 6,559,711 165,473 143,876 84,587 $ 6,953,647 $ 6,890,845 119,282 189,046 71,325 $ 7,270,498 $ 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. 375 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2017 ADOPTED N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 187,580 (32,295) 155,285 N/A -2.1% 10.2% 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP TOTAL SOURCES 89,890 1,526,333 $ 1,616,223 1,527,206 $ 1,527,206 56,266 1,495,533 $ 1,551,799 187,580 1,494,911 $ 1,682,491 $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 10,904,734 146,826 674,983 1,066,672 292,766 $ 13,085,981 $ 11,551,406 163 944,263 1,219,247 44,060 $ 13,759,139 $ 10,878,691 16,292 949,655 1,187,434 28,190 $ 13,060,262 $ 10,964,154 488,058 993,768 1,149,293 44,731 $ 13,640,004 $ $ $ $ $ $ Expenditure $ 587,252 5.1% (487,895) -299322.1% (49,505) -5.2% 69,954 5.7% (671) -1.5% 119,135 0.9% 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. 376 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 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 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2017 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 2,842 2,842 1.1% 1.1% 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 255,028 255,028 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 4,361,689 274,234 7,970 $ 4,643,893 $ $ 261,943 261,943 $ $ 343,644 343,644 264,785 264,785 $ $ $ 4,032,984 260,202 81,240 $ 4,374,426 $ $ $ Expenditure $ 4,113,865 283,478 79,922 $ 4,477,265 $ 4,008,829 265,691 80,180 $ 4,354,700 $ 80,881 23,276 (1,318) 102,839 2.0% 8.2% -1.6% 2.3% 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. 377 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Output Output Output Demand Expenditure Ratio Revenue FY 2016 FY 2016 FORECAST REVISED N/A N/A FY 2015 ACTUAL N/A 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 2017 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 42,520 (31,854) 10,666 1.5% -1.7% N/A N/A 0.2% (702,119) (720,656) 1,531,854 196,992 (12,656) 146,101 $ 439,516 -2.4% -50.4% 44.9% 26.4% -4.1% 15.7% N/A 1.2% 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 267 - CRIM JUSTICE ENHANCEMENT 269 - VICTIM COMPENSATION INTEREST TOTAL SOURCES 497,571 2,000,213 669,903 11,016 $ 3,178,703 $ 2,785,518 1,910,940 $ 4,696,458 $ 2,319,269 1,866,503 $ 4,185,772 $ 2,828,038 1,879,086 $ 4,707,124 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT 269 - VICTIM COMPENSATION INTEREST TOTAL USES $ 28,845,701 1,047,662 1,855,453 566,556 320,278 814,442 963 $ 33,451,055 $ 29,849,013 1,429,013 3,410,940 744,928 307,959 931,339 $ 36,673,192 $ 29,679,257 1,610,739 3,314,916 606,699 307,882 889,849 $ 36,409,342 $ 30,551,132 2,149,669 1,879,086 547,936 320,615 785,238 $ 36,233,676 $ $ $ Expenditure $ 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. 378 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 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. Total expenditure per number of dangerous crimes (arsons, home invasions, weapons misconduct) filings resulting in dispositions. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Revenue 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ - 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION TOTAL USES $ 1,104,421 194,276 22,072 $ 1,320,769 $ $ 749,345 749,345 $ $ 374,672 374,672 $ $ 113,523 113,523 $ $ (635,822) (635,822) -84.9% -84.9% $ 1,348,460 113,523 57,147 $ 1,519,130 $ (225,323) (239,042) (1,337) (465,702) -20.1% 190.4% -2.4% -44.2% Expenditure $ 1,123,137 $ 1,097,762 (125,519) 60,234 55,810 55,916 $ 1,053,428 $ 1,213,912 $ Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 85,548,461 $ 84,559 FY 2016 Revised Budget $ 85,548,461 $ 84,559 FY 2017 Baseline Budget $ 85,548,461 $ 84,559 $ 1,093,507 $ 1,159,821 (71,906) 5,592 997,500 $ 119,401 - 2,044,329 - (1,111,365) 482,458 (537,323) - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase to Other Services Base Adjustment Increases Multi-Disciplinary Response (Child Abuse, Sex Assault & Strangulation Exams) Law Clerk Program to Assist Prosecutors in Cost Effective Legal Research Victim & Witness Travel Annual IT Software Licensing Maintenance Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 6.8% to 7.54% Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2017 Adopted Budget Percent Change from Baseline Amount 379 $ $ 119,401 $ 1,019,907 501,422 288,000 235,000 $ (537,323) $ - $ - (22,480) (22,480) $ 87,639,468 $ 2.4% 62,079 -26.6% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) Revenue Expenditures OPERATING FY 2016 Adopted Budget $ 1,910,940 $ 1,910,940 FY 2016 Revised Budget $ 1,910,940 $ 1,910,940 FY 2017 Baseline Budget $ 1,910,940 $ 1,910,940 $ (31,854) $ (31,854) - $ - $ - (31,854) (31,854) $ 1,879,086 $ -1.7% 1,879,086 -1.7% Adjustments: Base Adjustments Other Base Adjustments Decrease General Supplies Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ (31,854) FY 2017 Adopted Budget Percent Change from Baseline Amount County Attorney RICO Fund (213) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 3,430,606 $ 2,524,646 $ 2,524,646 $ 3,575,366 $ 2,126,953 Sources: Operating Total Sources: $ $ 2,000,213 2,000,213 $ $ 1,910,940 1,910,940 $ $ 1,910,940 1,910,940 $ $ 1,866,503 1,866,503 $ $ 1,879,086 1,879,086 $ $ $ $ 1,814,916 1,500,000 3,314,916 $ $ 1,910,940 1,500,000 3,410,940 $ $ 1,910,940 1,910,940 $ 1,879,086 1,879,086 Uses: Operating Non-Recurring Total Uses: $ 602,795 1,252,658 1,855,453 Structural Balance $ 1,397,418 $ - $ - $ 51,587 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,575,366 3,575,366 $ $ 2,524,646 2,524,646 $ $ 1,024,646 1,024,646 $ $ 2,126,953 2,126,953 $ $ 2,126,953 2,126,953 380 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Grants Fund (219) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants Grant-Sex Assault Kit Back log Field Response Advocacy Grant Courtroom Advocacy Grant $ 5,351,226 $ 5,351,226 $ 517,369 $ 364,751 41,089 111,529 517,369 364,751 41,089 111,529 $ 5,868,595 $ 5,868,595 $ (364,751) $ (364,751) $ 5,503,844 $ 5,503,844 $ 71,399 $ 71,091 308 915,699 $ 915,699 987,098 987,098 6,490,942 $ 17.9% 6,490,942 17.9% Agenda Item: C-19-16-011-G-00 C-19-16-024-G-00 C-19-16-026-G-00 FY 2016 Revised Budget Adjustments: Grants Grant-Sex Assault Kit Back log Agenda Item: C-19-16-011-G-00 FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Grants Grant Reconciliation (364,751) (364,751) Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ County Attorney Grants Fund (219) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 5,400,783 5,400,783 $ $ 5,351,226 5,351,226 $ $ 5,868,595 5,868,595 $ $ 5,868,595 5,868,595 $ $ 6,490,942 6,490,942 Uses: Operating Total Uses: $ $ 5,555,618 5,555,618 $ $ 5,351,226 5,351,226 $ $ 5,868,595 5,868,595 $ $ 5,868,595 5,868,595 $ $ 6,490,942 6,490,942 Structural Balance $ (154,835) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ (254,287) $ (99,450) $ (98,096) $ - $ (98,096) $ 381 (98,096) $ - $ (98,096) $ (254,287) $ - $ (254,287) $ (254,287) (254,287) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,792,874 $ 1,792,874 FY 2016 Revised Budget $ 1,792,874 $ 1,792,874 FY 2017 Baseline Budget $ 1,792,874 $ 1,792,874 $ 27,913 $ 27,756 157 (107,437) $ (107,437) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Supplies and Outside Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (107,437) FY 2017 Adopted Budget Percent Change from Baseline Amount $ - $ - (79,524) (79,524) $ 1,713,350 $ -4.4% 1,713,350 -4.4% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 774,662 $ - FY 2016 Revised Budget $ 774,662 $ - FY 2017 Baseline Budget $ - $ - $ 9,224 $ 9,117 107 749,432 $ 749,432 - 758,656 $ - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Non Recurring Other Non Recurring Seven (7) Diversion FTEs and Services Agenda Item: $ $ 749,432 $ FY 2017 Adopted Budget Diversion Fund (220) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 1,782,553 $ 860,725 $ 860,725 $ 1,303,546 $ 772,230 Sources: Operating Total Sources: $ $ 1,867,783 1,867,783 $ $ 1,792,874 1,792,874 $ $ 1,792,874 1,792,874 $ $ 1,864,096 1,864,096 $ $ 1,713,350 1,713,350 $ $ $ 1,782,617 612,795 2,395,412 $ $ 1,792,874 774,662 2,567,536 $ $ 1,792,874 774,662 2,567,536 $ $ 1,354,934 991,868 2,346,802 $ 1,713,350 758,656 2,472,006 Structural Balance $ 512,849 $ - $ - $ 81,479 $ - Accounting Adjustments $ 12 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,303,546 1,303,546 $ $ 86,063 86,063 $ $ 86,063 86,063 $ $ 772,230 772,230 $ $ 13,574 13,574 Uses: Operating Non-Recurring Total Uses: 382 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Attorney Fill the Gap Fund (221) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,527,206 $ 1,527,206 FY 2016 Revised Budget $ 1,527,206 $ 1,527,206 FY 2017 Baseline Budget $ 1,527,206 $ 1,527,206 $ 32,053 $ 31,959 94 (64,348) $ (64,348) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (64,348) FY 2017 Adopted Budget Percent Change from Baseline Amount $ - $ - (32,295) (32,295) $ 1,494,911 $ -2.1% 1,494,911 -2.1% County Attorney Fill the Gap Fund (221) Fund Balance Summary FY 2015 ACTUAL FY 2016 REVISED FY 2016 ADOPTED FY 2017 ADOPTED FY 2016 FORECAST Beginning Spendable Fund Balance $ 108,636 $ 166,043 $ 166,043 $ 248,025 $ 248,242 Sources: Operating Total Sources: $ $ 1,526,333 1,526,333 $ $ 1,527,206 1,527,206 $ $ 1,527,206 1,527,206 $ $ 1,495,533 1,495,533 $ $ 1,494,911 1,494,911 Uses: Operating Total Uses: $ $ 1,386,950 1,386,950 $ $ 1,527,206 1,527,206 $ $ 1,527,206 1,527,206 $ $ 1,495,316 1,495,316 $ $ 1,494,911 1,494,911 Structural Balance $ 139,383 $ - $ - $ 217 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 248,025 248,025 $ $ 166,043 166,043 $ $ 166,043 166,043 $ $ 248,242 248,242 $ $ 248,242 248,242 383 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Fund (266) Revenue Expenditures OPERATING FY 2016 Adopted Budget $ 125,048 $ 125,048 FY 2016 Revised Budget $ 125,048 $ 125,048 FY 2017 Baseline Budget $ 125,048 $ 125,048 $ 2,674 $ 2,666 8 (55,420) $ (55,420) - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services Allocations Out to Non Recurring Non Project Decrease Other Services Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ (53,038) (2,382) FY 2017 Adopted Budget Percent Change from Baseline Amount $ - $ - (52,746) (52,746) $ 72,302 $ -42.2% 72,302 -42.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - Adjustments: Other Non Recurring Increase Personal Services Allocations In from Operating Agenda Item: $ 53,038 - 53,038 $ - 53,038 FY 2017 Adopted Budget $ Check Enforcement Program Fund (266) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 141,165 $ 108,486 $ 108,486 $ 109,723 $ 91,554 Sources: Operating Total Sources: $ $ 97,455 97,455 $ $ 125,048 125,048 $ $ 125,048 125,048 $ $ 101,390 101,390 $ $ 72,302 72,302 $ $ $ $ $ 119,559 119,559 $ $ 125,048 125,048 $ 72,302 53,038 125,340 (18,169) $ - Uses: Operating Non-Recurring Total Uses: $ 128,896 128,896 $ 125,048 125,048 Structural Balance $ (31,441) $ - $ - $ Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 108,486 108,486 $ $ 108,486 108,486 $ $ 91,554 91,554 $ $ 38,516 38,516 109,723 109,723 $ $ 384 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,377,000 $ 1,377,000 FY 2016 Revised Budget $ 1,377,000 $ 1,377,000 FY 2017 Baseline Budget $ 1,377,000 $ 1,377,000 $ 22,556 $ 22,471 85 - $ (159,907) $ (159,907) (137,351) (137,351) - 1,239,649 $ -10.0% 1,239,649 -10.0% Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 196,727 $ - FY 2016 Revised Budget $ 196,727 $ - $ (196,727) $ (196,727) - $ - $ - $ 2,616 $ 2,600 16 260,017 $ 260,017 - 262,633 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Non Recurring Other Non Recurring Two (2) Criminal Justice FTEs and Services Agenda Item: $ $ FY 2017 Adopted Budget 260,017 $ 385 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 306,626 $ 235,747 $ 235,747 $ 609,367 $ 487,081 Sources: Operating Total Sources: $ $ 1,808,732 1,808,732 $ $ 1,377,000 1,377,000 $ $ 1,377,000 1,377,000 $ $ 1,377,000 1,377,000 $ $ 1,239,649 1,239,649 $ $ $ $ 1,316,970 182,316 1,499,286 $ $ 1,377,000 196,727 1,573,727 $ $ 1,377,000 196,727 1,573,727 $ 1,239,649 262,633 1,502,282 Uses: Operating Non-Recurring Total Uses: $ 1,382,704 123,295 1,505,999 Structural Balance $ 426,028 $ - $ - $ 60,030 $ - Accounting Adjustments $ 8 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 609,367 609,367 $ $ 39,020 39,020 $ $ 39,020 39,020 $ $ 487,081 487,081 $ $ 224,448 224,448 Expenditures Revenue Victim Compensation and Assistance Fund (268) OPERATING FY 2016 Adopted Budget $ 111,600 $ 111,600 FY 2016 Revised Budget $ 111,600 $ 111,600 FY 2017 Baseline Budget $ 111,600 $ 111,600 $ - $ 53,159 $ 53,159 53,159 53,159 - 164,759 $ 47.6% 164,759 47.6% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 386 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation and Assistance Fund (268) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 1,369,101 $ 1,302,483 $ 1,302,483 $ 1,462,830 $ 1,501,724 Sources: Operating Total Sources: $ $ 127,442 127,442 $ $ 111,600 111,600 $ $ 111,600 111,600 $ $ 131,894 131,894 $ $ 164,759 164,759 $ $ $ $ 93,000 93,000 $ $ 111,600 250,000 361,600 $ $ 111,600 111,600 $ 164,759 164,759 Uses: Operating Non-Recurring Total Uses: $ 33,714 33,714 Structural Balance $ 127,442 $ - $ - $ 38,894 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,462,830 1,462,830 $ $ 1,302,483 1,302,483 $ $ 1,052,483 1,052,483 $ $ 1,501,724 1,501,724 $ $ 1,501,724 1,501,724 Expenditures Revenue Victim Compensation Restitution Interest Fund (269) OPERATING FY 2016 Adopted Budget $ 16,516 $ 16,516 FY 2016 Revised Budget $ 16,516 $ 16,516 FY 2017 Baseline Budget $ 16,516 $ 16,516 $ - $ 3,240 $ 3,240 3,240 3,240 - 19,756 $ 19.6% 19,756 19.6% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 387 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 792,722 $ 766,702 $ 766,702 $ 802,002 $ 803,630 Sources: Operating Total Sources: $ $ 20,709 20,709 $ $ 16,516 16,516 $ $ 16,516 16,516 $ $ 18,136 18,136 $ $ 19,756 19,756 $ $ $ $ 16,508 16,508 $ $ 16,516 16,516 $ $ 16,516 16,516 $ 19,756 19,756 Uses: Operating Non-Recurring Total Uses: $ 11,431 11,431 Structural Balance $ 9,278 $ - $ - $ 1,628 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 802,002 802,002 $ $ 766,702 766,702 $ $ 766,702 766,702 $ $ 803,630 803,630 $ $ 803,630 803,630 388 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Manager Analysis by Angie Flick, Strategic Business Planning Administrator 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 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % GOVR - GOVERNMENT RELATIONS 20GC - GOVT RELATIONS AND COMM $ $ - $ - $ - $ - $ 456,288 $ 456,288 $ - $ - $ - $ - $ (456,288) (456,288) -100.0% -100.0% COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 860 $ 860 $ 600 $ 600 $ 600 $ 600 $ 720 $ 720 $ - $ - $ (600) (600) -100.0% -100.0% RCOM - REGULATION COMPLIANCE 99AS - INDIRECT SUPPORT $ $ - $ - $ - $ - $ - $ - $ - $ - $ 600 $ 600 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 3,045,650 $ 3,045,650 $ 5,000 $ 5,000 $ 1,167,288 $ 1,167,288 $ 1,350,243 $ 1,350,243 $ 326,455 $ 326,455 $ (840,833) (840,833) -72.0% -72.0% TOTAL PROGRAMS $ 3,046,510 $ 5,600 $ 1,624,176 $ 1,350,963 $ 327,055 $ (1,297,121) -79.9% 671,331 $ 1,002,492 1,673,823 $ 693,340 $ 1,474,371 2,167,711 $ 699,820 $ 967,191 1,667,011 $ 963,664 $ 986,288 1,949,952 $ (270,324) 488,083 217,759 -39.0% 33.1% 10.0% 56,889 56,889 100.0% 100.0% 600 600 N/A N/A USES CMSV - COMMUNICATION SERVICES GOVR - GOVERNMENT RELATIONS 20GC - GOVT RELATIONS AND COMM $ $ 618,395 $ 918,702 1,537,097 $ COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 34,273 $ 34,273 $ 53,425 $ 53,425 $ 56,889 $ 56,889 $ 61,392 $ 61,392 $ - $ - $ ODIR - EXECUTIVE MANAGEMENT RCOM - REGULATION COMPLIANCE SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 456,133 $ 363,076 819,209 $ 477,241 $ 344,165 821,406 $ 520,661 $ 259,681 780,342 $ 554,589 $ 264,822 819,411 $ 492,060 $ 8,200 156,725 656,985 $ 28,601 (8,200) 102,956 123,357 5.5% N/A 39.6% 15.8% $ 2,777,317 $ 16,128 2,793,445 $ 5,000 $ 12,944 16,321 34,265 $ 1,167,288 $ 12,944 16,321 1,196,553 $ 1,618,576 $ 12,468 16,320 1,647,364 $ 326,455 $ 18,941 22,555 367,951 $ 840,833 (5,997) (6,234) 828,602 72.0% -46.3% -38.2% 69.2% TOTAL PROGRAMS $ 5,184,024 $ 2,582,919 $ 4,201,495 $ 4,195,178 $ 2,974,888 $ $ GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 389 1,226,607 29.2% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST $ SUBTOTAL $ 3,045,650 3,045,650 $ $ 5,000 5,000 $ $ 1,623,576 1,623,576 $ $ $ SUBTOTAL $ 860 860 $ $ 600 600 $ $ 600 600 $ $ ALL REVENUES $ 3,046,510 $ 5,600 $ 1,624,176 $ 3,046,510 $ 5,600 $ 1,624,176 $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2017 ADOPTED 1,350,243 $ 1,350,243 $ REVISED VS ADOPTED VAR % 326,455 326,455 $ $ $ $ 600 600 $ $ 1,350,963 $ 327,055 $ 327,055 $ 720 720 1,350,963 $ FY 2016 FORECAST FY 2017 ADOPTED (1,297,121) (1,297,121) -79.9% -79.9% - 0.0% 0.0% (1,297,121) -79.9% (1,297,121) -79.9% REVISED VS ADOPTED VAR % 1,415,364 $ 9 421,983 (14,228) 7,162 1,830,290 $ 1,444,486 $ 451,900 1,896,386 $ 1,435,344 $ 434,064 26,978 1,896,386 $ 1,500,306 $ 434,333 10,000 (143) 1,944,496 $ 1,417,256 $ 457,930 1,875,186 $ 18,088 (23,866) 26,978 21,200 1.3% N/A -5.5% 100.0% N/A N/A 1.1% SUBTOTAL $ 12,131 $ 296 7,556 19,983 $ 19,711 $ 480 20,191 $ 19,711 $ 480 20,191 $ 26,354 $ 403 26,757 $ 38,932 $ 300 6,000 45,232 $ (19,221) 180 (6,000) (25,041) -97.5% 37.5% N/A -124.0% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ ALL EXPENDITURES $ 3,283,331 $ 7,009 1,049 31,819 9,722 240 251 330 3,333,751 $ 5,184,024 $ 597,945 $ 5,304 6,000 36,058 19,000 1,375 660 666,342 $ 2,582,919 $ 2,216,521 $ 5,304 6,000 36,058 19,000 1,375 660 2,284,918 $ 4,201,495 $ 2,170,081 $ 2,210 2,500 38,827 8,317 1,530 340 120 2,223,925 $ 4,195,178 $ 974,243 $ 7,500 1,000 50,457 15,970 4,650 290 360 1,054,470 $ 2,974,888 $ 1,242,278 (2,196) 5,000 (14,399) 3,030 (3,275) 370 (360) 1,230,448 1,226,607 56.0% -41.4% 83.3% -39.9% 15.9% -238.2% 56.1% N/A 53.9% 29.2% TOTAL USES $ 5,184,024 $ 2,582,919 $ 4,201,495 $ 4,195,178 $ 2,974,888 $ 1,226,607 SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 29.2% Sources and Uses by Fund and Function FY 2015 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 249 NON DEPARTMENTAL GRANTS OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 860 $ 860 $ 600 $ 600 $ 600 $ 600 $ 720 $ 720 $ 600 $ 600 $ 213,832 $ 2,831,818 3,045,650 $ - $ 5,000 5,000 $ - $ 1,623,576 1,623,576 $ 221,000 $ 1,129,243 1,350,243 $ - $ 326,455 326,455 $ 214,692 $ 2,831,818 $ 3,046,510 $ FY 2015 ACTUAL 600 $ 5,000 $ 5,600 $ FY 2016 ADOPTED 600 $ 1,623,576 $ 1,624,176 $ FY 2016 REVISED 221,720 $ 1,129,243 $ 1,350,963 $ FY 2016 FORECAST $ FUND TOTAL USES $ 2,406,707 $ 2,406,707 $ 2,577,919 $ 2,577,919 $ 2,577,919 $ 2,577,919 $ 2,576,602 $ 2,576,602 $ 2,648,433 $ 2,648,433 $ $ FUND TOTAL USES $ 2,777,317 $ 2,777,317 $ 5,000 $ 5,000 $ 1,623,576 $ 1,623,576 $ 1,618,576 $ 1,618,576 $ 326,455 $ 326,455 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,406,707 $ 2,777,317 $ 5,184,024 $ 2,577,919 $ 5,000 $ 2,582,919 $ 2,577,919 $ 1,623,576 $ 4,201,495 $ 2,576,602 $ 1,618,576 $ 4,195,178 $ 2,648,433 $ 326,455 $ 2,974,888 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 249 NON DEPARTMENTAL GRANTS NON RECURRING NON PROJECT 390 (1,297,121) (1,297,121) 0.0% 0.0% N/A -79.9% -79.9% 600 $ 0.0% 326,455 $ (1,297,121) -79.9% 327,055 $ (1,297,121) -79.9% REVISED VS ADOPTED FY 2017 ADOPTED VAR % (70,514) (70,514) -2.7% -2.7% 1,297,121 1,297,121 79.9% 79.9% (70,514) 1,297,121 1,226,607 -2.7% 79.9% 29.2% Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % .50 .50 .50 .50 .00 - .50 .50 - - N/A N/A 6.00 4.00 10.00 6.00 4.00 10.00 7.00 4.00 11.00 7.50 4.00 11.50 9.00 4.00 13.00 2.00 2.00 28.6% 0.0% 18.2% 2.00 5.50 7.50 18.00 2.00 5.50 7.50 18.00 2.00 4.00 6.00 17.00 2.00 4.00 6.00 18.00 2.00 2.00 4.00 17.00 (2.00) (2.00) - 0.0% (50.0%) (33.3%) 0.0% 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 2016 ADOPTED 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 18.00 FY 2016 FY 2016 REVISED FORECAST 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 3.00 3.00 17.00 18.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 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 1.00 N/A 1.00 0.0% 1.00 0.0% (1.00) (100.0%) 3.00 0.0% N/A 17.00 0.0% FY 2015 ADOPTED 18.00 18.00 FY 2016 ADOPTED 18.00 18.00 FY 2016 REVISED 17.00 17.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 17.00 0.0% 17.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Communications Manager-County Communications Officer Sr-Cnty 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 Program Coordinator Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2016 FORECAST 18.00 18.00 General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $21,963 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $145 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $6,234 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $5,997 for the impact of the changes in the base level telecommunication charges. • Increase the County Manager’s Operating budget and decrease the Non Departmental Operating budget: o $49,971 for increased activities in the area of Communications o $7,600 for the employee information and communication monitors o $50,804 for the annual maintenance of the Gov Delivery contract 391 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • Department Strategic Plans and Budgets County Manager Decrease the County Manager’s Operating budget and decrease the Other Operating budgets: o $1,620 for bus pass administration o $2,800 for employee service pin and award administration o $67,780 for Constables Administrator position Non Departmental Grant Fund (249) • All grant revenues received in this fund are passed through to other County departments and local municipalities. The Department acted as the pass-through agency for $2.7 million in grants in FY 2015 and anticipates $1.6 million in grants during FY 2016. It is unknown at this time how much the department will receive year to year. Therefore, the Department budget is at $326,455 based on multi-year awards and will go to the Board of Supervisors for an appropriation adjustment as grants are received that requires revenue and expenditure appropriation authority. 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 videos provided within the agreed upon time Percent of state bills impacting the County whose outcome is favorable to the County FY 2015 ACTUAL N/A 11.9% FY 2016 FY 2016 REVISED FORECAST N/A N/A 100.0% 50.0% FY 2017 ADOPTED 97.4% 52.6% REV VS ADOPTED VAR % N/A N/A (47.4%) -47.4% Activities that comprise this program include: • Communications Services • Government Relations Communications Services Activity The purpose of the Communication Services Activity is to provide communication services to elected officials, the general public, and County employees so they can increase awareness of and be more informed about services and actions of Maricopa County government. Mandates: Administrative mandate. 392 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of videos provided within the agreed upon time Number of videos provided Number of public records requests resolved Number of events provided Number of other media provided Number of videos requested Number of public records requests Total expenditures per public record request resolved 100 - GENERAL TOTAL USES FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A 300 N/A N/A N/A 300 N/A N/A $ $ 618,395 618,395 600 N/A N/A N/A 600 N/A N/A $ $ 693,340 693,340 151 N/A N/A N/A 151 N/A N/A $ $ $ 699,820 699,820 REV VS ADOPTED VAR % N/A N/A FY 2017 ADOPTED 97.4% $ $ 151 149 12 2,770 151 153 6,467.54 963,664 963,664 $ $ (449) N/A N/A N/A (449) N/A N/A -74.8% N/A N/A N/A -74.8% N/A N/A (270,324) (270,324) -39.0% -39.0% Activity Narrative: The Department overhauled their Strategic Business Plan for FY 2017 to align the measures with the direction of the new Communications Director. Expenditures have increased in this activity due to several factors including absorption of the internal advertising and tracking related to the Commute Options Activity. Direct costs for this program are now included in the Regulation Compliance Activity, however the staffing, advertising and general support of this program is now included in Communications. Additionally, budget associated with Gov Delivery (email subscription/ communication service) and the employee information/communication monitors had been associated with Non Departmental and have been reallocated to the County Manager’s budget. Finally, staff within the County Manager’s office was redistributed in FY 2016 to better align with the functions they performed. Staff that were previously attributed to general support are now directly under the Communications area. 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 Demand Expenditure Ratio Revenue Measure Description Percent of state bills impacting the County whose outcome is favorable to the County Number of state legislative bills with impact to Maricopa County Number of state legislative bills introduced during Legislative session Total expenditures per bill that impacts Maricopa County FY 2015 ACTUAL 11.9% FY 2016 REVISED 100.0% FY 2016 FORECAST 50.0% N/A N/A N/A 190 N/A N/A N/A N/A N/A 1,400 N/A N/A N/A N/A N/A $ 5,190.99 N/A N/A 249 - NON DEPARTMENTAL GRANTS TOTAL SOURCES $ $ - 100 - GENERAL 249 - NON DEPARTMENTAL GRANTS TOTAL USES $ 918,702 918,702 $ $ FY 2017 ADOPTED 52.6% REV VS ADOPTED VAR % (47.4%) -47.4% 456,288 456,288 $ $ - $ $ - $ $ (456,288) (456,288) -100.0% -100.0% $ 1,018,083 456,288 $ 1,474,371 $ 967,191 967,191 $ 986,288 986,288 $ 31,795 456,288 488,083 3.1% 100.0% 33.1% Expenditure $ $ $ $ Activity Narrative: The Department overhauled their Strategic Business Plan for FY 2017 to better define the services provided by the Government Relations staff. 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. The activity has expenditure reductions due to 393 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2017 Adopted Budget the cancellation of some subscription services and legislative services contracts. The Government Relations staff oversees the Tribal Gaming Grant program and acts as a pass-through organization for funds. In FY 2017, the budget for these pass-through grants is in the General Government activity to better describe the true expenditures associated with the legislative work of Government Relations. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,577,919 $ 600 FY 2016 Revised Budget $ 2,577,919 $ 600 $ (14,629) $ (14,629) - $ 2,563,290 $ 600 $ 22,108 $ 21,963 145 12,231 $ 6,234 5,997 50,804 $ 50,804 - 2,648,433 $ 3.3% 600 0.0% Adjustments: Agenda Item: Reallocations Reallocation Between Depts Bus Cards to Non Departmental Service Pins and Awards to Non Departmental Funding for Communications from Non Departmental Funding for Employee Communication Monitors from Non Departmental Constable Administrator position to Constables $ (1,620) (2,800) 49,971 7,600 (67,780) FY 2017 Baseline Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Reallocations Reallocation Between Depts Gov Delivery from Non Departmental Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 50,804 $ 394 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets County Manager Non Departmental Grant Fund (249) Revenue Expenditures NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Agenda Item: Grants Gila River Indian Community Tribal Gaming Fund Grants C-20-15-033-G-07 FY 2016 County Manager Grant Reconciliation C-20-16-002-G-00 Salt River Pima Maricopa Grant for Fighter Country Prtnshp C-20-16-008-G-00 Salt River Pima Maricopa Grant for AZ Diamondbacks C-20-16-009-G-00 Salt River Pima Maricopa Grant for Friendly House C-20-16-010-G-00 Salt River Pima Maricopa Grant for Heard Museum C-20-16-011-G-00 Salt River Pima Maricopa Grant for Leukemia & Lymphoma Sc C-20-16-012-G-00 Salt River Pima Maricopa Grant for Maricopa Comm Cllges C-20-16-013-G-00 Salt River Pima Maricopa Grant for Patina Wellness C-20-16-014-G-00 Salt River Pima Maricopa Grant for Opportunity for Kids C-20-16-015-G-00 Salt River Pima Maricopa Grant for Southwest Human Devlp C-20-16-016-G-00 Salt River Pima Maricopa Grant for Vision Quest C-20-16-017-G-00 Salt River Pima Maricopa Grant for TGen C-20-16-018-G-00 Salt River Pima Maricopa Grant for Duet C-20-16-019-G-00 Salt River Pima Maricopa Grant for AZ Town Hall C-20-16-020-G-00 Salt River Pima Maricopa Grant for Girls Scouts C-20-16-022-G-00 County Manager Grant Recon C-20-16-025-G-00 FY 2016 Revised Budget Adjustments: Agenda Item: Grants Gila River Indian Community Tribal Gaming Fund Grants C-20-15-033-G-07 FY 2016 County Manager Grant Reconciliation C-20-16-002-G-00 Salt River Pima Maricopa Grant for Fighter Country Prtnshp C-20-16-008-G-00 Salt River Pima Maricopa Grant for AZ Diamondbacks C-20-16-009-G-00 Salt River Pima Maricopa Grant for Friendly House C-20-16-010-G-00 Salt River Pima Maricopa Grant for Heard Museum C-20-16-011-G-00 Salt River Pima Maricopa Grant for Leukemia & Lymphoma Sc C-20-16-012-G-00 Salt River Pima Maricopa Grant for Maricopa Comm Cllges C-20-16-013-G-00 Salt River Pima Maricopa Grant for Patina Wellness C-20-16-014-G-00 Salt River Pima Maricopa Grant for Opportunity for Kids C-20-16-015-G-00 Salt River Pima Maricopa Grant for Southwest Human Devlp C-20-16-016-G-00 Salt River Pima Maricopa Grant for Vision Quest C-20-16-017-G-00 Salt River Pima Maricopa Grant for TGen C-20-16-018-G-00 Salt River Pima Maricopa Grant for Duet C-20-16-019-G-00 Salt River Pima Maricopa Grant for AZ Town Hall C-20-16-020-G-00 Salt River Pima Maricopa Grant for Girls Scouts C-20-16-022-G-00 County Manager Grant Recon C-20-16-025-G-00 FY 2017 Baseline Budget Adjustments: Grants Grant Reconciliation $ 5,000 $ 5,000 $ 1,618,576 374,455 268,333 35,000 35,000 40,000 30,000 20,000 112,000 25,000 35,000 20,000 25,000 100,000 7,500 15,000 20,000 456,288 $ 1,618,576 374,455 268,333 35,000 35,000 40,000 30,000 20,000 112,000 25,000 35,000 20,000 25,000 100,000 7,500 15,000 20,000 456,288 $ 1,623,576 $ 1,623,576 $ (1,513,121) $ (269,000) (268,333) (35,000) (35,000) (40,000) (30,000) (20,000) (112,000) (25,000) (35,000) (20,000) (25,000) (100,000) (7,500) (15,000) (20,000) (456,288) (1,513,121) (269,000) (268,333) (35,000) (35,000) (40,000) (30,000) (20,000) (112,000) (25,000) (35,000) (20,000) (25,000) (100,000) (7,500) (15,000) (20,000) (456,288) $ 110,455 $ 110,455 $ 216,000 216,000 $ 216,000 216,000 $ 326,455 $ 195.6% 326,455 195.6% Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount 395 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Deputy County Manager - Department 920 Analysis by Jack L. Patton, Principal Management and Budget Analyst Summary Mission The Mission of Deputy County Manager 920 is to provide regional leadership and fiscally responsible, necessary public services to residents so they can enjoy living in a healthy and safe environment. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals The Deputy County Manager Department provides leadership and oversight to the various departments under its purview. Program and service activities which are budgeted directly in Department 920 have performance measures included herein. The results of other strategic departmental efforts can be demonstrated in the performance measures of the various departments. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % USES PFMG - PERFORMANCE MANAGEMENT 39PM - PERFORMANCE MANAGEMENT $ $ 218,683 $ 218,683 $ 220,737 $ 220,737 $ 199,750 $ 199,750 $ 227,486 $ 227,486 $ 151,488 $ 151,488 $ 48,262 48,262 24.2% 24.2% POCO - POLICY AND COMPLIANCE 49PC - POLICY AND COMPLIANCE $ $ 506,995 $ 506,995 $ 518,767 $ 518,767 $ 537,383 $ 537,383 $ 493,921 $ 493,921 $ 529,045 $ 529,045 $ 8,338 8,338 1.6% 1.6% OPAD - OFFICE OF PROGRAM ADVOCACY 92OP - PROGRAM ADVOCACY $ $ 139,337 $ 139,337 $ 140,762 $ 140,762 $ 140,762 $ 140,762 $ 140,545 $ 140,545 $ 145,041 $ 145,041 $ (4,279) (4,279) -3.0% -3.0% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 76,563 $ 414,708 12,083 503,354 $ 76,710 $ 432,482 77,795 586,987 $ 76,854 $ 432,818 79,686 589,358 $ 75,579 $ 415,467 28,081 519,127 $ 77,071 $ 435,638 125,785 638,494 $ (217) (2,820) (46,099) (49,136) -0.3% -0.7% -57.9% -8.3% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 3,108 3,108 $ 2,316 $ 3,701 6,017 $ 2,316 $ 3,701 6,017 $ 4,931 $ 3,696 8,627 $ 6,068 $ 3,134 9,202 $ (3,752) 567 (3,185) -162.0% 15.3% -52.9% TOTAL PROGRAMS $ 1,371,477 $ 1,473,270 $ 1,473,270 $ 1,389,706 $ 1,473,270 $ $ 396 - 0.0% Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 1,041,977 $ 566 298,998 1,341,541 $ 1,067,550 $ 2,837 320,660 1,391,047 $ 1,065,994 $ 2,837 319,309 1,388,140 $ 1,040,550 $ 1,317 303,039 1,344,906 $ 1,023,461 $ 504 314,608 1,338,573 $ $ SUBTOTAL $ 6,015 $ 6,015 $ 13,924 $ 13,924 $ 10,639 $ 10,639 $ 7,323 $ 7,323 $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ ALL EXPENDITURES $ 5,244 $ 7,245 8,422 2,261 598 1 150 23,921 $ 1,371,477 $ 33,244 $ 7,075 500 5,880 14,400 6,000 1,200 68,299 $ 1,473,270 $ 29,877 $ 7,075 500 6,231 16,936 12,192 1,200 480 74,491 $ 1,473,270 $ TOTAL USES $ 1,371,477 $ 1,473,270 $ 1,473,270 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 42,533 2,333 4,701 49,567 4.0% 82.2% 1.5% 3.6% 14,807 $ 14,807 $ (4,168) (4,168) -39.2% -39.2% 11,315 $ 6,778 500 8,861 6,912 2,605 146 360 37,477 $ 1,389,706 $ 71,501 $ 7,075 500 9,836 14,400 15,378 1,200 119,890 $ 1,473,270 $ (41,624) (3,605) 2,536 (3,186) 480 (45,399) - -139.3% 0.0% 0.0% -57.9% 15.0% -26.1% 0.0% 100.0% -60.9% 0.0% 1,389,706 $ 1,473,270 $ 0.0% - Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FUND TOTAL USES $ 1,371,477 $ 1,371,477 $ 1,473,270 $ 1,473,270 $ 1,473,270 $ 1,473,270 $ 1,389,706 $ 1,389,706 $ 1,473,270 $ 1,473,270 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,371,477 $ 1,371,477 $ 1,473,270 $ 1,473,270 $ 1,473,270 $ 1,473,270 $ 1,389,706 $ 1,389,706 $ 1,473,270 $ 1,473,270 $ - 0.0% 0.0% 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 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% 2.00 2.00 2.00 2.00 1.20 1.20 1.20 1.20 1.40 1.40 .20 .20 16.7% 16.7% 5.00 5.00 5.00 5.00 4.80 4.80 4.80 4.80 4.60 4.60 (.20) (.20) (4.2%) (4.2%) 1.00 1.00 12.00 1.00 1.00 12.00 1.00 1.00 11.00 1.00 1.00 11.00 1.00 1.00 11.00 - 0.0% 0.0% 0.0% FY 2015 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 12.00 FY 2016 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 12.00 Staffing by Market Range Title MARKET RANGE TITLE Administrator Co Pol/Compliance/PrgAdvoc Dir Communicatn Ofcr/Govt Liaison County Privacy Officer Deputy County Manager Exec Asst to Executive Officer IT Program Manager Management Analyst Managing for Results Faciltatr Special Projects Manager Department Total 397 FY 2016 FY 2016 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 1.00 1.00 1.00 1.00 2.00 2.00 11.00 11.00 FY 2017 REVISED TO ADOPTED 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% 1.00 0.0% 1.00 0.0% N/A 2.00 0.0% 11.00 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 920 Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2015 ADOPTED 12.00 12.00 FY 2016 ADOPTED 12.00 12.00 FY 2016 FY 2016 REVISED FORECAST 11.00 11.00 11.00 11.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 11.00 0.0% 11.00 0.0% General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $14,105 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $482 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular benefits by $105 for the impact of the changes in retirement contribution rates. • Decrease Other Services by $482 based on historical trends • Decrease Internal Service Charges by $567 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $3,759 for the impact of the changes in base level telecommunication charges. • Increase Vacancy Savings by $16,438 to take rate from 1.07% to 2.34%, consistent with vacancy trend. Programs and Activities 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Policy and Compliance Policy and Compliance Activity The purpose of the Policy Compliance Activity is to provide research, legislative bill review, policy review and creation, and streamlining of services to the Board of Supervisors, departments, and districts so they can benefit from standardized methodologies, sound policies, and financial economies of scale that minimize risk exposure and are understandable to all parts of the organization. Mandates: Administrative mandate. 398 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2015 ACTUAL N/A N/A 45 N/A 45 N/A $ 11,941.84 $ $ 506,995 506,995 $ $ 537,383 537,383 FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 45 45 $ 10,976.02 22 22 $ 24,047.50 (23) (23) $ (12,105.66) $ $ $ $ $ $ 493,921 493,921 529,045 529,045 8,338 8,338 -51.1% -51.1% -101.4% 1.6% 1.6% Activity Narrative: Policy and Compliance reviewed a major part of the County policies during FY 2016 so the number of policies to be reviewed in FY 2017 is expected to drop, causing the expenditure ratio to increase. 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 86.7% 86.7% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 13.3% 15.4% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 83.3% 83.3% 80.0% (3.3%) -4.0% N/A 83.3% 83.3% 100.0% 16.7% 20.0% N/A 80.0% 80.0% 100.0% 20.0% 25.0% 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 knowledge of project management best practices likely to lead to high-quality projects being completed on time and within budget. Mandates: Administrative mandate. 399 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Measure Description Percent of project management class participants who report they are familiar with project management best practices. Percent of project management class participants, who have completed a project, that report they used project management best practices. Percent of OPA-guided projects completed on time. Percent of OPA-guided projects completed on or under budget. Percent of OPA-guided projects determined to be suitable for their intended purpose after one year in production. Number of employees who participated in project management classes. Number of mentored projects. Number of project management process/methodology consultations. Number of employees who signed up for project management classes. Number of requests for project mentoring. Number of requests for project management process/methodology consultations. Total activity expenditure per project management class participant. 100 - GENERAL TOTAL USES FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 86.7% 86.7% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 83.3% 83.3% 80.0% (3.3%) -4.0% N/A 83.3% 83.3% 100.0% 16.7% 20.0% N/A 80.0% 80.0% 100.0% 20.0% 25.0% N/A 60 60 20 (40) -66.7% N/A N/A 6 16 6 16 5 16 (1) - -16.7% 0.0% N/A 60 60 20 (40) -66.7% N/A N/A 15 16 15 16 11 16 (4) - -26.7% 0.0% N/A $ $ $ REV VS ADOPTED VAR % 13.3% 15.4% FY 2017 ADOPTED 100.0% 139,337 139,337 $ $ 2,346.03 $ 2,342.42 $ 7,252.05 $ (4,906.02) -209.1% 140,762 140,762 $ $ 140,545 140,545 $ $ 145,041 145,041 $ $ (4,279) (4,279) -3.0% -3.0% Activity Narrative: FY 2017 is the second year of Program Advocacy activities. In FY 2016, 60 staff members will have participated in project management classes with 86.7% reporting being familiar with project management best practices and 83.3% of these participants will complete their identified project on time. For FY 2017, the number of project management class participants is expected to decrease as projects are completed. The number of projects completed under budget using management best practices is expected to be at 100%. 400 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,473,270 $ - FY 2016 Revised Budget $ 1,473,270 $ - FY 2017 Baseline Budget $ 1,473,270 $ - $ 13,728 $ 14,105 (482) 105 (13,728) $ (482) (567) 3,759 (16,438) - 1,473,270 $ 0.0% - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 1.07% to 2.34% Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (16,438) $ 401 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Deputy County Manager - Department 930 Analysis by Christine Jasinski, Management and Budget Analyst and Carmine L. Davis, Management and Budget Supervisor 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. Strategic Goals The Deputy County Manager Department provides leadership and oversight to the various departments under its purview. Direct service activities which have performance measures are not utilized in this department. The results of departmental efforts can be demonstrated in the performance measures of the various departments. Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY USES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ (4,774) $ 4,515 (4,509) (4,768) $ 4,774 4,774 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A N/A N/A N/A TOTAL PROGRAMS $ 6 $ - $ - $ - $ - $ - N/A $ 402 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 930 Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 976,813 $ 356 298,918 (1,276,539) (452) $ 1,198,712 $ 375,344 1,003 (1,575,059) - $ 1,198,712 $ 375,344 1,003 (1,575,059) - $ 1,166,063 $ 622 371,629 2,308 (1,540,622) - $ 1,064,743 $ 394,970 809 (1,460,522) - $ 133,969 (19,626) 194 (114,537) - 11.2% N/A -5.2% 19.3% -7.3% N/A $ 1,152 $ 2,510 (3,662) 2,500 $ 3,000 (5,500) 2,500 $ 3,000 (5,500) 1,278 $ 1,854 (3,132) 2,300 $ (2,300) 200 3,000 (3,200) 8.0% 100.0% -58.2% $ $ $ 4,738 $ 11,082 185 5,618 4 30 (25,926) 4,727 458 $ 6 $ 1,000 $ 45,159 2,500 23,006 200 (81,197) 9,332 - $ - $ 1,000 $ 45,159 2,500 23,006 200 (81,197) 9,332 - $ - $ 548 $ 47,718 1,911 9,355 84 (86,865) 27,249 - $ - $ 2,000 $ 2,750 79,376 2,000 42,000 160 (128,286) - $ - $ (1,000) (2,750) (34,217) 500 (18,994) 40 47,089 9,332 - -100.0% N/A -75.8% 20.0% -82.6% 20.0% N/A 58.0% 100.0% N/A N/A TOTAL USES $ 6 $ - $ - $ - $ - $ FY 2016 ADOPTED FY 2016 REVISED 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 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 ALL EXPENDITURES - N/A Uses by Fund and Function FUND / FUNCTION CLASS 226 PLANNING AND DEVELOPMENT FEES OPERATING $ FUND TOTAL USES $ FY 2015 ACTUAL DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 6 $ 6 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A 6 $ 6 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A Staffing by Program and Activity PROGRAM/ACTIVITY INDIRECT SUPPORT EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED 2.00 11.00 13.00 13.00 2.00 10.00 4.00 16.00 16.00 FY 2015 ADOPTED 1.00 3.00 3.00 1.00 3.00 1.00 1.00 13.00 FY 2016 ADOPTED 1.00 4.00 4.00 1.00 1.00 3.00 1.00 1.00 16.00 FY 2016 REVISED 1.00 12.00 4.00 17.00 17.00 FY 2016 FORECAST 1.00 16.00 4.00 21.00 21.00 FY 2017 ADOPTED 1.00 10.00 4.00 15.00 15.00 REVISED TO ADOPTED VARIANCE VAR % (2.00) (2.00) (2.00) 0.0% (16.7%) 0.0% (11.8%) (11.8%) Staffing by Market Range Title MARKET RANGE TITLE Deputy County Manager Human Resources Analyst Human Resources Associate Human Resources Manager – RDSA Human Resources Specialist Human Resources Support Supv Office Assistant RDSA Ombudsman Research Director Special Projects Manager Department Total 403 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 5.00 6.00 5.00 4.00 1.00 1.00 1.00 3.00 1.00 1.00 3.00 3.00 1.00 1.00 17.00 21.00 FY 2017 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 0.0% 1.00 (1.00) (20.0%) 4.00 0.0% 4.00 0.0% 1.00 1.00 0.0% (1.00) (100.0%) N/A 0.0% 3.00 1.00 0.0% N/A 15.00 (2.00) (11.8% ) Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Staffing by Fund DEPARTMENT/FUND 226 PLANNING AND DEVELOPMENT FEES Department Total FY 2015 ADOPTED 13.00 13.00 FY 2016 ADOPTED 16.00 16.00 FY 2016 FY 2016 REVISED FORECAST 17.00 21.00 17.00 21.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 15.00 (2.00) (11.8%) 15.00 (2.00) (11.8% ) General Adjustments Base Adjustments: Fund (226) Operating • Increase Regular Benefits by $24,992 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $125 for the impact of changes in retirement contribution rates. • Decrease Supplies and Services by $30,524 to maintain structural balance. • Increase Internal Service Charges by $1,189 for the impact of changes in risk management charges. • Increase Internal Service Charges by $4,218 for the impact of the changes in the base level telecommunication charges. Appropriated Budget Reconciliations Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 25,117 $ 24,992 125 (25,117) $ (30,524) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Supplies and Other Services Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ $ (30,524) 1,189 4,218 FY 2017 Adopted Budget $ - $ - The organizational management function for the Deputy County Manager (DCM) is structurally located in the Planning and Development Fees Fund (226). The administrative costs net to zero over the course of the year as the budget is ultimately allocated to the respective Departments under the DCM’s leadership. The total cost for this agency which is allocated out is $1,591,108. 404 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service Education Service Analysis by Lauren M. Cochran, Management and Budget Supervisor Summary Mission The mission of the Education Service Agency is to provide support for innovation and excellence in educational services through alliances to school districts and charter schools throughout Maricopa County so they can ensure that all children and youth will succeed. Vision Setting the standards of excellence in educational innovation, economic management and executive leadership with unparalleled competence and levels of service. Strategic Goals Fiscal Strength By June 30, 2015, Maricopa County Education Service Agency will increase fiscal prudence for all County school districts by 10 percent as evidenced by having 60% 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. The Department will update this goal during the FY 2018 Strategic Business Plan update process. Growth and Economic Development 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%. 405 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2017 for this measure from the Expect More Arizona Survey. The Department will update this goal during the FY 2018 Strategic Business Plan update process. Department Specific By June 30, 2015, Maricopa County Education Service Agency will increase satisfaction in education by 7%, as evidenced by 55% of Maricopa County residents surveyed in the Expect More Arizona survey rating education as “good” or “excellent.” Status: The Expect More Arizona survey baseline data was captured in FY 2009 and released in FY 2010. The Department will update this goal during the FY 2018 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 15,515 15,515 $ $ 167,237 167,237 $ $ 167,237 167,237 $ $ 200,826 200,826 $ $ 451,308 451,308 $ $ 284,071 284,071 169.9% 169.9% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 1,697,636 1,697,636 $ $ 1,692,271 1,692,271 $ $ 1,717,428 1,717,428 $ $ 3,530,003 3,530,003 $ $ 908,814 908,814 $ $ (808,614) (808,614) -47.1% -47.1% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 16,870,467 16,870,467 $ $ 25,239,002 25,239,002 $ $ 25,770,499 25,770,499 $ $ 22,022,754 22,022,754 $ $ 24,875,771 24,875,771 $ $ (894,728) (894,728) -3.5% -3.5% ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ $ 172,431 172,431 $ $ 64,500 64,500 $ $ 361,200 361,200 $ $ 361,200 361,200 $ $ - 172,431 (361,200) (188,769) N/A -100.0% -52.3% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 3,687,797 3,687,797 $ $ - $ $ - $ $ - $ $ - $ $ TOTAL PROGRAMS $ 22,271,415 $ 27,459,710 $ 28,016,364 $ 25,818,083 $ 26,408,324 $ (1,608,040) -5.7% $ - N/A N/A USES ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 898,084 898,084 $ $ 1,365,266 1,365,266 $ $ 1,434,938 1,434,938 $ $ 1,762,573 1,762,573 $ $ 1,462,580 1,462,580 $ $ (27,642) (27,642) -1.9% -1.9% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 7,030,128 7,030,128 $ $ 3,514,502 3,514,502 $ $ 3,544,072 3,544,072 $ $ 4,869,221 4,869,221 $ $ 3,133,639 3,133,639 $ $ 410,433 410,433 11.6% 11.6% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 15,705,888 15,705,888 $ $ 25,794,544 25,794,544 $ $ 27,296,575 27,296,575 $ $ 21,935,197 21,935,197 $ $ 25,911,664 25,911,664 $ $ 1,384,911 1,384,911 5.1% 5.1% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ 72,147 382,054 454,201 $ 361,200 361,200 $ 154,800 154,800 $ (1,724) $ (9,465) 64,500 53,311 $ 190,602 190,602 $ INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 54,288 54,288 $ $ 83,649 64,604 148,253 $ $ 25,291 25,291 $ $ 43,364 43,364 $ $ 43,364 43,364 $ $ TOTAL PROGRAMS $ 24,142,589 $ 31,078,876 $ 32,473,749 $ 28,645,593 $ 30,846,738 $ $ $ 406 $ $ $ $ (190,602) 154,800 (35,802) N/A N/A 100.0% -23.1% (83,649) (21,240) (104,889) N/A -49.0% -241.9% 1,627,011 5.0% Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2015 ACTUAL 19,288,104 1,183,366 20,471,470 FY 2016 ADOPTED $ $ 349,316 1,187,343 1,536,659 $ $ SUBTOTAL $ FY 2016 REVISED 25,193,765 1,940,826 27,134,591 $ 12,000 105,000 117,000 3,259 3,259 $ $ ALL REVENUES $ 22,011,388 OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 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 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 $ $ 25,401,265 1,940,826 27,342,091 $ 23,352,618 1,438,934 24,791,552 $ REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ 24,494,498 1,496,434 25,990,932 $ $ $ 312,392 105,000 417,392 $ (1,682) $ (1,682) $ - $ $ $ $ (906,767) (444,392) (1,351,159) -3.6% -22.9% -4.9% (48,762) (48,762) -13.5% 0.0% -10.5% $ 361,154 105,000 466,154 $ - $ $ - $ $ $ 27,251,591 $ 27,808,245 $ 25,609,964 $ 26,408,324 $ (1,399,921) -5.0% 260,027 260,027 $ $ 208,119 208,119 $ $ 208,119 208,119 $ $ 208,119 208,119 $ $ - $ $ (208,119) (208,119) -100.0% -100.0% 22,271,415 $ 27,459,710 $ 28,016,364 $ 25,818,083 $ 26,408,324 $ (1,608,040) -5.7% FY 2015 ACTUAL $ FY 2016 FORECAST FY 2016 ADOPTED $ FY 2016 REVISED 9,846,254 $ 9,359 3,506,899 (1,238,374) 1,395,278 13,519,416 $ 10,127,334 $ 4,245 9,359 3,551,055 494,810 (1,224,445) 1,395,278 14,357,636 $ 669,598 6,401 33,220 709,219 616,560 2,100 25,800 644,460 647,359 2,100 25,800 675,259 $ 183 $ 9,811,901 715,517 145,148 808,634 125,519 7,621 3,481 (535,720) 535,720 11,618,004 $ $ $ - $ 15,819,438 844,376 137,586 78,400 34,000 1,200 (544,403) 544,403 16,915,000 $ $ FY 2016 FORECAST 8,762,518 $ 45,302 2,733,453 3,134 (61,916) 207,312 11,689,803 $ $ 557,560 262,534 820,094 FY 2017 ADOPTED - N/A N/A REVISED VS ADOPTED VAR % 8,638,515 $ 9,090 27,191 3,007,237 49,987 (1,452,743) 1,438,958 11,718,235 $ 6,729,654 $ 14,654 10,633 2,451,756 (706,386) 852,431 9,352,742 $ 3,397,680 (10,409) (1,274) 1,099,299 494,810 (518,059) 542,847 5,004,894 33.5% -245.2% -13.6% 31.0% 100.0% -42.3% 38.9% 34.9% $ 479,851 $ 3,104 (526) 526 482,955 $ 534,695 $ 2,100 (5,504) 5,504 536,795 $ 112,664 25,800 5,504 (5,504) 138,464 17.4% 0.0% 100.0% N/A N/A 20.5% - $ 16,339,131 844,376 137,586 78,400 34,000 1,200 (544,403) 544,403 17,434,693 $ - $ 800 15,036,233 791,698 110,450 374,205 39,245 3,970 630 (385,184) 466,195 16,438,242 $ 190,602 $ 19,615,339 801,478 199,521 93,400 49,500 1,200 (817,952) 817,952 20,951,040 $ (190,602) (3,276,208) 42,898 (61,935) (15,000) (15,500) 273,549 (273,549) (3,516,347) N/A N/A -20.1% 5.1% -45.0% -19.1% -45.6% 0.0% N/A 50.2% -50.2% -20.2% $ $ SUBTOTAL $ 82,208 82,208 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A ALL EXPENDITURES $ 24,099,234 $ 31,078,876 $ 32,467,588 $ 28,639,432 $ 30,840,577 $ 1,627,011 5.0% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 43,355 43,355 $ $ - $ $ 6,161 6,161 $ $ 6,161 6,161 $ $ 6,161 6,161 $ $ - 0.0% 0.0% TOTAL USES $ 24,142,589 $ 31,078,876 $ 32,473,749 $ 28,645,593 $ 30,846,738 $ 1,627,011 5.0% 407 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2016 REVISED FY 2016 ADOPTED FY 2015 ACTUAL FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED % VAR 0.0% 0.0% $ FUND TOTAL SOURCES $ 843,754 843,754 $ $ 117,000 117,000 $ $ 117,000 117,000 $ $ 124,333 124,333 $ $ 117,000 117,000 $ $ - $ $ $ 24,494,498 24,494,498 $ $ 22,914,418 642,470 23,556,888 $ $ 25,168,410 764,971 25,933,381 $ $ 24,960,910 440,974 25,401,884 $ FUND TOTAL SOURCES $ 19,214,077 74,027 19,288,104 $ -2.7% (673,912) (764,971) -100.0% -5.5% (1,438,883) $ FUND TOTAL SOURCES $ 260,027 260,027 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A $ FUND TOTAL SOURCES $ 115,746 115,746 $ $ 109,551 109,551 $ $ 109,551 109,551 $ $ 109,974 109,974 $ $ 109,551 109,551 $ $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 534,959 534,959 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 795 EDUCATIONAL SUPPLEMENTAL PROG $ OPERATING FUND TOTAL SOURCES $ 692,905 692,905 $ $ 665,000 665,000 $ $ 690,157 690,157 $ $ 758,592 758,592 $ $ 521,000 521,000 $ $ 535,920 535,920 $ $ 566,275 566,275 $ $ 566,275 566,275 $ $ 668,296 668,296 $ $ 566,275 566,275 $ $ - DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 21,937,361 334,054 22,271,415 $ $ $ 27,018,736 440,974 27,459,710 $ $ $ 27,251,393 764,971 28,016,364 $ $ $ 25,175,613 642,470 25,818,083 $ $ $ 26,408,324 26,408,324 $ $ $ -3.1% (843,069) (764,971) -100.0% -5.7% (1,608,040) 715 SCHOOL GRANTS OPERATING NON RECURRING NON PROJECT 255 DETENTION OPERATIONS NON RECURRING NON PROJECT 669 SMALL SCHOOL SERVICE OPERATING 780 SCHOOL TRANSPORTATION OPERATING 782 SCHOOL COMMUNICATION OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING GARNISHMENT SYSTEM UPGRADE NON RECURRING NON PROJECT FY 2015 ACTUAL $ FY 2016 ADOPTED 2,614,431 72,962 2,687,393 $ $ FUND TOTAL USES $ 19,203,403 19,203,403 $ FUND TOTAL USES $ $ FY 2016 REVISED 2,630,770 280,000 2,910,770 $ $ $ 24,960,910 440,974 25,401,884 1,117,217 1,117,217 $ $ 64,082 68,800 132,882 $ FUND TOTAL USES $ $ FUND TOTAL USES $ $ FY 2016 FORECAST 2,630,770 280,000 2,910,770 $ $ $ 25,168,410 764,971 25,933,381 - $ $ 109,551 58,221 167,772 $ $ 546,615 546,615 $ $ $ FUND TOTAL USES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ 265,927 265,927 110,524 78,628 189,152 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,804,982 1,337,607 24,142,589 FUND TOTAL USES $ 715 SCHOOL GRANTS OPERATING NON RECURRING NON PROJECT 255 DETENTION OPERATIONS NON RECURRING NON PROJECT 669 SMALL SCHOOL SERVICE OPERATING NON RECURRING NON PROJECT 780 SCHOOL TRANSPORTATION OPERATING 782 SCHOOL COMMUNICATION OPERATING NON RECURRING NON PROJECT $ FY 2017 ADOPTED 2,594,052 20,000 2,614,052 $ $ $ 22,914,418 642,470 23,556,888 838,219 838,219 $ $ 109,551 58,221 167,772 $ $ 600,000 600,000 $ $ 665,000 204,575 869,575 $ $ $ 566,275 562,600 1,128,875 $ $ $ 29,532,506 1,546,370 31,078,876 $ $ 408 (169,157) (169,157) $ $ $ 24,494,498 24,494,498 158,269 158,269 $ $ 104,435 58,221 162,656 $ $ 600,000 600,000 $ $ 690,157 204,575 894,732 $ $ $ 566,275 562,600 1,128,875 $ $ $ 29,765,163 2,708,586 32,473,749 $ $ $ 0.0% 0.0% REVISED VS ADOPTED VAR % 2,722,933 260,000 2,982,933 $ -24.5% -24.5% $ (92,163) 20,000 (72,163) -3.5% 7.1% N/A -2.5% $ 673,912 764,971 1,438,883 2.7% 100.0% 5.5% 679,906 679,906 $ $ 158,313 158,313 18.9% 18.9% 109,551 109,551 $ $ $ 58,221 58,221 0.0% 100.0% 34.7% 599,357 599,357 $ $ 600,000 600,000 $ $ - 0.0% 0.0% 637,437 49,946 687,383 $ 521,000 582,065 1,103,065 $ $ $ 566,275 310,510 876,785 $ $ 304,389 562,599 866,988 $ $ $ 27,154,088 1,491,505 28,645,593 $ $ $ 29,014,257 1,832,481 30,846,738 $ $ $ 169,157 24.5% (377,490) -184.5% (208,333) -23.3% $ 252,090 252,090 0.0% 44.8% 22.3% $ $ $ 750,906 876,105 1,627,011 2.5% 32.3% 5.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 21.50 21.50 20.00 20.00 19.00 19.00 20.00 20.00 20.00 20.00 1.00 1.00 5.3% 5.3% 121.50 121.50 112.50 112.50 117.00 117.00 117.00 117.00 67.50 67.50 (49.50) (49.50) (42.3%) (42.3%) 5.00 5.00 12.00 12.00 13.00 13.00 13.00 13.00 14.00 14.00 1.00 1.00 7.7% 7.7% 3.00 1.00 4.00 152.00 144.50 .00 .00 149.00 150.00 101.50 (47.50) N/A N/A N/A (31.9%) 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 Human Resources Associate 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 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 2016 ADOPTED FY 2015 ADOPTED 27.00 12.00 2.00 100.00 6.00 5.00 152.00 FY 2016 ADOPTED 24.00 1.00 105.50 6.00 8.00 144.50 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 FY 2016 REVISED 6.00 6.00 1.00 2.00 5.00 1.00 3.00 1.00 44.00 1.00 16.00 30.00 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 1.00 149.00 FY 2016 FORECAST 6.00 6.00 1.00 2.00 6.00 1.00 3.00 1.00 44.00 1.00 16.00 30.00 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 1.00 150.00 FY 2017 ADOPTED 6.00 5.00 1.00 2.00 6.00 1.00 2.00 1.00 17.00 1.00 10.50 22.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 4.00 2.00 1.00 4.00 2.00 1.00 2.00 1.00 1.00 101.50 REVISED TO ADOPTED VARIANCE VAR % N/A 0.0% (1.00) (16.7%) 0.0% 0.0% 1.00 20.0% 0.0% (1.00) (33.3%) 0.0% (27.00) (61.4%) 0.0% (5.50) (34.4%) (8.00) (26.7%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A (1.00) (100.0%) 0.0% (2.00) (33.3%) (1.00) (33.3%) N/A 0.0% (2.00) (33.3%) 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A N/A N/A (47.50) (31.9%) Staffing by Fund DEPARTMENT/FUND 100 255 669 715 782 795 GENERAL DETENTION OPERATIONS SMALL SCHOOL SERVICE SCHOOL GRANTS SCHOOL COMMUNICATION EDUCATIONAL SUPPLEMENTAL PROG Department Total 409 FY 2016 FY 2016 REVISED FORECAST 24.00 24.00 7.00 8.00 1.00 1.00 103.00 103.00 6.00 6.00 8.00 8.00 149.00 150.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 24.00 0.0% 8.00 1.00 14.3% 1.00 0.0% 51.50 (51.50) (50.0%) 9.00 3.00 50.0% 8.00 0.0% 101.50 (47.50) (31.9%) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service Significant Variance Analysis Education Services has a net change in FTE of 47.5 due to the loss of grant funds. 3.0 FTE were moved from the Grant Fund into the School Communication Fund. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $31,608 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $1,647 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $128 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $21,240 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $40,834 for the impact of the changes in base level telecommunication charges. • Increase personnel savings by $119,778 from 3.58% to 9.94%. • Increase Expenditures by $119,778 for the net change in supplies, services and allocations to fund balances. Small Schools Fund (669) Operating • Increase Regular Benefits by $1,309 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $6 for the impact of the changes in the retirement contribution rates. • Decrease Personnel Savings by $1,128 from 1.27% to 0.00%. • Decrease expenditures by $2,443 for the net impact of changes in supplies and services. School Grant Fund (715) • Increase Regular Benefits by $75,116 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $420 for the impact of the changes in retirement contribution rates. • Decrease revenues by $466,412 and expenditures by $488,112 for the anticipated changes in grant awards for FY 2017. School Communication Fund (782) Operating • Increase Regular Benefits by $10,455 for the impact of the changes in health/dental premium rates. • Increase Regular benefits by $56 for the impact of the changes in retirement contribution rates. • Decrease in revenues by $169,157 as a result of less professional development services being purchased by school districts. • Decrease expenditures by $117,584 for a shift of operating costs to Non Recurring and other reductions. • Increase Personnel Savings by $62,084 from 2.25% to 9.08%. School Communication Fund (782) Non Recurring Non Project • Increase expenditures by $582,065 to cover the shortfall in operating revenue. 410 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service Educational Supplemental Programming Fund (795) Operating • Increase Regular Benefits by $14,310 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $82 for the impact of the changes in retirement contribution rates. • Increase expenditures by $46,597 for the net change in services. • Increase Personnel Savings by $60,989 from 2.20% to 10.00%. 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 2015 ACTUAL N/A FY 2016 REVISED 1.0% FY 2016 FORECAST 1.0% FY 2017 ADOPTED 1.0% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Educational Innovation Activity Educational Innovation Activity The purpose of the Educational Innovation Program is to provide professional development, research, grant development/management, data analysis, instruction, communication and advocacy to school district employees so they can increase student academic achievement progress and success. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. 411 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent change of students with one year's academic growth Number of educational professional development sessions provided Number of educational professional development sessions requested Expenditure per educational professional development session provided FY 2015 ACTUAL 715 - SCHOOL GRANTS 255 - DETENTION OPERATIONS 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ 15,600,307 260,027 115,109 359,104 535,920 $ 16,870,467 100 - GENERAL 715 - SCHOOL GRANTS 255 - DETENTION OPERATIONS 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ N/A FY 2016 REVISED 1.0% FY 2016 FORECAST 1.0% FY 2017 ADOPTED 1.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 400 202 400 - 0.0% N/A 400 278 400 - 0.0% N/A $ 68,241.44 $ 108,590.08 $ 64,779.16 $ 3,462.28 5.1% $ 21,273,716 180,636 568,402 $ 22,022,754 $ 23,976,965 521,000 377,806 $ 24,875,771 $ (1,344,356) 521,000 (71,372) $ (894,728) $ 25,321,321 449,178 $ 25,770,499 -5.3% N/A N/A N/A -15.9% -3.5% Expenditure 467,951 $ 24,237 14,203,809 25,447,292 1,117,217 838,219 25,594 (93,486) 217,536 (15,197) 769,291 $ 15,705,888 $ 27,296,575 $ (243,440) $ 45,477 21,273,716 23,976,965 158,269 679,906 178,611 521,000 568,041 688,316 $ 21,935,197 $ 25,911,664 $ (21,240) 1,470,327 158,313 (303,464) 80,975 $ 1,384,911 -87.6% 5.8% 18.9% N/A -139.5% 10.5% 5.1% Base Adjustments: Detention Fund (255) Non Recurring Non Project • Carry forward of $679,906 for Year 2 of the Youth Education Engagement Service pilot program. Educational Supplemental Programming Fund (795) Non Recurring Non Project • Increase expenditures by $310,510 to cover the shortfall in operating revenue. Economic Management Program The purpose of the Economic Management Program is to provide consulting, grant and finance management, professional development, customer support, technology support and advocacy to school district employees so they can increase fiscal prudence in their operations to enhance student learning. Program Results Measure Description Percent of districts in compliance Percent of districts that move out of noncompliance FY 2015 ACTUAL N/A N/A FY 2016 REVISED 100.0% 100.0% FY 2016 FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Economic Management Activity Economic Management Activity The purpose of the Economic Management Program is to provide consulting, grant and finance management, professional development, customer support, technology support and advocacy to school district employees so they can increase fiscal prudence in their operations to enhance student learning. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa 412 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. Measure Type Result Result Measure Description Percent of districts in compliance Percent of districts that move out of non-compliance FY 2015 ACTUAL N/A N/A Output Number of fiscal professional development sessions delivered Number of requests for fiscal professional development sessions Expenditure per fiscal professional development sessions provided N/A 40 35 40 - 0.0% N/A 47 47 47 - 0.0% N/A $ 88,601.80 $ 139,120.60 $ 78,340.98 $ 10,260.83 11.6% Demand Expenditure Ratio Revenue FY 2016 REVISED 100.0% 100.0% FY 2016 FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 100 - GENERAL 715 - SCHOOL GRANTS 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ 828,239 637 534,959 333,801 $ 1,697,636 $ 105,000 95,623 109,551 600,000 690,157 117,097 $ 1,717,428 $ 108,833 2,033,346 109,974 600,000 577,956 99,894 $ 3,530,003 $ 105,000 96,478 107,336 600,000 908,814 $ 100 - GENERAL 715 - SCHOOL GRANTS 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ $ 1,804,829 96,751 167,772 600,000 677,196 197,524 $ 3,544,072 $ 1,420,941 2,033,346 162,656 599,357 508,772 144,149 $ 4,869,221 $ 1,765,931 96,478 107,336 600,000 563,894 $ 3,133,639 $ $ $ 855 (2,215) (690,157) (117,097) (808,614) 0.0% 0.9% -2.0% 0.0% -100.0% -100.0% -47.1% 38,898 273 60,436 113,302 197,524 410,433 2.2% 0.3% 36.0% 0.0% 16.7% 100.0% 11.6% Expenditure 828,256 4,999,444 107,288 546,615 359,413 189,112 $ 7,030,128 $ 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. The number of requests for professional development is expected to remain stable as the economy slowly improves. However, if school districts and charter schools reencounter high turnover rates for financial management staff, this will likely increase demand for training for these services. Base Adjustments: General Fund (100) Garnishment System Upgrade • Increase by $260,000 for the carry forward of the Garnishment System update. 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 2015 ACTUAL N/A FY 2016 REVISED 73.0% Activities that comprise this program include: • Executive Leadership Activity 413 FY 2016 FORECAST 73.0% FY 2017 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2017 Adopted Budget Executive Leadership Activity The purpose of the Executive Leadership Program is to provide communication, advocacy, elections, governing board support, customer support, and legislative consultation to school district employees and citizens so they can increase public satisfaction in education and student learning. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. Measure Type Result Output Demand 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 Expenditure per board training session provided FY 2015 ACTUAL N/A FY 2016 REVISED 73.0% FY 2016 FORECAST 73.0% FY 2017 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% 5 5 $ 179,616.80 6 6 $ 239,156.33 5 5 $ 339,765.80 6 6 $ 243,763.33 $ 100 - GENERAL 715 - SCHOOL GRANTS 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ $ $ $ 12,000 278,027 161,281 451,308 $ 100 - GENERAL 715 - SCHOOL GRANTS 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ $ 1,023,272 278,027 161,281 $ 1,462,580 $ $ 15,515 15,515 $ 12,000 155,237 167,237 15,500 185,326 200,826 $ $ $ (4,607.00) 0.0% 0.0% -1.9% 122,790 161,281 284,071 0.0% 79.1% N/A 169.9% 15,068 (43,489) 779 (27,642) 1.5% -18.5% 0.5% -1.9% Expenditure $ 882,697 150 15,237 898,084 $ 1,038,340 234,538 162,060 $ 1,434,938 $ 1,422,449 185,326 154,798 $ 1,762,573 $ Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,630,770 $ 117,000 FY 2016 Revised Budget $ 2,630,770 $ 117,000 FY 2017 Baseline Budget $ 2,630,770 $ 117,000 30,089 $ 31,608 (1,647) 128 62,074 $ 119,778 - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Realign charges to special revenue fund balances based on trend Decrease supplies and services in General Fund Risk Management Adjustment Base Telecom Adjustment Personnel Savings Adjust Vacancy Savings rate from 3.58% to 9.94% FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ $ 238,070 (118,292) 21,240 40,834 (119,778) $ (119,778) $ 414 - 2,722,933 $ 3.5% 117,000 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service General Fund (100) (continued) Expenditures Revenue GARNISHMENT SYSTEM UPGRADE FY 2016 Adopted Budget $ 280,000 $ - FY 2016 Revised Budget $ 280,000 $ - (280,000) $ (280,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward $ - $ - $ 260,000 260,000 $ - $ 260,000 $ - Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount Detention Fund (255) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Intergovernmental Agreements MCESA and Maricopa County Board IGA - $ - $ 838,219 838,219 $ - $ 838,219 $ - (838,219) $ (838,219) - Agenda Item: C-37-16-005-M-00 FY 2016 Revised Budget Adjustments: Intergovernmental Agreements MCESA and Maricopa County Board IGA $ Agenda Item: $ C-37-16-005-M-00 FY 2017 Baseline Budget Agenda Item: Adjustments: Non Recurring Non Recurring Carry Forward Year 2 of Youth Education Engagement Services (YEES) Pilot FY 2017 Adopted Budget Percent Change from Baseline Amount 415 $ $ - $ - $ 679,906 679,906 $ - $ 679,906 $ - 679,906 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service Small Schools Fund (669) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 109,551 $ 109,551 FY 2016 Revised Budget $ 109,551 $ 109,551 FY 2017 Baseline Budget $ 109,551 $ 109,551 1,315 $ 1,309 6 (1,315) $ (2,443) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease supplies and services in General Fund Personnel Savings Adjust Vacancy Savings rate from 1.27% to 0.00% Agenda Item: $ $ $ (2,443) $ 1,128 1,128 FY 2017 Adopted Budget Percent Change from Baseline Amount $ - 109,551 $ 0.0% 109,551 0.0% Small Schools Fund (669) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 158,164 $ 58,221 $ 58,221 $ 141,027 $ 88,345 Sources: Operating Total Sources: $ $ 115,746 115,746 $ $ 109,551 109,551 $ $ 109,551 109,551 $ $ 109,974 109,974 $ $ 109,551 109,551 $ $ $ 104,435 58,221 162,656 $ $ 109,551 58,221 167,772 $ $ 109,551 58,221 167,772 $ $ 64,082 68,800 132,882 $ 109,551 109,551 Structural Balance $ 51,664 $ - $ - $ 5,539 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - - $ $ - $ $ 88,345 88,345 $ $ 88,345 88,345 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 141,027 141,027 $ $ 416 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service School Grant Fund (715) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants Fort McDowell Yavapai Nation Grant to Youth Council Arizona Community Foundation Grant $ 24,960,910 $ 207,500 7,500 200,000 $ 25,168,410 $ 24,960,910 Agenda Item: C-20-15-036-G-01 C-37-16-006-G-00 FY 2016 Revised Budget Adjustments: Grants Fort McDowell Yavapai Nation Grant to Youth Council Arizona Community Foundation Grant $ 207,500 7,500 200,000 $ 25,168,410 Agenda Item: $ C-20-15-036-G-01 C-37-16-006-G-00 FY 2017 Baseline Budget $ Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Personnel Savings Adjust Vacancy Savings rate from 4.93% to 9.23% Grants Grant Reconciliation (207,500) $ (7,500) (200,000) 24,960,910 (207,500) (7,500) (200,000) $ 24,960,910 Agenda Item: $ $ $ 75,536 $ 75,116 420 (53,836) $ (53,836) - (53,836) $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ (488,112) $ (488,112) (466,412) (466,412) 24,494,498 $ 24,494,498 -1.9% -1.9% School Grant Fund (715) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (302,481) $ FY 2016 REVISED $ - $ 24,960,910 440,974 25,401,884 $ 25,168,410 764,971 25,933,381 $ $ $ $ 25,168,410 764,971 25,933,381 $ $ $ 19,203,403 19,203,403 $ 24,960,910 440,974 25,401,884 Structural Balance $ 10,674 $ - $ Accounting Adjustments $ 1 $ - (217,779) (217,779) $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ $ $ FY 2016 FORECAST - 19,214,077 74,027 19,288,104 Uses: Operating Non-Recurring Total Uses: $ FY 2016 ADOPTED 417 FY 2017 ADOPTED (217,779) $ (217,779) 22,914,418 642,470 23,556,888 $ $ $ 22,914,418 642,470 23,556,888 $ 24,494,498 24,494,498 - $ - $ - $ - $ - $ - $ - $ $ $ $ (217,779) (217,779) $ 24,494,498 24,494,498 (217,779) (217,779) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service School Transportation Fund (780) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 600,000 $ 600,000 FY 2016 Revised Budget $ 600,000 $ 600,000 FY 2017 Baseline Budget $ 600,000 $ 600,000 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 600,000 $ 0.0% 600,000 0.0% School Transportation Fund (780) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 94,065 $ 72,208 $ 72,208 $ 82,409 $ 83,052 Sources: Operating Total Sources: $ $ 534,959 534,959 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 600,000 600,000 Uses: Operating Total Uses: $ $ 546,615 546,615 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 599,357 599,357 $ $ 600,000 600,000 Structural Balance $ (11,656) $ - $ - $ 643 $ - 72,208 72,208 $ $ 72,208 72,208 $ $ 83,052 83,052 $ $ 83,052 83,052 Expenditures Revenue Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 82,409 82,409 $ $ School Communication Fund (782) OPERATING FY 2016 Adopted Budget $ 665,000 $ 665,000 $ 25,157 25,157 $ 25,157 25,157 FY 2016 Revised Budget $ 690,157 $ 690,157 FY 2017 Baseline Budget $ 690,157 $ 690,157 10,511 $ 10,455 56 (179,668) $ (117,584) - Adjustments: Mid Year Adjustments Amend Contract w Tyler Tech Agenda Item: C-37-09-011-3-04 Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Additional Shift of Operating Costs to Non Recurring and Other Reductions Personnel Savings Adjust Vacancy Savings Rate from 2.25% to 9.08% Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ $ (117,584) $ (62,084) (62,084) $ $ 418 - $ (169,157) (169,157) 521,000 $ -24.5% 521,000 -24.5% Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2017 Adopted Budget School Communication Fund (782) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 204,575 $ - FY 2016 Revised Budget $ 204,575 $ - (204,575) $ (204,575) - Adjustments: Non Recurring Other Non Recurring Use of fund balance to cover operating expenditures Agenda Item: $ $ (204,575) FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Use of fund balance to cover operating expenditures $ - $ - $ 582,065 582,065 $ - $ 582,065 $ - Agenda Item: $ 582,065 FY 2017 Adopted Budget Percent Change from Baseline Amount School Communication Fund (782) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 253,198 $ 204,575 $ 204,575 $ 680,176 $ 751,385 Sources: Operating Total Sources: $ $ 692,905 692,905 $ $ 665,000 665,000 $ $ 690,157 690,157 $ $ 758,592 758,592 $ $ 521,000 521,000 $ $ $ 637,437 49,946 687,383 $ $ 690,157 204,575 894,732 $ $ 665,000 204,575 869,575 $ $ 265,927 265,927 $ 521,000 582,065 1,103,065 $ 426,978 $ - $ - $ 121,155 $ - $ $ 680,176 680,176 $ $ - $ $ - $ $ 751,385 751,385 $ $ 169,320 169,320 Uses: Operating Non-Recurring Total Uses: Structural Balance Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 419 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service Educational Supplemental Programming Fund (795) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 566,275 $ 566,275 FY 2016 Revised Budget $ 566,275 $ 566,275 FY 2017 Baseline Budget $ 566,275 $ 566,275 $ 14,392 $ 14,310 82 (14,392) $ 46,597 - (60,989) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Adjust Services based on current forecast Personnel Savings Adjust Vacancy Savings Rate from 2.20% to 10.00% Agenda Item: $ $ 46,597 $ (60,989) FY 2017 Adopted Budget Percent Change from Baseline Amount $ 566,275 $ 0.0% Expenditures 566,275 0.0% Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 562,600 $ - FY 2016 Revised Budget $ 562,600 $ - (562,600) $ (562,600) - $ - Adjustments: Non Recurring Other Non Recurring Use of fund balance to cover operating expenditures Agenda Item: $ $ (562,600) FY 2017 Baseline Budget Adjustments: Other Non Recurring Use of fund balance to cover operating expenditures $ - Agenda Item: 310,510 $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 420 - 310,510 310,510 $ - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Education Service Educational Supplemental Programming Fund (795) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 451,087 $ 562,600 $ 562,600 $ 797,853 $ 599,161 Sources: Operating Total Sources: $ $ 535,920 535,920 $ $ 566,275 566,275 $ $ 566,275 566,275 $ $ 668,296 668,296 $ $ 566,275 566,275 $ $ $ 304,389 562,599 866,988 $ $ 566,275 562,600 1,128,875 $ $ 566,275 562,600 1,128,875 $ $ 110,524 78,628 189,152 $ 566,275 310,510 876,785 Structural Balance $ 425,396 $ - $ - $ 363,907 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - - $ $ - $ $ 599,161 599,161 $ $ 288,651 288,651 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 797,853 797,853 $ $ 421 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Elections Elections Analysis by Idamarie C. Flaherty, Senior 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 June 2018, there will be a 5% reduction in negative post-election contacts (indicating satisfaction with access and ability to vote). Status: The department currently is running less than 5% negative post-election contacts. Regional Services By June, 2018, 75% of total votes cast will be done by mail. Status: Primary and General Elections in last two fiscal years have had over 80% ballot casting done by early voting. 422 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % ELEC - ELECTION PROCESSING 21EL - ELECTIONS PROCESSING $ $ 4,167,157 $ 4,167,157 $ 4,691,382 $ 4,691,382 $ 9,472,986 $ 9,472,986 $ 7,081,112 $ 7,081,112 $ 4,161,254 $ 4,161,254 $ (5,311,732) (5,311,732) -56.1% -56.1% CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ $ 23,369 $ 11,270 34,639 $ 7,002 $ 304 7,306 $ 7,002 $ 304 7,306 $ 5,370 $ 271 5,641 $ 12,001 $ 204 12,205 $ 4,999 (100) 4,899 71.4% -32.9% 67.1% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ - $ - $ - $ - $ - $ - $ - $ - $ 2 $ 2 $ 2 2 N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 117,863 $ 117,863 $ - $ - $ - $ - $ 632,272 $ 632,272 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 4,319,659 $ 4,698,688 $ 9,480,292 $ 7,719,025 $ 4,173,461 $ (5,306,831) -56.0% 14,923,352 $ 224,643 15,147,995 $ 9,858,071 $ 1,315,474 11,173,545 $ 16,103,350 $ 1,305,647 17,408,997 $ 11,408,449 $ 694,947 12,103,396 $ 19,008,084 $ 1,358,201 20,366,285 $ (2,904,734) (52,554) (2,957,288) -18.0% -4.0% -17.0% 152,158 $ 1,098,564 1,250,722 $ 150,538 $ 1,200,199 1,350,737 $ 157,405 $ 1,200,199 1,357,604 $ 174,380 $ 1,207,607 1,381,987 $ 181,810 $ 1,738,966 1,920,776 $ (24,405) (538,767) (563,172) -15.5% -44.9% -41.5% 313,951 $ 59,337 401,538 370,393 1,145,219 $ 317,214 $ 57,202 349,087 476,583 1,200,086 $ 264,747 $ 57,202 349,087 52,467 479,548 1,203,051 $ 241,212 $ 57,188 378,659 45,826 421,212 1,144,097 $ 242,879 $ 62,943 333,547 59,852 431,135 1,130,356 $ 21,868 (5,741) 15,540 (7,385) 48,413 72,695 8.3% -10.0% 4.5% -14.1% 10.1% 6.0% $ - $ 55,296 55,296 $ 39,987 $ 53,224 93,211 $ 39,987 $ 53,224 93,211 $ 39,899 $ 53,220 93,119 $ 79,621 $ 92,601 172,222 $ (39,634) (39,377) (79,011) -99.1% -74.0% -84.8% TOTAL PROGRAMS $ 17,599,232 $ 13,817,579 $ 20,062,863 $ 14,722,599 $ 23,589,639 $ (3,526,776) -17.6% 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 PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED 115,040 $ 4,170,655 4,285,695 $ FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 464,778 4,215,002 4,679,780 $ 402 402 $ $ 402 402 $ $ 3,261 3,261 $ $ 203 203 $ $ $ 967,994 $ 8,493,390 9,461,384 $ 632,272 $ 7,070,112 7,702,384 $ 405,750 $ 3,750,002 4,155,752 $ (562,244) (4,743,388) (5,305,632) -58.1% -55.8% -56.1% (199) (199) -49.5% -49.5% 4,009 4,009 $ $ $ SUBTOTAL $ 22,881 22,881 $ $ 7,000 $ 7,000 $ 7,000 7,000 $ $ 5,370 5,370 $ $ 12,000 12,000 $ $ 5,000 5,000 71.4% 71.4% $ $ 5,500 $ 6,006 11,506 $ 5,500 6,006 11,506 $ $ 1,000 4,506 5,506 $ $ 2,714 5,296 8,010 $ SUBTOTAL $ 2,823 4,251 7,074 $ (4,500) (1,500) (6,000) -81.8% -25.0% -52.1% ALL REVENUES $ 4,319,659 $ 4,698,688 $ 9,480,292 $ 7,719,025 $ 4,173,461 $ (5,306,831) -56.0% TOTAL SOURCES $ 4,319,659 $ 4,698,688 $ 9,480,292 $ 7,719,025 $ 4,173,461 $ (5,306,831) -56.0% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 423 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2017 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 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 2,436,055 $ 767,722 253,254 1,092,826 10,516 67,995 4,628,368 $ 2,433,592 $ 301,783 212,645 1,114,084 3,800 4,065,904 $ 2,439,318 $ 301,783 212,645 1,108,358 3,800 4,065,904 $ 2,387,202 $ 307,358 253,918 1,100,530 8,389 5,331 4,062,728 $ 2,414,610 $ 1,101,586 747,778 1,257,659 3,624 5,525,257 $ 24,708 (799,803) (535,133) (149,301) 176 (1,459,353) 1.0% -265.0% -251.7% -13.5% 4.6% N/A -35.9% SUBTOTAL $ 468,232 $ 16,973 485,205 $ 454,345 $ 12,100 466,445 $ 454,345 $ 12,100 466,445 $ 366,828 $ 7,744 374,572 $ 362,967 $ 19,200 382,167 $ 91,378 (7,100) 84,278 20.1% -58.7% 18.1% 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 $ 4,512 $ 10,281,094 157,625 3,133 71,349 63,005 17,457 1,817,072 70,412 12,485,659 $ 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 $ 7,000 $ 13,277,291 71,175 359,590 99,144 28,625 24,500 1,553,889 59,300 50,000 15,530,514 $ 4,579 $ 8,640,516 59,178 38,443 103,594 27,272 6,987 1,303,504 51,226 50,000 10,285,299 $ 10,500 $ 12,844,028 209,956 320,725 165,870 71,750 13,300 2,012,377 35,408 85,000 15,768,914 $ (3,500) 433,263 (138,781) 38,865 (66,726) (43,125) 11,200 (458,488) 23,892 (35,000) (238,400) -50.0% 3.3% -195.0% 10.8% -67.3% -150.7% 45.7% -29.5% 40.3% -70.0% -1.5% ALL EXPENDITURES $ 17,599,232 $ 13,817,579 $ 20,062,863 $ 14,722,599 $ 21,676,338 $ (1,613,475) -8.0% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ - $ - $ - $ - $ 1,913,301 $ 1,913,301 $ (1,913,301) (1,913,301) N/A N/A TOTAL USES $ 17,599,232 $ 13,817,579 $ 20,062,863 $ 14,722,599 $ 23,589,639 $ (3,526,776) -17.6% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 2,276,495 $ 1,925,301 4,201,796 $ 1,853,410 $ 2,375,000 4,228,410 $ 1,853,410 $ 6,653,388 8,506,798 $ 1,853,410 $ 5,230,629 7,084,039 $ 1,853,410 $ 1,913,301 3,766,711 $ (4,740,087) (4,740,087) 0.0% -71.2% -55.7% 117,863 $ 117,863 $ 470,278 $ 470,278 $ 973,494 $ 973,494 $ 634,986 $ 634,986 $ 406,750 $ 406,750 $ (566,744) (566,744) -58.2% -58.2% 2,394,358 $ 1,925,301 $ 4,319,659 $ FY 2015 ACTUAL 2,323,688 $ 2,375,000 $ 4,698,688 $ FY 2016 ADOPTED 2,826,904 $ 6,653,388 $ 9,480,292 $ FY 2016 REVISED 2,488,396 $ 5,230,629 $ 7,719,025 $ FY 2016 FORECAST FUND TOTAL USES $ 7,602,381 $ 9,878,989 17,481,370 $ 9,018,145 $ 4,329,156 13,347,301 $ 9,018,145 $ 10,071,224 19,089,369 $ 8,977,100 $ 5,429,156 14,406,256 $ 9,164,929 $ 12,104,659 1,913,301 23,182,889 $ $ FUND TOTAL USES $ 117,862 $ 117,862 $ 470,278 $ 470,278 $ 973,494 $ 973,494 $ 316,343 $ 316,343 $ 406,750 $ 406,750 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,720,243 $ 9,878,989 $ 17,599,232 $ 9,488,423 $ 4,329,156 $ 13,817,579 $ 9,991,639 $ 10,071,224 $ 20,062,863 $ 9,293,443 $ 5,429,156 $ 14,722,599 $ 9,571,679 $ 14,017,960 $ 23,589,639 $ 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 $ 424 2,260,160 $ (566,744) -20.0% 1,913,301 $ (4,740,087) -71.2% 4,173,461 $ (5,306,831) -56.0% REVISED VS ADOPTED FY 2017 ADOPTED VAR % (146,784) (2,033,435) (1,913,301) (4,093,520) 566,744 566,744 419,960 (3,946,736) (3,526,776) -1.6% -20.2% N/A -21.4% 58.2% 58.2% 4.2% -39.2% -17.6% Maricopa County Annual Business Strategies FY 2017 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 PROCUREMENT PROGRAM TOTAL PRE ELECTION PROCESSING CANDIDATE FILING CAMPAIGN FIN VOTER REGISTRATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 20.00 3.00 23.00 20.00 3.00 23.00 20.00 3.00 23.00 20.00 3.00 23.00 20.00 3.00 23.00 - 0.0% 0.0% 0.0% 3.00 4.00 1.00 4.00 12.00 3.00 2.00 1.00 6.00 12.00 2.00 2.00 1.00 6.00 1.00 12.00 2.00 2.00 1.00 6.00 1.00 12.00 2.00 2.00 1.00 6.00 1.00 12.00 - 0.0% 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 52.00 2.00 15.00 17.00 52.00 2.00 15.00 17.00 52.00 - 0.0% 0.0% 0.0% 0.0% 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 2016 ADOPTED 5.00 2.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 25.00 1.00 1.00 1.00 52.00 FY 2016 FY 2016 REVISED FORECAST 5.00 5.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 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 23.00 23.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 52.00 52.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 5.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% N/A N/A 2.00 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% 2.00 0.0% 1.00 0.0% N/A 1.00 0.0% N/A 23.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 52.00 0.0% FY 2015 ADOPTED 52.00 52.00 FY 2016 ADOPTED 52.00 52.00 FY 2016 FY 2016 REVISED FORECAST 52.00 52.00 52.00 52.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 52.00 0.0% 52.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Administrator Business Systems Analyst Communicatn Ofcr/Govt Liaison Consultant Database Report Writer Analyst Deputy Director - Elections Director - Elections Executive Assistant Finance/Business Analyst GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead GIS Technician Human Resources Specialist Legislative Analyst - County Management Assistant Office Assistant Office Assistant Specialized Operations/Program Manager Procurement Specialist Special Projects Manager Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $68,890 for the impact of the changes in health/dental premium rates. 425 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • • Department Strategic Plans and Budgets Elections Increase Personnel Benefits Savings by $1,369 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. Increase Regular Benefits by $252 for the impact of the changes in retirement contribution rates. Increase Other Services by $50,619 for the impact of the changes in Personnel Savings. Increase Internal Service Charges by $39,377 for the impact of the changes in risk management charges. Increase Internal Service Charges by $39,634 for the impact of the changes in the base level telecommunication charges. Increase in Personnel Savings by $50,619 from 2.8% to 4.0%. General Fund (100) PRI/GEN Election Cycle Spending • Newly funded revenues of $1,913,301 for General and Primary Elections. • Newly funded expenditures of $12,104,659 for General and Primary Elections. General Fund (100) Non Recurring Non Project • One-Time Transfer of $1,913,301 from General Fund (100) to County Improvement Fund (445). Elections Grants Fund (248) Operating • Decrease Grant Fund revenues by $63,528 based on decrease in grant sources. • Decrease Grant Fund expenditures by $63,528 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 2015 ACTUAL 1.5% 100.0% FY 2016 FY 2016 REVISED FORECAST 7.0% 2.3% 100.0% 100.0% FY 2017 ADOPTED 3.7% 100.0% REV VS ADOPTED VAR % (3.3%) -47.8% 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. 426 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 1.5% 7.0% 2.3% 3.7% (3.3%) -47.8% Fines levied as a percentage of active political committees. Number of candidates trained, precinct 14,879 1,000 1,663 5,200 4,200 420.0% committeemen processed and filings processed. Number of candidate filings and active 18,194 1,500 1,913 5,200 3,700 246.7% committees. Number of candidates running for office, 16,082 1,000 591 290 (710) -71.0% precinct committeemen processed and filings. Cost per candidate trained. $ 10.23 $ 157.41 $ 104.86 $ 34.96 $ 122.44 77.8% 100 - GENERAL TOTAL SOURCES $ $ 23,369 23,369 $ $ 7,002 7,002 $ $ 5,370 5,370 $ $ 12,001 12,001 $ $ 4,999 4,999 71.4% 71.4% 100 - GENERAL TOTAL USES $ $ 152,158 152,158 $ $ 157,405 157,405 $ $ 174,380 174,380 $ $ 181,810 181,810 $ $ (24,405) (24,405) -15.5% -15.5% Expenditure 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 increase in activity for FY 2017 compared to FY 2016 Revised, because FY 2017 elections involve individual candidates that need training. The FY 2017 budgeted revenues and expenditures increase compared to FY 2016 Revised, corresponding to the increase 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 2015 ACTUAL 100.0% $ 425,435 425,435 2.58 100 - GENERAL TOTAL SOURCES $ $ 11,270 11,270 100 - GENERAL TOTAL USES $ 1,098,564 $ 1,098,564 FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% $ 275,000 275,000 4.36 $ $ 304 304 $ 364,588 364,588 3.31 $ $ 271 271 FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 575,000 575,000 3.02 300,000 300,000 1.34 109.1% 109.1% 30.7% $ $ $ 204 204 $ $ (100) (100) -32.9% -32.9% $ 1,738,966 $ 1,738,966 $ $ (538,767) (538,767) -44.9% -44.9% Expenditure $ 1,200,199 $ 1,200,199 427 $ 1,207,607 $ 1,207,607 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2017 Adopted Budget Voter Registration Activity 700,000 Registrations 600,000 500,000 400,000 300,000 200,000 100,000 0 FY 15 Actual FY 16 Revised Demand FY 16 Forecast FY 17 Adopted Output Activity Narrative: FY 2017 includes the Presidential and General Elections as well as jurisdictional Elections in March and May. Voter registration and elections processing costs are driven by several factors: the number of registered voters (estimated 2.1M); the number and types of elections to be held (this is the largest election cycle in the four year cycle); and the effect of popular programs, such as the permanent early voting list (estimating 1.4M). With the current office of President meeting its term limitation, both political parties may have a heavily contested race, which should spark increased voter interest. Voter Registration activity increases as the voting public becomes increasingly more interested in participating in the election cycle. 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 2015 ACTUAL 35.1% 84.9% 100.0% FY 2016 FY 2016 REVISED FORECAST 71.4% 71.4% 83.5% 84.4% 100.0% 100.0% FY 2017 ADOPTED 65.0% 80.5% 100.0% REV VS ADOPTED VAR % (6.4%) -9.0% (3.0%) -3.6% 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. 428 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2017 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 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 35.1% 71.4% 71.4% 65.0% (6.4%) -9.0% 2,501,211 1,750,000 2,550,971 4,300,000 2,550,000 145.7% 2,268,757 1,750,000 2,550,971 4,300,000 2,550,000 145.7% $ 5.97 $ 9.20 $ 4.47 $ 4.42 $ 4.78 52.0% 100 - GENERAL 248 - ELECTIONS GRANTS TOTAL SOURCES $ 4,167,157 $ 4,167,157 $ 8,499,492 973,494 $ 9,472,986 $ 7,078,398 2,714 $ 7,081,112 $ 3,754,504 406,750 $ 4,161,254 $ (4,744,988) (566,744) $ (5,311,732) -55.8% -58.2% -56.1% 100 - GENERAL 248 - ELECTIONS GRANTS TOTAL USES $ 14,805,490 117,862 $ 14,923,352 $ 15,129,856 973,494 $ 16,103,350 $ 11,092,106 316,343 $ 11,408,449 $ 18,601,334 406,750 $ 19,008,084 $ (3,471,478) 566,744 $ (2,904,734) -22.9% 58.2% -18.0% Expenditure Activity Narrative: With the current office of President meeting its term limitation, both political parties may have a heavily contested race, which should spark increased voter interest. The Voter Turnout variance appears to decrease, however, this is an anomaly. 65% of 4.3M voters is 1.5M more voters than 71.4% of 1.75M voters. 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 2015 ACTUAL 84.9% 100.0% FY 2016 FY 2016 REVISED FORECAST 83.5% 84.4% 100.0% 100.0% REV VS ADOPTED VAR % (3.0%) -3.6% 0.0% 0.0% FY 2017 ADOPTED 80.5% 100.0% 49,812 49,812 49,812 50,000 875,000 50,000 42,905 727,905 42,905 110,150 2,180,000 110,150 60,150 1,305,000 60,150 120.3% 149.1% 120.3% 49,812 875,000 727,905 2,180,000 1,305,000 149.1% $ 4.51 $ 26.11 $ 16.20 $ 12.33 $ 13.78 52.8% $ 4.51 $ 1.49 $ 0.95 $ 0.62 $ 0.87 58.2% $ $ 224,643 224,643 $ 1,305,647 $ 1,305,647 $ $ 694,947 694,947 $ 1,358,201 $ 1,358,201 $ $ (52,554) (52,554) -4.0% -4.0% Activity Narrative: Provisional Ballot activity increases as the voting public becomes increasingly interested in participating in the election cycle. 429 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 9,018,145 $ 1,853,410 FY 2016 Revised Budget $ 9,018,145 $ 1,853,410 FY 2017 Baseline Budget $ 9,018,145 $ 1,853,410 $ 67,773 $ 68,890 (1,369) 252 79,011 $ 50,619 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase in Other Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 2.8% to 4.0% Agenda Item: $ $ 50,619 39,377 39,634 (50,619) $ - (50,619) FY 2017 Adopted Budget Percent Change from Baseline Amount $ 9,164,929 $ 1.6% Expenditures 1,853,410 0.0% Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 1,913,301 $ 1,913,301 - $ 1,913,301 $ - Adjustments: Agenda Item: Capital Improvement Program Transfer to Capital Proj Fund From General Fund (100) to County Improvement Plan Fund (445) FY 2017 Adopted Budget 430 $ 1,913,301 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Elections General Fund (100) (continued) Expenditures Revenue PRI/GEN ELEC CYCLE SPENDING FY 2016 Adopted Budget Adjustments: Non Recurring Elections Expense Increases Special Elects Prop 123 / 124 Supplemental Funding Mid Year Adjustments Elections Expense Increases (2) 2,375,000 $ 5,378,388 $ 1,100,000 4,278,388 4,278,388 4,278,388 $ 363,680 $ 363,680 - $ 10,071,224 $ 6,653,388 $ (5,378,388) $ (1,100,000) (4,278,388) (4,329,156) $ (4,329,156) (4,278,388) (4,278,388) (2,375,000) (2,375,000) C-21-16-004-2-00 C-21-16-008-2-00 C-21-16-011-2-00 Agenda Item: C-21-16-004-2-00 C-21-16-008-2-00 $ $ (363,680) $ (363,680) - $ - $ - $ 12,104,659 $ 12,104,659 1,913,301 1,913,301 $ 12,104,659 $ 1,913,301 C-21-16-011-2-00 FY 2017 Baseline Budget Adjustments: Other Mandates Primary and General Elections 4,329,156 $ Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Elections Expense Increases Special Elects Prop 123 / 124 Other Mandates Primary and General Elections Supplemental Funding Mid Year Adjustments Elections Expense Increases (2) $ Agenda Item: FY 2017 Adopted Budget Elections Grant Fund (248) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Helping America Vote Grant 470,278 $ 503,216 $ 503,216 503,216 503,216 $ 973,494 $ 973,494 $ (503,216) $ (503,216) (503,216) (503,216) $ 470,278 $ 470,278 $ (63,528) $ (63,528) (63,528) (63,528) $ 406,750 $ -13.5% 406,750 -13.5% C-21-06-011-0-02 Agenda Item: C-21-06-011-0-02 FY 2017 Baseline Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Help America Vote Grant 470,278 $ Agenda Item: FY 2016 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Helping America Vote Grant $ Agenda Item: C-21-09-004-G-00 FY 2017 Adopted Budget Percent Change from Baseline Amount 431 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ - $ 728,060 $ 728,060 $ - $ 318,643 Sources: Operating Total Sources: $ $ 117,863 117,863 $ $ 470,278 470,278 $ $ 973,494 973,494 $ $ 634,986 634,986 $ $ 406,750 406,750 Uses: Operating Total Uses: $ $ 117,862 117,862 $ $ 470,278 470,278 $ $ 973,494 973,494 $ $ 316,343 316,343 $ $ 406,750 406,750 Structural Balance $ 1 $ - $ - $ 318,643 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 728,060 728,060 $ $ 728,060 728,060 $ $ 318,643 318,643 $ $ 318,643 318,643 - $ $ 432 Maricopa County Annual Business Strategies FY 2017 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, emergency management response and 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 December 2020, Emergency Management will be able to communicate to 60% of the whole community within 15 minutes as evidenced by an 80% success rate in activating available channels (mediums) through exercise or real event. Status: On April 30, 2015 the Community Emergency Notification System (CENS) system was activated for the 10 mile Emergency Planning Zone (EPZ) around the Palo Verde Nuclear Generation station. This test was done to support the Arizona Department of Homeland Security and the National Department of Homeland Security PrepareAthon. This test consisted of calling every phone number listed in the CENS database that has an address listed in the 10 mile EPZ. There were a total of 931 calls with 584 of these calls answered for a return of 62.72%. The results show that the test was successful and should be repeated annually. Safe Communities By June 2020, 65% of the County Departments will have a Continuity of Operations Plan (COOP) in place as evidenced by a 65% success rate through exercise or real event activation. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Safe Communities By June 2020, Emergency Management will coordinate 100% 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: As of February 2016, Emergency Management has already converted 6 Emergency Operation Plans (EOP) to ESF based plans. Emergency Management will continue to review municipal emergency plans and reviews while holding emergency exercises for those reviews for 2016. 433 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,512,037 $ 1,512,037 $ 1,696,323 $ 1,696,323 $ 1,884,122 $ 1,884,122 $ 1,796,566 $ 1,796,566 $ 1,725,737 $ 1,725,737 $ (158,385) (158,385) GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 25,523 $ 25,523 $ - $ - $ - $ - $ 211,651 $ 211,651 $ - $ - $ TOTAL PROGRAMS $ 1,537,560 $ 1,696,323 $ 1,884,122 $ 2,008,217 $ 1,725,737 $ (158,385) -8.4% PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,503,502 $ 1,503,502 $ 1,764,690 $ 1,764,690 $ 1,938,670 $ 1,938,670 $ 1,779,140 $ 1,779,140 $ 1,855,980 $ 1,855,980 $ 82,690 82,690 4.3% 4.3% EMER - EMERGENCY OPERATIONS MGMT 15RR - RESPONSE AND RECOVERY $ $ 83,260 $ 83,260 $ 92,487 $ 92,487 $ 92,487 $ 92,487 $ 84,991 $ 84,991 $ 33,214 $ 33,214 $ 59,273 59,273 64.1% 64.1% POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ - $ - $ 28,494 $ 28,494 $ 42,313 $ 42,313 $ 36,336 $ 36,336 $ 22,256 $ 22,256 $ 20,057 20,057 47.4% 47.4% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 103,988 $ 3,731 107,719 $ 107,762 $ 69,061 3,761 180,584 $ 107,762 $ 69,061 3,761 180,584 $ 107,762 $ 45,064 3,769 156,595 $ 79,500 $ 69,693 4,009 153,202 $ 28,262 (632) (248) 27,382 26.2% -0.9% -6.6% 15.2% TOTAL PROGRAMS $ 1,694,481 $ 2,066,255 $ 2,254,054 $ 2,057,062 $ 2,064,652 $ - -8.4% -8.4% N/A N/A USES 189,402 8.4% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ACTUAL $ SUBTOTAL $ CHARGES FOR SERVICE $ 0634 - INTERGOV CHARGES FOR SERVICES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 1,323,702 1,323,702 FY 2016 ADOPTED FY 2016 REVISED $ $ 1,477,972 1,477,972 $ $ 210,273 $ 210,273 $ 218,351 218,351 $ $ $ SUBTOTAL $ 3,585 3,585 $ $ ALL REVENUES $ 1,537,560 $ TOTAL SOURCES $ 1,537,560 $ FY 2016 FORECAST 1,665,771 1,665,771 $ $ 218,351 $ 218,351 $ 1,808,952 1,808,952 FY 2017 ADOPTED $ $ 197,331 $ 197,331 $ REVISED VS ADOPTED % VAR 1,506,549 $ 1,506,549 $ (159,222) (159,222) -9.6% -9.6% 219,188 219,188 $ $ 837 837 0.4% 0.4% - $ $ - N/A N/A - $ - $ - $ $ 1,934 1,934 $ $ 1,696,323 $ 1,884,122 $ 2,008,217 $ 1,725,737 $ (158,385) -8.4% 1,696,323 $ 1,884,122 $ 2,008,217 $ 1,725,737 $ (158,385) -8.4% 434 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 749,176 $ 5,151 257,333 9,166 (53,038) 194,067 1,161,855 $ 939,321 $ 4,500 356,060 15,142 (69,602) 269,477 1,514,898 $ 945,195 $ 4,500 350,186 15,142 (69,602) 269,477 1,514,898 $ 864,614 $ 2,775 314,974 14,652 (68,717) 238,775 1,367,073 $ 854,249 $ 5,500 332,907 10,000 (90,532) 274,645 1,386,769 $ 90,946 (1,000) 17,279 5,142 20,930 (5,168) 128,129 9.6% -22.2% 4.9% 34.0% 30.1% -1.9% 8.5% SUBTOTAL $ 102,090 $ 1,504 20,882 124,476 $ 23,267 $ 1,000 25,576 49,843 $ 23,267 $ 1,000 25,576 49,843 $ 47,881 $ 1,216 36,615 85,712 $ 54,332 $ 1,350 39,901 95,583 $ (31,065) (350) (14,325) (45,740) -133.5% -35.0% -56.0% -91.8% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 171,851 727 32,232 192,629 2,585 1,326 579 117 (8,240) 3,159 396,965 $ - $ 214,892 4,500 30,032 219,513 18,500 5,500 500 (8,635) 16,712 501,514 $ - $ 402,691 4,500 30,032 219,513 18,500 5,500 500 (8,635) 15,867 688,468 $ 128 $ 324,214 6,272 29,932 221,347 17,149 4,849 507 102 (8,635) 7,567 603,432 $ - $ 280,731 3,600 29,687 189,195 18,500 5,500 500 (8,635) 39,735 558,813 $ 121,960 900 345 30,318 (23,868) 129,655 N/A 30.3% 20.0% 1.1% 13.8% 0.0% 0.0% 0.0% N/A 0.0% -150.4% 18.8% SUBTOTAL $ - $ - $ - $ - $ 22,642 22,642 $ (22,642) (22,642) N/A N/A ALL EXPENDITURES $ 1,683,296 $ 2,066,255 $ 2,253,209 $ 2,056,217 $ 2,063,807 $ 189,402 8.4% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 11,185 $ 11,185 $ - $ - $ 845 $ 845 $ 845 $ 845 $ 845 $ 845 $ - 0.0% 0.0% TOTAL USES $ 1,694,481 $ 2,066,255 $ 2,254,054 $ 2,057,062 $ 2,064,652 $ 189,402 8.4% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0806 - SUPPLIES-ALLOCATION IN $ CAPITAL 0956 - CAPITAL-ALLOCATION IN Sources and Uses by Fund and Function FY 2015 ACTUAL FUND / FUNCTION CLASS 207 PALO VERDE OPERATING FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED % VAR $ FUND TOTAL SOURCES $ 215 EMERGENCY MANAGEMENT $ OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 759,564 $ 759,564 $ 682,808 $ 682,808 $ 682,808 $ 682,808 $ 682,808 $ 682,808 $ 706,722 $ 706,722 $ 721,697 $ 56,299 777,996 $ 963,826 $ 49,689 1,013,515 $ 1,038,625 $ 162,689 1,201,314 $ 1,162,916 $ 162,493 1,325,409 $ 951,853 $ 67,162 1,019,015 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,481,261 $ 56,299 $ 1,537,560 $ FY 2015 ACTUAL 1,646,634 $ 49,689 $ 1,696,323 $ FY 2016 ADOPTED 1,721,433 $ 162,689 $ 1,884,122 $ FY 2016 REVISED 1,845,724 $ 162,493 $ 2,008,217 $ FY 2016 FORECAST $ FUND TOTAL USES $ 230,361 $ 230,361 $ 250,989 $ 250,989 $ 250,989 $ 250,989 $ 245,997 $ 245,997 $ 253,651 $ 253,651 $ (2,662) (2,662) -1.1% -1.1% $ 558,506 $ 558,506 $ 682,808 $ 78,031 760,839 $ 682,808 $ 78,031 760,839 $ 628,309 $ 48,031 676,340 $ 706,722 $ 85,264 791,986 $ (23,914) (7,233) (31,147) -3.5% -9.3% -4.1% FUND TOTAL USES $ 842,716 $ 62,898 905,614 $ 963,826 $ 90,601 1,054,427 $ 1,038,625 $ 203,601 1,242,226 $ 972,232 $ 162,493 1,134,725 $ 951,853 $ 67,162 1,019,015 $ 86,772 136,439 223,211 8.4% 67.0% 18.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,631,583 $ 62,898 $ 1,694,481 $ 1,897,623 $ 168,632 $ 2,066,255 $ 1,972,422 $ 281,632 $ 2,254,054 $ 1,846,538 $ 210,524 $ 2,057,062 $ 1,912,226 $ 152,426 $ 2,064,652 $ 60,196 129,206 189,402 3.1% 45.9% 8.4% 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 $ 435 23,914 23,914 (86,772) (95,527) (182,299) 3.5% 3.5% -8.4% -58.7% -15.2% -3.7% (62,858) 1,658,575 $ (95,527) -58.7% 67,162 $ (158,385) -8.4% 1,725,737 $ REVISED VS ADOPTED FY 2017 ADOPTED VAR % Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Emergency Management Staffing by Program and Activity PROGRAM/ACTIVITY PREPAREDNESS PLANNING PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED 14.50 14.50 14.50 FY 2016 ADOPTED 16.50 16.50 16.50 FY 2016 REVISED 16.00 16.00 16.00 FY 2016 FORECAST 16.00 16.00 16.00 FY 2017 ADOPTED 16.00 16.00 16.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% 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 1.00 6.50 3.00 1.00 1.00 1.00 1.00 14.50 FY 2016 ADOPTED 1.00 1.00 7.50 1.00 2.00 1.00 1.00 1.00 1.00 16.50 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 1.00 1.00 5.00 5.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 16.00 16.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 5.00 0.0% 1.00 0.0% 2.00 0.0% N/A 1.00 0.0% 1.00 0.0% N/A 0.0% 2.00 2.00 0.0% 16.00 0.0% FY 2015 ADOPTED 2.00 5.00 7.50 14.50 FY 2016 ADOPTED 2.00 6.00 8.50 16.50 FY 2016 FY 2016 REVISED FORECAST 2.00 2.00 6.00 6.00 8.00 8.00 16.00 16.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.00 0.0% 6.00 0.0% 8.00 0.0% 16.00 0.0% FY 2015 ADOPTED Staffing by Fund DEPARTMENT/FUND 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT Department Total General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $2,642 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $68 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $10 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $78 for the impact of the changes in risk management charges. Palo Verde Fund (207) Operating • Increase Regular Benefits by $7,909 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $137 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $32 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $129 for the impact of the changes in risk management charges. • Increase Personnel Savings by $15,258 from 1.64% to 5.0%. • Increase Revenue by $23,914 for increased incoming grant revenue. 436 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Non Recurring • Budget supplies allocation in, other services, and capital allocation in of $85,264 for OET Information Technology non-recurring costs and a WebEoC Library with increased users. Emergency Management Fund (215) Operating • Increase Regular Benefits by $10,507 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $134 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $49 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $41 for the impact of the changes in risk management charges. • Increase Personnel Savings by $58,995 from 1.12% to 10.0%. • Decrease Revenue by $11,973 for decreased incoming grant revenue. Emergency Management Fund (215) Non Recurring • Budget other services of $67,162 for BLM fuel reduction projects and firewise community projects. • Budget revenue of $67,162 for BLM fuel reduction projects and firewise community projects. 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 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% 69.0% 69.0% 72.0% 3.0% 4.3% Activities that comprise this program include: • Planning 437 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Emergency Management Planning Activity The purpose of the Planning Activity is to provide tested emergency plans and guidance to public and private entities so they can be prepared to react in an emergency and minimize loss of life and property. Mandates: Activity mandated by Federal Regulation 0654 (both Federal Emergency Management Agency and Nuclear Regulation Commission). Funding appropriated according to A.R.S. §26.306 under the State Director of Emergency Management. Measure Type Result Result Result Output Output Output Output Demand Demand Demand Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of items evaluated in Palo Verde Nuclear 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards. 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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 72 100.0% 69.0% 69.0% 72.0% 3.0% 4.3% 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 17 16 11 25 9 56.3% exercises and training sessions supported (excludes cities and towns). Total number of items to be evaluated for Palo Verde 16 16 16 16 0.0% Nuclear Generating Station (PVNGS). Total number of Palo Verde Nuclear Generating 9 8 8 10 2 25.0% Station Exercises conducted. Number of city/town exercises requested to be 15 24 12 18 (6) -25.0% conducted, supported or participated in. Number of Palo Verde Nuclear Generating Station 2 7 7 8 1 14.3% exercises required to be conducted during the year by Federal Emergency Management Agency (FEMA). Total number of plan reviews requested. 60 100 52 100 0.0% Number of city/town training sessions requested to be 32 24 14 25 1 4.2% conducted and/or supported. Total Activity expenditure per exercise or training $ 88,441.29 $ 121,166.88 $ 161,740.00 $ 74,239.20 $ 46,927.68 38.7% session. 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ 759,564 752,473 $ 1,512,037 $ 682,808 1,201,314 $ 1,884,122 $ 682,808 1,113,758 $ 1,796,566 $ 706,722 1,019,015 $ 1,725,737 $ $ 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ $ $ $ 23,914 (182,299) (158,385) 3.5% -15.2% -8.4% (3,105) (108,832) 194,627 82,690 -1.4% -18.2% 17.3% 4.3% Expenditure 187,760 491,720 824,022 $ 1,503,502 215,944 597,698 1,125,028 $ 1,938,670 212,742 548,798 1,017,600 $ 1,779,140 219,049 706,530 930,401 $ 1,855,980 $ Activity Narrative: In FY 2017, 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 decrease in the number of city and town exercises requested to be conducted is due to Statewide exercises as well as Flood and EOP annex exercises. 438 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 87.1% 100.0% 100.0% FY 2017 ADOPTED 90.0% 88.9% REV VS ADOPTED VAR % (10.0%) -10.0% 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 87.1% 100.0% $ $ $ 100.0% REV VS ADOPTED VAR % (10.0%) -10.0% FY 2017 ADOPTED 90.0% 88.9% 100.0% 0.0% 0.0% 366 366 366 365 (1) -0.3% 59 30 61 50 20 66.7% 178 12 30 12 70 12 60 10 30 (2) 100.0% -16.7% 59 467.75 41,701 28,313 13,246 83,260 $ $ $ 30 3,082.90 14,500 74,237 3,750 92,487 $ $ $ 70 1,214.16 21,072 52,299 11,620 84,991 $ $ $ 60 553.57 14,500 14,614 4,100 33,214 $ $ $ 30 2,529.33 59,623 (350) 59,273 100.0% 82.0% 0.0% 80.3% -9.3% 64.1% Activity Narrative: The FY 2017 budget supports the Department in meeting 100% of the demand. For FY 2017, Emergency Management has found that due to functionality of automated notifications to large groups, notification verification, and actual notifications, this process can take up to 25 minutes instead of 15 minutes in some cases. This has decreased the number of emergency notifications made within 15 minutes of decision measure. The decrease in expenditures is due to fewer emergency training exercises for Palo Verde. 439 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 250,989 $ - FY 2016 Revised Budget $ 250,989 $ - FY 2017 Baseline Budget $ 250,989 $ - $ 2,584 $ 2,642 (68) 10 78 $ 78 - 253,651 $ 1.1% - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount Palo Verde Fund (207) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 682,808 $ 682,808 FY 2016 Revised Budget $ 682,808 $ 682,808 FY 2017 Baseline Budget $ 682,808 $ 682,808 $ 7,804 $ 7,909 (137) 32 (7,804) $ 7,325 129 (15,258) - $ 23,914 $ 23,914 23,914 23,914 $ 706,722 $ 3.5% 706,722 3.5% Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Risk Management Adjustment Personnel Savings From 1.64% to 5.0% Grants Grant Reconciliation Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 440 (15,258) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) (continued) Expenditures Revenue NON-RECURRING FY 2016 Adopted Budget $ 78,031 $ - FY 2016 Revised Budget $ 78,031 $ - $ (60,000) (60,000) (18,031) $ (18,031) - - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2017 Baseline Budget $ Adjustments: Information and Communications Technology Other IT Non Recurring OET RDSA Supplies & Capital Expenditures WebEoC Library and Increased Users Agenda Item: $ $ 85,264 85,264 - 85,264 $ - 57,798 27,466 FY 2017 Adopted Budget $ Palo Verde Fund (207) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 622,037 $ 659,850 $ 659,850 $ 823,106 $ 829,574 Sources: Operating Total Sources: $ $ 759,564 759,564 $ $ 682,808 682,808 $ $ 682,808 682,808 $ $ 682,808 682,808 $ $ 706,722 706,722 $ $ $ $ 628,309 48,031 676,340 $ $ 682,808 78,031 760,839 $ $ 682,808 78,031 760,839 $ 706,722 85,264 791,986 Uses: Operating Non-Recurring Total Uses: $ 558,506 558,506 Structural Balance $ 201,058 $ - $ - $ 54,499 $ - Accounting Adjustments $ 11 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 823,106 823,106 $ $ 581,819 581,819 $ $ 581,819 581,819 $ $ 829,574 829,574 $ $ 744,310 744,310 441 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants Arizona Department of Emergency and Military Affairs Grant 963,826 $ 74,799 $ 74,799 74,799 74,799 $ 1,038,625 $ 1,038,625 $ (74,799) $ (74,799) (74,799) (74,799) $ 963,826 $ 963,826 $ 10,422 $ 10,507 (134) 49 (10,422) $ 48,532 41 (58,995) - C-15-15-004-G-01 Agenda Item: C-15-15-004-G-01 FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Risk Management Adjustment Personnel Savings From 1.12% to 10.0% Grants Arizona Department of Emergency and Military Affairs Grant Grant Reconciliation 963,826 $ Agenda Item: FY 2016 Revised Budget Adjustments: Grants Arizona Department of Emergency and Military Affairs Grant $ Agenda Item: $ $ (58,995) $ (11,973) $ 74,799 (86,772) (11,973) 74,799 (86,772) $ 951,853 $ -1.2% 951,853 -1.2% C-15-15-004-G-01 FY 2017 Adopted Budget Percent Change from Baseline Amount 442 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) (continued) Expenditures Revenue NON-RECURRING FY 2016 Adopted Budget Adjustments: Grants AZ Homeland Security Emergency Management Grant $ 90,601 $ 49,689 $ 113,000 $ 113,000 113,000 113,000 $ 203,601 $ 162,689 $ (203,601) $ (113,000) (90,601) (162,689) (113,000) (49,689) $ - $ - $ 67,162 $ 67,162 67,162 67,162 $ 67,162 $ 67,162 Agenda Item: C-15-15-003-G-01 FY 2016 Revised Budget Adjustments: Grants AZ Homeland Security Emergency Management Grant Grant Reconciliation Agenda Item: C-15-15-003-G-01 FY 2017 Baseline Budget Adjustments: Grants Grant Reconciliation BLM - Fuel Reduction Projects Grant Firewise Community Projects Grant Agenda Item: $ 28,000 39,162 FY 2017 Adopted Budget Emergency Management Fund (215) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2016 REVISED FY 2016 FORECAST $ 17,257 $ 21,222 $ 21,222 $ $ 721,697 56,299 777,996 $ 963,826 49,689 1,013,515 $ 1,038,625 162,689 1,201,314 $ $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2016 ADOPTED $ $ $ 842,716 62,898 905,614 $ $ 963,826 90,601 1,054,427 (121,019) $ 6 $ $ - $ (110,355) (110,355) $ $ $ 1,038,625 203,601 1,242,226 - $ - $ $ - $ (19,690) (19,690) $ $ $ FY 2017 ADOPTED (110,355) $ 1,162,916 162,493 1,325,409 $ $ $ 80,329 951,853 67,162 1,019,015 $ 972,232 162,493 1,134,725 $ 951,853 67,162 1,019,015 - $ 190,684 $ - - $ - $ - - $ (19,690) (19,690) $ 80,329 80,329 $ 80,329 80,329 $ 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. 443 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Employee Benefits and Health Analysis by Cristi Cost, 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 2021 95% of all Ryan White clients in the Phoenix EMA will be virally suppressed. Status: This was a new goal in FY 2016. The department is on track for achieving this goal. It is estimated that FY 2016 will reach 66% and the department projects that 71% of their clients will be virally suppressed in FY 2017. Safe Communities By 2021, 85% of all newly diagnosed Ryan White clients will be linked to HIV medical care within one month of their diagnosis. Status: In FY 2015, 67% of all newly diagnosed clients were receiving medical care within one month of diagnosis. It is forecasted they will reach 70% by the end of FY 2016 and the department projects 73% in FY 2017. Fiscal Strength and Responsibility By FY 2020, total premiums for County-sponsored medical benefits will be no more than 90% of the thresholds established for the Federal excise tax on high-cost health plans ($10,200 for employee-only coverage and $27,500 for employee plus family coverage). Status: The department is on track for achieving this goal. Since FY 2013, the percentage has been trending upwards; 62% to 63.8% in FY 2015. FY 2016 is forecasted to reach 69.3% and 71.9% for FY 2017. Department Specific By FY 2019, 55% of employees will be identified with two or fewer risks as measured by annual Health Assessments. Status: This was a new goal in FY 2016 and is on track for reaching this goal. The department is forecasting to hit 50% by the end of FY 2016 and gain another 2% by the end of FY 2017. 444 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES SFMD - EMPLOYEE MEDICAL BENEFITS SIDE - EMPLOYEE DENTAL BENEFITS VISN - EMPLOYEE VISION BENEFITS 39HB - EMPLOYEE HEALTH BENEFITS EHRR - EMPLOYEE HEALTH RISK REDUCTION 39HW - EMPLOYEE HEALTH AND WELLNESS $ 115,616,563 10,044,177 1,734,850 127,395,590 $ $ 408,039 408,039 RYAN - RYAN WHITE PART A HIV-AIDS 39RW - RYAN WHITE HIV AIDS PART A $ $ CLNC - EMP ONSITE PHARMACY-CLINIC FIBP - EMP LIFE INSURANCE BENEFITS FSAA - EMP FLEXIBLE SPENDING ACCOUNTS GRPL - EMP GROUP LEGAL INSURANCE STDS - EMP SHORT TERM DISABILITY INS 39VB - VOLUNTARY AND OTHER BENEFITS $ ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ $ FY 2016 ADOPTED $ 132,647,481 9,459,639 1,735,553 143,842,673 $ $ 420,963 420,963 6,149,274 6,149,274 $ $ 443,838 4,613,983 3,151,101 685,477 2,607,831 11,502,230 $ $ 4,675,972 2,915 4,678,887 TOTAL PROGRAMS $ 150,134,020 BCAS - BENEFITS CUSTOMER ASSISTANCE $ 39BW - BENEFITS AND WELLNESS SUPPORT $ $ $ $ FY 2016 REVISED $ 132,647,481 9,459,639 1,735,553 143,842,673 $ $ 420,963 420,963 7,935,127 7,935,127 $ $ 395,820 4,414,528 3,071,271 683,838 2,776,741 11,342,198 $ $ 4,562,164 4,562,164 $ 168,103,125 488,572 488,572 $ $ 137,439,436 9,565,661 1,383,863 148,388,960 $ $ $ $ FY 2016 FORECAST $ 133,050,639 8,959,310 1,711,505 143,721,454 $ $ 420,448 420,448 7,935,127 7,935,127 $ $ 395,820 4,414,528 3,071,271 683,838 2,776,741 11,342,198 $ $ 4,562,164 4,562,164 $ 168,103,125 690,903 690,903 $ $ 138,388,146 9,459,639 1,735,553 149,583,338 $ $ $ $ FY 2017 ADOPTED $ 150,590,765 9,686,176 1,713,648 161,990,589 $ $ $ 736,218 736,218 $ $ 315,255 315,255 74.9% 74.9% 7,011,265 7,011,265 $ $ 7,891,088 7,891,088 $ $ (44,039) (44,039) -0.6% -0.6% 466,608 4,980,640 3,411,709 731,195 2,826,997 12,417,149 $ 541,822 4,997,568 3,371,822 415,536 2,841,507 12,168,255 $ 146,002 583,040 300,551 (268,302) 64,766 826,057 36.9% 13.2% 9.8% -39.2% 2.3% 7.3% $ 4,579,475 4,579,475 $ 168,149,791 669,903 669,903 $ $ 138,388,842 9,459,639 1,735,553 149,584,034 $ $ REVISED VS ADOPTED VAR % $ $ $ 4,567,389 4,567,389 $ 187,353,539 532,315 532,315 $ $ 138,660,447 9,743,127 1,483,367 149,886,941 $ $ $ $ 17,943,284 226,537 (21,905) 18,147,916 13.5% 2.4% -1.3% 12.6% $ 5,225 5,225 0.1% N/A 0.1% $ 19,250,414 11.5% 548,246 548,246 $ $ 121,657 121,657 18.2% 18.2% 144,143,633 9,686,176 1,713,648 155,543,457 $ USES SFMD - EMPLOYEE MEDICAL BENEFITS SIDE - EMPLOYEE DENTAL BENEFITS VISN - EMPLOYEE VISION BENEFITS 39HB - EMPLOYEE HEALTH BENEFITS EHRA - EMPLOYEE HEALTH RISK AWARENESS EHRR - EMPLOYEE HEALTH RISK REDUCTION HWRK - HEALTHY WORKSITE ENVIRONMENT 39HW - EMPLOYEE HEALTH AND WELLNESS RYAN - RYAN WHITE PART A HIV-AIDS 39RW - RYAN WHITE HIV AIDS PART A CLNC - EMP ONSITE PHARMACY-CLINIC FIBP - EMP LIFE INSURANCE BENEFITS FSAA - EMP FLEXIBLE SPENDING ACCOUNTS GRPL - EMP GROUP LEGAL INSURANCE 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 RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ $ 204,973 1,044,651 1,249,624 $ $ 6,674,795 6,674,795 $ 877,260 4,679,453 3,151,831 693,213 2,442,752 11,844,509 $ $ $ $ 1,547,319 18,710 397,295 10,416 24,905 1,998,645 $ 243,681 18,616 11,210 273,507 TOTAL PROGRAMS $ 170,918,612 $ $ $ 1,573,482 1,020,396 2,593,878 $ $ 7,812,410 7,812,410 $ 845,820 4,414,528 3,071,271 683,838 2,776,741 11,792,198 $ $ $ $ 1,738,572 18,257 418,984 127,772 2,303,585 $ 362,816 19,380 10,947 393,143 $ 175,169,455 445 $ $ $ 1,573,482 1,020,396 2,593,878 $ $ 7,815,470 7,815,470 $ 845,820 4,414,528 3,071,271 683,838 2,776,741 11,792,198 $ $ $ $ 1,789,397 18,257 418,288 97,947 2,323,889 $ 359,756 19,380 10,947 390,083 $ 175,169,455 $ $ $ 1,067,611 1,007,496 2,075,107 $ $ 6,973,856 6,973,856 $ 891,449 4,980,640 3,375,139 731,195 2,501,687 12,480,110 $ $ $ $ 1,782,155 18,006 401,664 73,108 2,274,933 $ 243,159 18,405 9,173 270,737 $ 174,493,999 $ $ $ -4.2% -2.4% 1.3% -4.0% 39.0% -16.1% N/A 0.1% $ 960,306 1,184,963 446,024 2,591,293 $ 613,176 (164,567) (446,024) 2,585 $ $ 7,891,088 7,891,088 $ $ (75,618) (75,618) -1.0% -1.0% $ 921,822 4,997,568 3,371,822 415,536 2,841,507 12,548,255 $ (76,002) (583,040) (300,551) 268,302 (64,766) (756,057) -9.0% -13.2% -9.8% 39.2% -2.3% -6.4% (164,052) (271) (107,277) (28,512) (5,679) (305,791) -9.2% -1.5% -25.6% -29.1% N/A -13.2% 27.1% -12.0% 32.8% 25.3% -3.9% $ $ $ $ 1,953,449 18,528 525,565 126,459 5,679 2,629,680 $ (5,754,791) (226,537) 21,905 (5,959,423) $ $ $ $ 262,415 21,697 7,354 291,466 $ $ 97,341 (2,317) 3,593 98,617 $ 182,043,485 $ (6,874,030) Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 6,149,274 6,149,274 $ $ 7,935,127 7,935,127 $ $ 7,935,127 7,935,127 $ $ 7,011,265 7,011,265 $ $ 7,891,088 7,891,088 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 1,210,822 28,537,227 113,993,552 143,741,601 $ 1,406,790 28,249,819 130,398,825 160,055,434 $ 1,406,790 28,249,819 130,398,825 160,055,434 $ 1,333,112 28,845,908 130,841,377 161,020,397 $ 1,454,845 28,596,699 149,304,869 179,356,413 $ $ $ 118,129 118,129 $ $ 112,564 112,564 $ $ 112,564 112,564 $ SUBTOTAL $ 231,833 11,312 243,145 ALL REVENUES $ 150,134,020 $ 168,103,125 $ 168,103,125 $ TOTAL SOURCES $ 150,134,020 FY 2015 ACTUAL $ 168,103,125 FY 2016 ADOPTED $ 168,103,125 FY 2016 REVISED $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 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 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ $ 1,955,718 $ 21,005 4,707 677,980 (340,801) 350,696 2,669,305 $ $ $ $ $ $ 106,038 106,038 $ $ 168,149,791 $ 187,353,539 $ 168,149,791 FY 2016 FORECAST $ 187,353,539 FY 2017 ADOPTED $ 2,253,522 $ 10,560 1,200 820,430 (294,180) 316,787 3,108,319 $ 2,150,321 $ 63,165 1,200 787,538 (294,180) 316,787 3,024,831 $ 2,052,254 $ 39,194 582 741,420 (297,556) 324,402 2,860,296 $ 1,983,441 $ 90,851 763,604 (181,572) 393,506 3,049,830 $ 43,016 1,000 44,016 $ 44,841 1,000 45,841 $ 35,006 627 35,633 44,912 600 50,000 95,512 $ $ $ 163,988,064 7,615,762 19,150 10,900 401,477 26,340 26,450 10,640 172,098,783 $ SUBTOTAL $ 79,863 181 22,383 102,427 SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 157,094,041 10,503,556 23,794 52,930 408,490 13,711 5,280 8,985 168,110,787 $ $ 163,918,370 7,603,533 18,850 8,400 404,537 26,340 26,450 10,640 172,017,120 CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP $ SUBTOTAL $ 24,905 24,905 $ $ - $ $ - $ $ - $ $ - $ $ ALL EXPENDITURES $ 170,907,424 $ 175,169,455 $ 175,169,455 $ 174,493,999 $ 182,043,485 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 11,188 11,188 $ $ - $ $ - $ $ - $ $ - $ $ TOTAL USES $ 170,918,612 $ 175,169,455 $ 175,169,455 $ 174,493,999 $ 182,043,485 $ $ $ 446 $ $ $ $ 160,833,097 $ 10,248,925 39,952 15,590 396,361 21,610 16,515 11,430 (100,000) 114,590 171,598,070 $ $ (44,039) (44,039) 48,055 346,880 18,906,044 19,300,979 (6,526) (6,526) 19,250,414 -0.6% -0.6% 3.4% 1.2% 14.5% 12.1% -5.8% N/A -5.8% 11.5% 19,250,414 11.5% REVISED VS ADOPTED VAR % 166,880 (27,686) 1,200 23,934 (112,608) (76,719) (24,999) 7.8% -43.8% 100.0% 3.0% -38.3% -24.2% -0.8% $ (71) -0.2% 400 40.0% (50,000) N/A (49,671) -108.4% 167,919,305 $ 10,406,455 50,245 5,000 449,898 31,750 23,350 12,140 (100,000) 100,000 178,898,143 $ (3,931,241) -2.4% (2,790,693) -36.6% (31,095) -162.4% 5,900 54.1% (48,421) -12.1% (5,410) -20.5% 3,100 11.7% (1,500) -14.1% 100,000 N/A (100,000) N/A (6,799,360) -4.0% (6,874,030) (6,874,030) N/A N/A -3.9% N/A N/A -3.9% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Sources by Fund and Function FUND / FUNCTION CLASS 532 PUBLIC HEALTH GRANTS OPERATING FY 2015 ACTUAL REVISED VS ADOPTED VAR % 7,935,127 $ 7,935,127 $ 7,011,265 $ 7,011,265 $ 7,891,088 $ 7,891,088 $ $ (4,076,105) $ 49,820,768 45,744,663 $ - $ (2,191,027) 52,845,683 50,654,656 $ - $ (2,191,027) 52,845,683 50,654,656 $ - $ (2,182,772) 52,530,572 50,347,800 $ - $ 52,886,919 52,886,919 $ 2,191,027 41,236 2,232,263 N/A -100.0% 0.1% 4.4% (3,095,448) $ 37,375,401 34,279,953 $ - $ (1,633,850) 39,659,466 38,025,616 $ - $ (1,633,850) 39,659,466 38,025,616 $ - $ (1,691,981) 40,644,429 38,952,448 $ - $ 40,883,745 40,883,745 $ 1,633,850 1,224,279 2,858,129 N/A -100.0% 3.1% 7.5% FUND TOTAL SOURCES $ (1,882,688) $ 22,853,128 20,970,440 $ - $ (1,075,868) 26,029,963 24,954,095 $ - $ (1,075,868) 26,029,963 24,954,095 $ - $ (1,076,705) 25,844,188 24,767,483 $ - $ 26,684,781 26,684,781 $ 1,075,868 654,818 1,730,686 N/A -100.0% 2.5% 6.9% $ FUND TOTAL SOURCES $ 5,290,435 $ 5,290,435 $ 4,702,760 $ 4,702,760 $ 4,702,760 $ 4,702,760 $ 4,552,563 $ 4,552,563 $ 5,176,907 $ 5,176,907 $ 474,147 474,147 10.1% 10.1% $ FUND TOTAL SOURCES $ (1,187,094) $ 14,211,917 13,024,823 $ - $ (747,268) 18,072,572 17,325,304 $ - $ (747,268) 18,072,572 17,325,304 $ - $ (750,687) 18,044,438 17,293,751 $ - $ 22,131,797 22,131,797 $ 747,268 4,059,225 4,806,493 N/A -100.0% 22.5% 27.7% $ FUND TOTAL SOURCES $ 1,962,233 $ 1,962,233 $ 2,207,008 $ 2,207,008 $ 2,207,008 $ 2,207,008 $ 2,094,639 $ 2,094,639 $ 2,107,539 $ 2,107,539 $ $ FUND TOTAL SOURCES $ 456,806 $ 456,806 $ 408,473 $ 408,473 $ 408,473 $ 408,473 $ 528,866 $ 528,866 $ $ FUND TOTAL SOURCES $ 188,792 $ 188,792 $ 161,260 $ 161,260 $ 161,260 $ 161,260 $ $ (145,651) $ 1,742,335 1,596,684 $ - $ (72,780) 1,760,590 1,687,810 $ SOURCES $ 1,432,480 $ 2,915 1,435,395 $ $ SOURCES $ $ FUND TOTAL SOURCES $ 606 MEDICAL HDHP W HSA BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 OPERATING $ 608 COINSURANCE PHARMACY BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 OPERATING 613 40 PERCENT STD OPERATING FY 2017 ADOPTED 7,935,127 $ 7,935,127 $ FUND TOTAL SOURCES $ 612 50 PERCENT STD OPERATING FY 2016 FORECAST 6,149,274 $ 6,149,274 $ 604 MEDICAL PPO BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 OPERATING 611 60 PERCENT STD OPERATING FY 2016 REVISED $ FUND TOTAL SOURCES $ 601 MEDICAL HMO BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 OPERATING 607 FI DENTAL PPO OPERATING FY 2016 ADOPTED 614 BEHAVIORAL HEALTH BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 OPERATING FUND TOTAL 615 WELLNESS OPERATING NON RECURRING NON PROJECT FUND TOTAL 618 BENEFIT ADMINISTRATION OPERATING FUND TOTAL 619 ONSITE PHARMACY CLINIC OPERATING FUND TOTAL 620 BENEFITS ELIMINATIONS OPERATING FUND TOTAL 621 FLEX SPENDING HEALTH OPERATING FUND TOTAL 622 FLEX SPENDING DEP CARE OPERATING FUND TOTAL 623 VISION OPERATING FUND TOTAL 625 FI PREPAID DENTAL OPERATING FUND TOTAL 626 FI LIFE AND AD AND D OPERATING FUND TOTAL 627 SUPPLEMENTAL LIFE OPERATING FUND TOTAL 628 EMPLOYEE ASSISTANCE OPERATING FUND TOTAL 629 SI DENTAL PPO OPERATING FUND TOTAL (44,039) (44,039) -0.6% -0.6% (99,469) (99,469) -4.5% -4.5% 530,448 $ 530,448 $ 121,975 121,975 29.9% 29.9% 203,492 $ 203,492 $ 203,520 $ 203,520 $ 42,260 42,260 26.2% 26.2% - $ (72,780) 1,760,590 1,687,810 $ - $ (73,469) 1,762,626 1,689,157 $ - $ 1,536,123 1,536,123 $ 1,556,248 $ 1,556,248 $ 1,556,248 $ 1,556,248 $ 1,562,299 $ 1,562,299 $ 1,561,473 $ 1,561,473 $ 5,225 5,225 0.3% N/A 0.3% 3,243,492 $ 3,243,492 $ 3,005,916 $ 3,005,916 $ 3,005,916 $ 3,005,916 $ 3,017,176 $ 3,017,176 $ 9,473,316 $ 9,473,316 $ 6,467,400 6,467,400 215.2% 215.2% $ SOURCES $ 1,633,067 $ 1,633,067 $ 1,553,810 $ 1,553,810 $ 1,553,810 $ 1,553,810 $ 1,659,103 $ 1,659,103 $ 1,699,812 $ 1,699,812 $ 146,002 146,002 9.4% 9.4% $ SOURCES $ (1,189,229) $ (1,189,229) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,192,495) $ (1,192,495) $ (1,157,990) $ (1,157,990) $ - 0.0% 0.0% $ SOURCES $ 2,235,272 $ 2,235,272 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,381,498 $ 2,381,498 $ 2,362,430 $ 2,362,430 $ 92,779 92,779 4.1% 4.1% $ SOURCES $ 915,829 $ 915,829 $ 801,620 $ 801,620 $ 801,620 $ 801,620 $ 1,030,211 $ 1,030,211 $ 1,009,392 $ 1,009,392 $ 207,772 207,772 25.9% 25.9% $ SOURCES $ 1,734,850 $ 1,734,850 $ 1,735,553 $ 1,735,553 $ 1,735,553 $ 1,735,553 $ 1,711,505 $ 1,711,505 $ 1,713,648 $ 1,713,648 $ (21,905) (21,905) -1.3% -1.3% $ SOURCES $ 228,672 $ 228,672 $ 225,977 $ 225,977 $ 225,977 $ 225,977 $ 229,129 $ 229,129 $ 224,239 $ 224,239 $ (1,738) (1,738) -0.8% -0.8% $ SOURCES $ 421,388 $ 421,388 $ 597,992 $ 597,992 $ 597,992 $ 597,992 $ 633,286 $ 633,286 $ 632,580 $ 632,580 $ 34,588 34,588 5.8% 5.8% $ SOURCES $ 3,805,656 $ 3,805,656 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 3,937,309 $ 3,937,309 $ 3,949,284 $ 3,949,284 $ 478,048 478,048 13.8% 13.8% $ SOURCES $ 408,039 $ 408,039 $ 420,963 $ 420,963 $ 420,963 $ 420,963 $ 420,448 $ 420,448 $ 420,354 $ 420,354 $ (609) (609) -0.1% -0.1% $ SOURCES $ 4,525,070 $ 4,525,070 $ 4,530,902 $ 4,530,902 $ 4,530,902 $ 4,530,902 $ 4,177,618 $ 4,177,618 $ 4,285,030 $ 4,285,030 $ (245,872) (245,872) -5.4% -5.4% SOURCES $ $ 447 N/A 72,780 -100.0% (224,467) -12.7% (151,687) -9.0% Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources by Fund and Function (continued) FUND / FUNCTION CLASS 630 DEPENDENT LIFE OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 386,939 $ 386,939 $ 345,300 $ 345,300 $ 345,300 $ 345,300 $ 410,045 $ 410,045 $ 415,704 $ 415,704 $ 70,404 70,404 20.4% 20.4% $ FUND TOTAL SOURCES $ 685,477 $ 685,477 $ 683,838 $ 683,838 $ 683,838 $ 683,838 $ 731,195 $ 731,195 $ 731,400 $ 731,400 $ 47,562 47,562 7.0% 7.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 150,131,105 $ 2,915 $ 150,134,020 $ 168,103,125 $ - $ 168,103,125 $ 168,103,125 $ - $ 168,103,125 $ 168,149,791 $ 187,353,539 $ - $ - $ 168,149,791 $ 187,353,539 $ 19,250,414 19,250,414 11.5% N/A 11.5% 631 VOLUNTARY BENEFITS OPERATING 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 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING 615 WELLNESS OPERATING NON RECURRING NON PROJECT FY 2015 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 FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ FUND TOTAL USES $ 253,402 $ 253,402 $ 270,537 $ 270,537 $ 270,537 $ 270,537 $ 261,130 $ 261,130 $ 276,946 $ 276,946 $ $ FUND TOTAL USES $ 6,674,795 $ 6,674,795 $ 7,935,127 $ 7,935,127 $ 7,935,127 $ 7,935,127 $ 6,975,131 $ 6,975,131 $ $ FUND TOTAL USES $ 49,675,858 $ 49,675,858 $ 52,845,683 $ 52,845,683 $ 52,845,683 $ 52,845,683 $ $ FUND TOTAL USES $ 40,913,707 $ 40,913,707 $ 39,659,466 $ 39,659,466 $ $ FUND TOTAL USES $ 26,671,377 $ 26,671,377 $ $ FUND TOTAL USES $ REVISED VS ADOPTED VAR % (6,409) (6,409) -2.4% -2.4% 7,891,088 $ 7,891,088 $ 44,039 44,039 0.6% 0.6% 48,740,024 $ 48,740,024 $ 52,886,919 $ 52,886,919 $ (41,236) (41,236) -0.1% -0.1% 39,659,466 $ 39,659,466 $ 41,404,222 $ 41,404,222 $ 40,883,745 $ 40,883,745 $ (1,224,279) (1,224,279) -3.1% -3.1% 26,029,963 $ 26,029,963 $ 26,029,963 $ 26,029,963 $ 26,057,082 $ 26,057,082 $ 26,684,781 $ 26,684,781 $ (654,818) (654,818) -2.5% -2.5% 4,932,414 $ 4,932,414 $ 4,702,760 $ 4,702,760 $ 4,702,760 $ 4,702,760 $ 4,928,383 $ 4,928,383 $ 5,176,907 $ 5,176,907 $ (474,147) (474,147) -10.1% -10.1% $ FUND TOTAL USES $ 18,783,262 $ 18,783,262 $ 18,072,572 $ 18,072,572 $ 18,072,572 $ 18,072,572 $ 21,066,848 $ 21,066,848 $ 22,131,797 $ 22,131,797 $ (4,059,225) (4,059,225) -22.5% -22.5% $ FUND TOTAL USES $ 2,086,037 $ 2,086,037 $ 2,207,008 $ 2,207,008 $ 2,207,008 $ 2,207,008 $ 2,041,753 $ 2,041,753 $ 2,107,539 $ 2,107,539 $ $ FUND TOTAL USES $ 239,842 $ 239,842 $ 408,473 $ 408,473 $ 408,473 $ 408,473 $ 373,241 $ 373,241 $ 530,448 $ 530,448 $ (121,975) (121,975) -29.9% -29.9% $ FUND TOTAL USES $ 116,873 $ 116,873 $ 161,260 $ 161,260 $ 161,260 $ 161,260 $ 86,693 $ 86,693 $ 203,520 $ 203,520 $ (42,260) (42,260) -26.2% -26.2% $ FUND TOTAL USES $ 1,376,307 $ 1,376,307 $ 1,760,590 $ 1,760,590 $ 1,760,590 $ 1,760,590 $ 1,371,710 $ 1,371,710 $ 1,536,123 $ 1,536,123 $ 224,467 224,467 12.7% 12.7% $ 807,730 $ 66,865 874,595 $ 1,556,248 $ 625,000 2,181,248 $ 1,556,248 $ 625,000 2,181,248 $ 1,553,693 $ 107,708 1,661,401 $ 1,561,473 $ 300,400 1,861,873 $ (5,225) 324,600 319,375 -0.3% 51.9% 14.6% FUND TOTAL USES $ 2,493,242 $ 2,493,242 $ 3,005,916 $ 3,005,916 $ 3,005,916 $ 3,005,916 $ 2,829,399 $ 2,829,399 $ 3,005,916 $ 200,000 3,205,916 $ (200,000) (200,000) 0.0% N/A -6.7% $ FUND TOTAL USES $ 2,066,489 $ 2,066,489 $ 2,003,810 $ 2,003,810 $ 2,003,810 $ 2,003,810 $ 2,083,944 $ 2,083,944 $ 2,079,812 $ 2,079,812 $ (76,002) (76,002) -3.8% -3.8% $ FUND TOTAL USES $ (1,189,229) $ (1,189,229) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,192,495) $ (1,192,495) $ (1,157,990) $ (1,157,990) $ $ FUND TOTAL USES $ 2,235,268 $ 2,235,268 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,330,962 $ 2,330,962 $ 2,362,430 $ 2,362,430 $ (92,779) (92,779) -4.1% -4.1% $ FUND TOTAL USES $ 916,563 $ 916,563 $ 801,620 $ 801,620 $ 801,620 $ 801,620 $ 1,044,177 $ 1,044,177 $ 1,009,392 $ 1,009,392 $ (207,772) (207,772) -25.9% -25.9% $ FUND TOTAL USES $ 1,383,863 $ 1,383,863 $ 1,735,553 $ 1,735,553 $ 1,735,553 $ 1,735,553 $ 1,483,367 $ 1,483,367 $ 1,713,648 $ 1,713,648 $ 21,905 21,905 1.3% 1.3% $ FUND TOTAL USES $ 231,792 $ 231,792 $ 225,977 $ 225,977 $ 225,977 $ 225,977 $ 229,129 $ 229,129 $ 224,239 $ 224,239 $ 1,738 1,738 0.8% 0.8% $ FUND TOTAL USES $ 426,994 $ 426,994 $ 597,992 $ 597,992 $ 597,992 $ 597,992 $ 633,286 $ 633,286 $ 632,580 $ 632,580 $ (34,588) (34,588) -5.8% -5.8% FUND TOTAL USES $ 618 BENEFIT ADMINISTRATION OPERATING NON RECURRING NON PROJECT FY 2016 ADOPTED $ 448 99,469 99,469 - 4.5% 4.5% 0.0% 0.0% Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Fund and Function (continued) FUND / FUNCTION CLASS 627 SUPPLEMENTAL LIFE OPERATING FY 2017 ADOPTED FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED FY 2015 ACTUAL REVISED VS ADOPTED % VAR -13.8% -13.8% $ FUND TOTAL USES $ 3,859,373 3,859,373 $ $ 3,471,236 3,471,236 $ $ 3,471,236 3,471,236 $ $ 3,937,309 3,937,309 $ $ 3,949,284 3,949,284 $ $ $ FUND TOTAL USES $ 408,034 408,034 $ $ 420,963 420,963 $ $ 420,963 420,963 $ $ 420,448 420,448 $ $ 420,354 420,354 $ $ 609 609 0.1% 0.1% $ FUND TOTAL USES $ 4,401,455 4,401,455 $ $ 4,530,902 4,530,902 $ $ 4,530,902 4,530,902 $ $ 4,585,615 4,585,615 $ $ 4,285,030 4,285,030 $ $ 245,872 245,872 5.4% 5.4% $ FUND TOTAL USES $ 393,086 393,086 $ $ 345,300 345,300 $ $ 345,300 345,300 $ $ 410,045 410,045 $ $ 415,704 415,704 $ $ (70,404) (70,404) -20.4% -20.4% $ FUND TOTAL USES $ 693,213 693,213 $ $ 683,838 683,838 $ $ 683,838 683,838 $ $ 731,195 731,195 $ $ 731,400 731,400 $ $ (47,562) (47,562) -7.0% -7.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 170,851,747 66,865 170,918,612 $ $ $ 174,544,455 625,000 175,169,455 $ $ $ 174,544,455 625,000 175,169,455 $ $ $ 174,386,291 107,708 174,493,999 $ $ $ 181,543,085 500,400 182,043,485 $ $ $ (6,998,630) 124,600 (6,874,030) -4.0% 19.9% -3.9% 628 EMPLOYEE ASSISTANCE OPERATING 629 SI DENTAL PPO OPERATING 630 DEPENDENT LIFE OPERATING 631 VOLUNTARY BENEFITS OPERATING (478,048) (478,048) Staffing by Program and Activity PROGRAM/ACTIVITY BENEFITS AND WELLNESS SUPPORT BENEFITS CUSTOMER ASSISTANCE PROGRAM TOTAL EMPLOYEE HEALTH AND WELLNESS EMPLOYEE HEALTH RISK AWARENESS EMPLOYEE HEALTH RISK REDUCTION HEALTHY WORKSITE ENVIRONMENT PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROCUREMENT PROGRAM TOTAL RYAN WHITE HIV AIDS PART A RYAN WHITE PART A HIV-AIDS PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 7.00 7.00 7.50 7.50 6.50 6.50 6.50 6.50 6.00 6.00 (.50) (.50) (7.7%) (7.7%) 1.50 5.50 7.00 1.50 4.50 6.00 1.50 4.50 .00 6.00 1.50 4.50 6.00 1.20 2.60 2.20 6.00 (.30) (3.30) 1.60 - (20.0%) (73.3%) N/A 0.0% 8.00 5.00 1.00 14.00 8.00 5.00 1.00 14.00 8.00 4.00 1.00 13.00 8.00 5.00 1.00 14.00 8.00 4.00 1.00 13.00 - 0.0% 0.0% 0.0% 0.0% 11.00 11.00 39.00 11.00 11.00 38.50 12.00 12.00 37.50 11.00 11.00 37.50 12.00 12.00 37.00 (0.50) 0.0% 0.0% (1.3%) 449 Maricopa County Annual Business Strategies FY 2017 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 Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Program Coordinator Trainer Wellness Manager Department Total 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 2016 ADOPTED 1.00 2.00 2.00 3.00 1.00 1.00 .50 2.00 1.00 1.00 1.00 2.00 2.00 1.00 2.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 38.50 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 2.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 .50 .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 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 37.50 37.50 FY 2017 REVISED TO ADOPTED VAR % ADOPTED VARIANCE 0.0% 1.00 2.00 0.0% 2.00 1.00 100.0% 2.00 0.0% 1.00 0.0% 0.0% 1.00 (.50) (100.0%) 0.0% 2.00 1.00 0.0% 1.00 0.0% 0.0% 1.00 2.00 0.0% 0.0% 2.00 0.0% 1.00 2.00 0.0% N/A 2.00 0.0% 0.0% 1.00 0.0% 1.00 3.00 0.0% 0.0% 1.00 1.00 0.0% 1.00 0.0% (1.00) (100.0%) 0.0% 1.00 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 37.00 (.50) (1.3%) FY 2015 ADOPTED 4.00 11.00 7.00 17.00 39.00 FY 2016 ADOPTED 4.00 11.00 6.00 17.50 38.50 FY 2016 FY 2016 REVISED FORECAST 3.00 4.00 12.00 11.00 6.00 6.00 16.50 16.50 37.50 37.50 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 12.00 0.0% 6.00 0.0% 16.00 (.50) (3.0%) 37.00 (0.50) (3.0% ) Staffing by Fund 100 532 615 618 DEPARTMENT/FUND GENERAL PUBLIC HEALTH GRANTS WELLNESS BENEFIT ADMINISTRATION Department Total General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $3,892 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $24 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $35 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $2,528 for the impact of the changes in the base level telecommunication charges. Public Health Grant Fund (532) • Increase Regular Benefits by $15,784 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $1,134 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $71 for the impact of the changes in retirement contribution rates. 450 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • Department Strategic Plans and Budgets Employee Benefits and Health Decrease Internal Service Charges by $108 for the impact of the changes in risk management charges. Increase Internal Service Charges by $2,409 for the impact of the changes in base level telecommunication charges. Decrease Central Service Cost Allocation by $14,647 for the impact of the changes in central service rates. Decrease revenues by $44,039 and expenditures by $46,414 to reconcile expected grant awards in FY 2017. Wellness Fund (615) Operating • Increase Regular Benefits by $7,888 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $36 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $30 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $1,792 for the impact of the changes in base level telecommunication charges. • Decrease Other Services by $4,461 to retain structural balance of the fund. • Increase Revenue by $5,225 to retain structural balance of the fund. The additional revenue is from employer benefit charges. Wellness Fund (615) Non Recurring Non Project • Carry forward of $300,400 not spent in FY 2016 for activities related to Fitness Equipment and Wellness Initiatives. Benefits Administration Fund (618) Operating • Increase Regular Benefits by $21,044 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $516 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $93 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $280 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $6,877 for the impact of the changes in base level telecommunication charges. • Increase Central Service Cost Allocation by $19,256 for the impact of the charges in central service rates. • Increase Vacancy Savings by $3,633 from 4.33% to 4.79%, consistent with recent trends. • Decrease Other Pay and Right-size Vacant Positions by $42,841 to maintain structural balance in the fund. • Increase program revenues by $6,467,400 to replenish trust reserve levels. Benefits Administration Fund (618) Non Recurring Non Project • Increase expenditures by $200,000 for Affordable Care Act and Consulting Costs. Benefits Trust Fund (685) • Increase expenditures by $7,031,035 for increased costs in Medical, Dental and Pharmacy. • Increase revenue by $7,106,260 for the impact of the changes in health/dental premiums charged to departments. 451 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Note: Fund 685 is the aggregate of all health plan funds. Fund 685 Operating is out of structural balance due to a $380,000 operating loss in the on-site pharmacy/clinic. Negotiations are underway with two large public employers to extend services to their employees in hopes that it will increase revenues and close the gap. 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 2015 ACTUAL N/A FY 2016 REVISED 85.0% FY 2016 FORECAST 85.0% FY 2017 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 Description Percentage of customers indicating they were satisfied with the response to their call. Number of responses to benefits customer service inquiries. Number of benefits customer service inquiries received. Expenditure per response to benefits customer service inquiries. 618 - BENEFIT ADMINISTRATION TOTAL USES FY 2015 ACTUAL N/A FY 2016 REVISED 85.0% FY 2016 FORECAST 85.0% FY 2017 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 17,075 18,550 18,365 18,583 33 0.2% 17,885 18,550 18,602 18,978 428 2.3% $ 28.61 $ 36.11 $ 28.99 $ 29.50 $ 6.61 18.3% $ $ 488,572 488,572 $ $ 669,903 669,903 $ $ 532,315 532,315 $ $ 548,246 548,246 $ $ 121,657 121,657 18.2% 18.2% Activity Narrative: Employee Benefits Customer Service continued to receive a large volume of phone calls and emails in FY 2016. This is expected to continue into FY 2017 with the continuation of the Patient Protection and Affordable Care Act which significantly changes insurance requirements and eligibility year-to-year. 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. 452 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Program Results Measure Description Percentage of employees receiving medical insurance coverage who consider benefits to be affordable. Percentage of medical, prescription drug and behavioral health claims expense to premium revenue (loss ratio). Percentage of employees receiving medical insurance coverage who are satisfied. Percentage of employees receiving dental insurance coverage who rate it as affordable. Percentage of dental claims expense to premium revenue (loss ratio). Percentage of surveyed employees receiving dental insurance coverage who are satisfied with their benefits. 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. FY 2015 ACTUAL 82.0% FY 2016 REVISED 80.0% FY 2016 FORECAST 85.0% FY 2017 ADOPTED 87.0% 113.5% 100.0% 105.9% 100.0% 0.0% 0.0% 85.0% 85.0% 85.0% 85.0% 0.0% 0.0% N/A 85.0% 85.0% 90.0% 5.0% 5.9% 94.2% 100.0% 104.2% 100.0% 0.0% 0.0% N/A 86.0% 86.0% 86.0% (0.0%) -0.0% 92.4% 92.0% 92.0% 92.0% 0.0% 0.0% 79.8% 100.0% 101.5% 100.0% 0.0% 0.0% 87.0% 88.1% 89.0% 90.0% 1.9% 2.2% Activities that comprise this program include: • Employee Dental Benefits • Employee Medical Benefits REV VS ADOPTED VAR % 7.0% 8.8% ● Employee Vision Insurance Employee Dental Benefits Activity The purpose of the Employee Dental Benefits Activity is to provide dental insurance coverage to eligible employees and their dependents so they can have access to effective and affordable dental care. Mandates: Administrative mandate. 453 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Measure Description Percentage of employees receiving dental insurance coverage who rate it as affordable. Percentage of dental claims expense to premium revenue (loss ratio). Percentage of surveyed employees receiving dental insurance coverage who are satisfied with their benefits. Average number of subscribers receiving dental insurance coverage. Average number of members receiving dental insurance coverage. Average number of subscribers enrolled in dental insurance coverage. Average number of members enrolled in dental insurance coverage. Expenditure per member who received dental insurance coverage. Expenditure per subscriber who received dental insurance coverage. FY 2015 ACTUAL N/A FY 2016 REVISED 85.0% FY 2016 FORECAST 85.0% FY 2017 ADOPTED 90.0% REV VS ADOPTED % VAR 5.0% 5.9% 94.2% 100.0% 104.2% 100.0% 0.0% 0.0% N/A 86.0% 86.0% 86.0% (0.0%) -0.0% 11,685 11,704 11,681 11,681 (23) -0.2% 27,857 28,113 27,975 27,975 (138) -0.5% 11,685 11,704 11,681 11,681 (23) -0.2% 27,857 28,113 27,975 27,975 (138) -0.5% $ 28.62 $ 28.04 $ 28.85 $ 28.85 $ (0.81) -2.9% $ 68.51 $ 67.35 $ 69.10 $ 69.10 $ (1.75) -2.6% 474,147 (1,738) (245,872) 226,537 10.1% -0.8% -5.4% 2.4% (474,147) 1,738 245,872 (226,537) -10.1% 0.8% 5.4% -2.4% 607 - FI DENTAL PPO 625 - FI PREPAID DENTAL 629 - SI DENTAL PPO TOTAL SOURCES $ 5,290,435 228,672 4,525,070 $ 10,044,177 $ 4,702,760 225,977 4,530,902 $ 9,459,639 $ 4,552,563 229,129 4,177,618 $ 8,959,310 $ 5,176,907 224,239 4,285,030 $ 9,686,176 $ 607 - FI DENTAL PPO 625 - FI PREPAID DENTAL 629 - SI DENTAL PPO TOTAL USES $ 4,932,414 231,792 4,401,455 $ 9,565,661 $ 4,702,760 225,977 4,530,902 $ 9,459,639 $ 4,928,383 229,129 4,585,615 $ 9,743,127 $ 5,176,907 224,239 4,285,030 $ 9,686,176 $ $ Expenditure $ Activity Narrative: Employee dental insurance is part of Maricopa County's employee compensation package. Most employers offer dental insurance benefits, and based on recent comparative studies, Maricopa County's benefits are competitive with other public sector employers. The Dental PPO plans include a "progressive/regressive" feature, in which members' deductibles are higher or lower depending on whether or not they have received preventive check-ups throughout the year. A gradual increase in expenditures from FY 2015 to the present, results from increases in the price of care and treatment. The increase in revenues results in a cost shift to the Departments and Employees to maintain structural balance. Employee Medical Benefits Activity The purpose of the Employee Medical Benefits Activity is to provide medical, prescription drug and behavioral health insurance coverage to eligible employees 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. 454 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Measure Description Percentage of employees receiving medical insurance coverage who consider benefits to be affordable. Percentage of medical, prescription drug and behavioral health claims expense to premium revenue (loss ratio). Percentage of employees receiving medical insurance coverage who are satisfied. Average number of subscribers receiving medical insurance coverage. Average number of members receiving medical insurance coverage. Average number of subscribers enrolled in medical insurance coverage. Average number of members enrolled in medical insurance coverage. Expenditure per member receiving medical insurance coverage. Expenditure per subscriber receiving medical insurance coverage. REV VS ADOPTED VAR % 7.0% 8.8% FY 2015 ACTUAL 82.0% FY 2016 REVISED 80.0% FY 2016 FORECAST 85.0% FY 2017 ADOPTED 87.0% 113.5% 100.0% 105.9% 100.0% 0.0% 0.0% 85.0% 85.0% 85.0% 85.0% (0.0%) -0.0% 11,726 11,664 11,685 11,685 21 0.2% 27,550 27,303 27,383 27,383 80 0.3% 11,726 11,664 11,685 11,685 21 0.2% 27,550 27,303 27,383 27,383 80 0.3% $ 415.67 $ 419.16 $ 428.69 $ 438.67 $ (19.50) -4.7% $ 977.00 $ 966.83 $ 1,004.61 $ 1,027.98 $ (61.15) -6.3% 4.4% 7.5% 6.9% 27.7% -9.0% N/A 13.5% 601 - MEDICAL HMO 604 - MEDICAL PPO 606 - MEDICAL HDHP W HSA 608 - COINSURANCE PHARMACY 614 - BEHAVIORAL HEALTH 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 45,744,663 34,279,953 20,970,440 13,024,823 1,596,684 $115,616,563 $ 50,654,656 38,025,616 24,954,095 17,325,304 1,687,810 $132,647,481 $ 50,347,800 38,952,448 24,767,483 17,293,751 1,689,157 $133,050,639 $ 52,886,919 40,883,745 26,684,781 22,131,797 1,536,123 6,467,400 $150,590,765 $ 2,232,263 2,858,129 1,730,686 4,806,493 (151,687) 6,467,400 $ 17,943,284 100 - GENERAL 601 - MEDICAL HMO 604 - MEDICAL PPO 606 - MEDICAL HDHP W HSA 608 - COINSURANCE PHARMACY 614 - BEHAVIORAL HEALTH TOTAL USES $ $ $ $ $ Expenditure 18,925 49,675,858 40,913,707 26,671,377 18,783,262 1,376,307 $137,439,436 20,568 52,845,683 39,659,466 26,029,963 18,072,572 1,760,590 $138,388,842 20,561 48,740,024 41,404,222 26,057,082 21,066,848 1,371,710 $138,660,447 20,268 52,886,919 40,883,745 26,684,781 22,131,797 1,536,123 $144,143,633 300 (41,236) (1,224,279) (654,818) (4,059,225) 224,467 $ (5,754,791) 1.5% -0.1% -3.1% -2.5% -22.5% 12.7% -4.2% Activity Narrative: This activity is a combination of three activities; Medical, Pharmacy and Behavioral Health. The merge of these activities was geared towards simplifying the department’s activity structure and combined like efforts within the department organization. Increases in premiums for medical benefits are significantly less than FY 2016 ranging from 3.7% to 4.1%. Prescription drug benefits continue to be a key driver of cost increases due to costly specialty medications. 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. 455 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving vision 92.4% 92.0% 92.0% 92.0% 0.0% 0.0% insurance coverage who rated their insurance coverage as affordable. Percentage of vision claims expenses to 79.8% 100.0% 101.5% 100.0% 0.0% 0.0% premium revenue (loss ratio). Percentage of employees receiving vision 87.0% 88.1% 89.0% 90.0% 1.9% 2.2% insurance coverage who are satisfied Average number of subscribers receiving vision 11,407 11,408 11,355 11,408 0.0% insurance coverage. Average number of members enrolled in vision 27,301 27,543 27,356 27,543 0.0% insurance coverage. Average number of subscribers enrolled for 11,407 11,408 11,355 11,408 0.0% vision insurance coverage. Average number of members enrolled for 27,317 27,543 27,356 27,543 0.0% vision insurance coverage. Expenditure per member who received vision $ 4.22 $ 5.25 $ 5.22 $ 5.18 $ 0.07 1.3% insurance coverage. Expenditure per subscriber who received vision $ 10.11 $ 12.68 $ 12.56 $ 12.52 $ 0.16 1.3% insurance coverage. 623 - VISION TOTAL SOURCES $ 1,734,850 $ 1,734,850 $ 1,735,553 $ 1,735,553 $ 1,711,505 $ 1,711,505 $ 1,713,648 $ 1,713,648 $ $ (21,905) (21,905) -1.3% -1.3% 623 - VISION TOTAL USES $ 1,383,863 $ 1,383,863 $ 1,735,553 $ 1,735,553 $ 1,483,367 $ 1,483,367 $ 1,713,648 $ 1,713,648 $ $ 21,905 21,905 1.3% 1.3% Expenditure Activity Narrative: Vision insurance benefits are a key component of Maricopa County’s total compensation package, and are offered by most other employers. The availability of eye care and corrective eyewear helps employees safely perform their jobs. Expenditures and revenues are almost flat with demands and outputs maintaining an almost flat pattern as well. Employee Health and Wellness Program The purpose of the Employee Health and Wellness Program is to provide healthy worksite environments, health risk awareness, and opportunities for health risk reduction to employees so they can keep themselves healthy and productive. Program Results Measure Description Percent of employees who indicate that they are physically active at work for at least ten minutes at least eight times in the previous month. Percent of departments receiving an ergonomic worksite evaluation or worksite wellness environmental audit that feel that, as a result of the service, they can provide a healthier worksite for their employees. Percent of eligible employees who complete a biometric screening and health assessment. Percent of employees who completed a biometric screening and health assessment who were identified as being high risk. Percent of employees who successfully complete health coaching. FY 2015 ACTUAL 47.0% FY 2016 FY 2016 REVISED FORECAST 35.0% 48.0% FY 2017 ADOPTED 49.0% REV VS ADOPTED VAR % 14.0% 40.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 75.3% 80.6% 80.6% 80.6% 0.0% -0.0% N/A N/A N/A 75.4% N/A N/A N/A N/A N/A 80.0% N/A N/A 456 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activities that comprise this program include: • Employee Health Risk Awareness • Employee Health Risk Reduction • Healthy Worksite Environment Employee Health Risk Awareness Activity The purpose of the Employee Health Risk Awareness Activity is to provide preventive health screening and assessment opportunities to employees so they can be informed about their health status and potential health risks. Mandates: Administrative mandate. Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of eligible employees who complete a biometric screening and health assessment. Percent of employees who completed a biometric screening and health assessment who were identified as being high risk. Number of employees who completed both a biometric screening and health assessment. Number of employees eligible to complete a biometric screening and health assessment. Expenditure per employee who completed a biometric screening and health assessment. 615 - WELLNESS TOTAL USES FY 2015 ACTUAL 75.3% FY 2016 REVISED 80.6% FY 2016 FORECAST 80.6% FY 2017 ADOPTED 80.6% N/A N/A N/A 75.4% N/A N/A 8,668 9,000 9,365 9,393 393 4.4% 11,514 11,500 11,621 11,656 156 1.4% N/A $ $ $ REV VS ADOPTED VAR % (0.0%) -0.0% 204,973 204,973 174.83 $ 1,573,482 $ 1,573,482 $ 114.00 $ 102.24 $ 72.59 41.5% $ 1,067,611 $ 1,067,611 $ $ 960,306 960,306 $ $ 613,176 613,176 39.0% 39.0% Activity Narrative: Budgeted expenditures between FY 2015 and FY 2016 reflect reallocation from other activities, and do not necessarily reflect an increase or decrease. The services provided under the Wellness Fund have been re-directed to three new activities that allow for better alignment of resources and performance data with results. Employee Health Risk Awareness reflects County efforts to make employees more aware of current or potential health risks. This activity includes the annual biometric screening/health assessment campaign, screenings for tobacco use, and on-site mammography and prostate examinations. Biometric screenings and on-line health assessments are provided on-site by StayWell, which also provides an employee portal that allows employees to see their results, and directs them to education and resources that they can use to reduce or forestall these risks. There has been a significant increase in participation in biometric screenings and health assessments since FY 2013 due to restructuring incentives and introduction of the new vendor, StayWell. Employee Health Risk Reduction Activity The purpose of the Employee Health Risk Reduction Activity is to provide health coaching, education and referrals to employees so they can prevent, reduce or manage health risks. Mandates: Administrative mandate. 457 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Measure Description Percent of employees who successfully complete health coaching. Number of employees who engage in health coaching. Number of employee ergonomic evaluations completed. Number of employees who receive a reimbursement for completing a Weight Watchers program. Number of employee ergonomic evaluations requested. Number of employees who were identified through biometric screening as being overweight or obese. Expenditure per employee who successfully completes health coaching. Expenditure per employee who engages in health coaching. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A $ 615 - WELLNESS 628 - EMPLOYEE ASSISTANCE 631 - VOLUNTARY BENEFITS TOTAL USES $ 2,300 N/A N/A 864 861 876 12 1.4% 121 120 120 120 - 0.0% 789 864 861 876 12 1.4% 6,738 6,738 6,816 78 1.2% N/A N/A N/A $ 644.85 N/A N/A N/A N/A N/A $ 515.88 N/A N/A (609) 315,864 315,255 -0.1% N/A 74.9% 149,127 609 (315,864) (166,128) 24.9% 0.1% N/A -16.3% 408,039 408,039 $ 636,617 408,034 $ 1,044,651 $ $ N/A REV VS ADOPTED VAR % N/A N/A 789 N/A 628 - EMPLOYEE ASSISTANCE 631 - VOLUNTARY BENEFITS TOTAL SOURCES FY 2017 ADOPTED 80.0% 420,963 420,963 $ 599,433 420,963 $ 1,020,396 $ $ 420,448 420,448 $ 587,048 420,448 $ 1,007,496 $ $ $ 420,354 315,864 736,218 $ $ Expenditure 450,306 420,354 315,864 $ 1,186,524 $ $ Activity Narrative: The services provided under the Wellness Fund have been re-directed to three new activities that allow for better alignment of resources and performance data with results. Employee Health Risk Reduction is one of these new activities, and reflects County efforts to give employees opportunities to reduce their potential or current health risks. This activity includes a variety of services, starting with telephonic health coaching provided by StayWell, along with nutrition, stress management and fitness education, support for weight loss programs, exercise classes, individual ergonomic evaluations, and the Employee Assistance Program. Participation in these programs could increase in FY 2017 as a result of stronger efforts at health coaching, coupled with new incentives. Non-recurring expenditures are budgeted to cover potential additional demand for these services. Healthy Worksite Environment Activity The purpose of the Healthy Worksite Environment Activity is to provide a worksite environment and culture of health to employees so they can make healthy choices. Mandates: Administrative mandate. 458 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Measure Description Percent of employees who indicate that they are physically active at work for at least ten minutes at least eight times in the previous month. Percent of departments receiving an ergonomic worksite evaluation or worksite wellness environmental audit that feel that, as a result of the service, they can provide a healthier worksite for their employees. Number of unique employees using on-site fitness facilities in the previous month. Number of employees affected by an ergonomic worksite evaluation. Number of employees affected by a worksite wellness environmental audit. Total number of employees. Number of employees with access to on-site fitness facilities. Number of employees in worksites with 100 or more employees. Total number of employees. Expenditures per employee. 615 - WELLNESS TOTAL USES FY 2015 ACTUAL 47.0% FY 2016 REVISED 35.0% FY 2016 FORECAST 48.0% FY 2017 ADOPTED 49.0% 100.0% 100.0% 100.0% 100.0% 503 517 REV VS ADOPTED VAR % 14.0% 40.0% 0.0% 0.0% 502 517 - 0.0% 700 750 N/A N/A N/A N/A N/A N/A N/A 10,000 N/A N/A 12,877 N/A 12,944 N/A 12,944 N/A 12,944 11,508 N/A 0.0% N/A 10,052 10,227 10,227 10,227 - 0.0% 12,877 N/A 12,944 N/A 12,944 N/A $ 12,944 2.86 N/A 0.0% N/A (444,463) (444,463) N/A N/A $ $ - $ $ - $ $ - $ $ 444,463 444,463 $ $ Activity Narrative: The services provided under the Wellness Program have been re-directed to three new activities that allow for better alignment of resources and performance data with results. Healthy Worksite Environment reflects the County’s efforts to create an environment at the worksite that enables and supports employees in making healthier choices in nutrition, exercise, managing stress, etc. This activity incorporates the operation of the County's existing on-site fitness facilities at 301 W Jefferson and at Transportation and Flood Control in the Durango campus, along with several satellite locations with only one or two pieces of equipment. Also included in this activity is the County contract with the Valley of the Sun YMCA to provide discounted memberships for employees and their families. Under this activity, the department coordinates the "Better Bites, Better Gulps" standards, in partnership with Public Health, and supports the network of department Wellness Champions. The department is also starting to conduct worksite-level wellness and ergonomic reviews in order to identify areas that could be made more conducive to employee wellness. Budgeted non-recurring expenditures are for fitness equipment for additional worksites. Ryan White HIV/AIDS – Part A Program The purpose of the Ryan White HIV/AIDS – Part A Program is to provide a continuum of care containing a mix of core medical services and essential support services to eligible people living with HIV/AIDS so they can achieve optimal health, well-being and self-determination. Program Results Measure Description Percent of clients with suppressed viral load. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A Activities that comprise this program include: • Ryan White Part A HIV/AIDS Services 459 FY 2017 ADOPTED 71.0% REV VS ADOPTED VAR % N/A N/A Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Ryan White Part A HIV/AIDS Services Activity The purpose of the Ryan White Part A HIV/AIDS Services Activity is to provide HIV-related health care and support services to eligible people living with HIV/AIDS so they can improve their health, manage their disease and reduce the risk of transmission to others. Mandates: Discretionary. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of clients with suppressed viral load. Number of core medical units of service received. Number of non-medical support units of service received. Average number of eligible clients per quarter. Expenditure per eligible client. FY 2015 ACTUAL N/A N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A FY 2017 ADOPTED 71.0% 154,368 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 52,016 N/A N/A 1,125 7,014.30 N/A N/A N/A N/A 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 6,149,274 $ 6,149,274 $ 7,935,127 $ 7,935,127 $ 7,011,265 $ 7,011,265 $ 7,891,088 $ 7,891,088 $ $ (44,039) (44,039) -0.6% -0.6% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 6,674,795 $ 6,674,795 $ 7,815,470 $ 7,815,470 $ 6,973,856 $ 6,973,856 $ 7,891,088 $ 7,891,088 $ $ (75,618) (75,618) -1.0% -1.0% Expenditure Activity Narrative: This activity is a combination of three activities: Core Medical, Non-Medical Support, and Planning Council Support Services. The merge of these activities was geared towards simplifying the department’s activity structure and combined like efforts within the department organization. Historical comparison is not available as all measures are new in FY 2017. 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. 460 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Program Results Measure Description Percentage of employees who receive basic life, additional life, accidental death and dismemberment, child life, and spousal life insurance coverage who rated the benefit as affordable. Percentage of employees receiving life and accidental death and dismemberment insurance who are satisfied with the benefit. Percentage of employees satisfied with their health care flexible spending account. Percentage of employees satisfied with their dependent care flexible spending account. Percentage of employees enrolled in the Prepaid Legal Benefit plan who rated the plan as affordable according to the annual benefit satisfaction survey results. 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 employees satisfied with on-site convenience care clinic services. Percentage of employees satisfied with on-site pharmacy services. FY 2015 ACTUAL 82.0% FY 2016 REVISED 82.1% FY 2016 FORECAST 82.5% FY 2017 ADOPTED 82.5% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 90.3% 90.3% 90.3% 0.0% 0.0% N/A 95.8% 95.8% 96.0% 0.2% 0.2% 87.3% 87.3% 88.2% 89.0% 1.7% 1.9% 96.2% 100.0% 98.7% 100.0% (0.0%) -0.0% 83.1% 81.9% 82.0% 82.0% 0.1% 0.1% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Employee Flexible Spending Accounts • Employee Group Legal Insurance Benefits • Employee Life Insurance Benefits • Employee On-Site Pharmacy and Clinic • Employee Short Term Disability Insurance 461 REV VS ADOPTED VAR % 0.4% 0.5% Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 earnings to pay for health care expenses that are not covered by their insurance program and dependent care expenses. Mandates: Administrative mandate. Measure Type Result Result Output Demand Expenditure Ratio Measure Description Percentage of employees satisfied with their health care flexible spending account. Percentage of employees satisfied with their dependent care flexible spending account. Average number of employees participating in a flexible spending account of any type. Average number of employees enrolled in a flexible spending account of any type. Expenditure per employee participating in either a dependent care or health care flexible spending account. $ FY 2015 ACTUAL N/A FY 2016 REVISED 90.3% FY 2016 FORECAST 90.3% FY 2017 ADOPTED 90.3% N/A 95.8% 95.8% 96.0% 0.2% 0.2% 2,303 2,101 2,101 2,248 147 7.0% 2,303 2,101 2,248 2,248 147 7.0% 1,368.58 $ 1,461.81 $ 1,606.44 $ REV VS ADOPTED VAR % 0.0% 0.0% 1,499.92 $ (38.11) -2.6% Revenue 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES $ 2,235,272 915,829 $ 3,151,101 $ 2,269,651 801,620 $ 3,071,271 $ 2,381,498 1,030,211 $ 3,411,709 $ 2,362,430 1,009,392 $ 3,371,822 $ 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ 2,235,268 916,563 $ 3,151,831 $ 2,269,651 801,620 $ 3,071,271 $ 2,330,962 1,044,177 $ 3,375,139 $ 2,362,430 1,009,392 $ 3,371,822 $ $ 92,779 207,772 300,551 4.1% 25.9% 9.8% (92,779) (207,772) (300,551) -4.1% -25.9% -9.8% Expenditure $ Activity Narrative: Flexible Spending Accounts (FSAs) are voluntary benefits. Maricopa County does not fund FSAs, but bears the cost of administering them. Administrative costs are offset by amounts forfeited annually. Services provided under this activity include Employee Dependent Care Flexible Spending Accounts, Employee Health Care Flexible Spending Accounts, and Employee Limited Use Flexible Spending Accounts. Employee Group Legal Insurance Benefits Activity The purpose of the Employee Group Legal Insurance Benefits Activity is to provide pre-paid legal insurance at group rates to County employees so they can affordable legal services. Mandates: Administrative mandate. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percentage of employees enrolled in the Prepaid Legal Benefit plan who rated the plan as affordable according to the annual benefit satisfaction survey results. Average number of employees receiving group prepaid legal services. Average number of employees enrolled in group prepaid legal insurance. Expenditure per employee receiving group prepaid legal insurance. FY 2015 ACTUAL 87.3% FY 2016 REVISED 87.3% FY 2016 FORECAST 88.2% REV VS ADOPTED VAR % 1.7% 1.9% FY 2017 ADOPTED 89.0% 2,026 2,024 2,104 2,200 176 8.7% 2,026 2,024 2,104 2,200 176 8.7% 12.42 44.1% $ 28.51 $ 28.16 $ 28.96 $ 15.74 $ 631 - VOLUNTARY BENEFITS TOTAL SOURCES $ $ 685,477 685,477 $ $ 683,838 683,838 $ $ 731,195 731,195 $ $ 415,536 415,536 $ $ (268,302) (268,302) -39.2% -39.2% 631 - VOLUNTARY BENEFITS TOTAL USES $ $ 693,213 693,213 $ $ 683,838 683,838 $ $ 731,195 731,195 $ $ 415,536 415,536 $ $ 268,302 268,302 39.2% 39.2% Expenditure 462 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: Expenses and revenues reported for prior years include other benefit programs that have been discontinued or are now reported under another activity. 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. Measure Type Result Result Output Demand Expenditure Ratio Measure Description Percentage of employees who receive basic life, additional life, accidental death and dismemberment, child life, and spousal life insurance coverage who rated the benefit as affordable. Percentage of employees receiving life and accidental death and dismemberment insurance who are satisfied with the benefit. Average number of employees who receive basic life, additional life, accidental death and dismemberment, child life, and spousal life insurance coverage. Average number of employees enrolled in basic life, additional life, accidental death and dismemberment, child life, and spousal life insurance coverage. Expenditure per employee who receives basic life, additional life, accidental death and dismemberment, child life and/or spouse life insurance coverage. $ FY 2015 ACTUAL 82.0% FY 2016 REVISED 82.1% FY 2016 FORECAST 82.5% FY 2017 ADOPTED 82.5% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 12,927 12,934 12,962 12,953 19 0.1% 12,927 12,934 12,962 12,953 19 0.1% 30.17 $ 28.44 $ 32.02 $ REV VS ADOPTED VAR % 0.4% 0.5% 32.15 $ (3.71) -13.0% Revenue 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES $ 421,388 3,805,656 386,939 $ 4,613,983 $ 597,992 3,471,236 345,300 $ 4,414,528 $ 633,286 3,937,309 410,045 $ 4,980,640 $ 632,580 3,949,284 415,704 $ 4,997,568 $ 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL USES $ $ $ $ $ $ 34,588 478,048 70,404 583,040 5.8% 13.8% 20.4% 13.2% (34,588) (478,048) (70,404) (583,040) -5.8% -13.8% -20.4% -13.2% Expenditure 426,994 3,859,373 393,086 $ 4,679,453 597,992 3,471,236 345,300 $ 4,414,528 633,286 3,937,309 410,045 $ 4,980,640 632,580 3,949,284 415,704 $ 4,997,568 $ Activity Narrative: Employee life insurance benefits are part of the County's total compensation package. Basic Life and Accidental Death and Dismemberment Insurance is provided to all regular employees at County expense at a coverage level equal to one times an employee's actual salary. Additional insurance coverage for the employee and/or eligible dependents is paid solely by the employee. Maricopa County's insurance benefits are competitive with other large employers. The insurance plans are fully-insured. Employee On-Site Pharmacy and Clinic Activity The purpose of the Employee On-Site Pharmacy and Clinic Activity is to provide pharmacy and convenience care clinic services to County employees so they can quickly and inexpensively address their health needs. Mandates: Administrative mandate. 463 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Output Demand Expenditure Ratio Revenue Measure Description Percentage of employees satisfied with on-site convenience care clinic services. Percentage of employees satisfied with on-site pharmacy services. Number of clinic visits completed. Number of prescriptions filled. Number of pharmacy and clinic units of service provided (clinic visits plus prescriptions filled). Number of pharmacy and clinic units of service requested (clinic visits plus prescriptions requested). Expenditure per pharmacy/clinic unit of service provided. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 2,562 31,540 34,102 N/A N/A N/A N/A N/A N/A N/A N/A N/A 34,102 N/A N/A N/A N/A N/A $ 27.03 N/A N/A 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS TOTAL SOURCES $ 1,633,067 $ 1,553,810 $ 1,659,103 $ 1,699,812 $ (1,189,229) (1,157,990) (1,192,495) (1,157,990) $ 443,838 $ 395,820 $ 466,608 $ 541,822 $ 146,002 146,002 9.4% 0.0% 36.9% 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS TOTAL USES $ 2,066,489 $ 2,003,810 $ 2,083,944 $ 2,079,812 $ (1,189,229) (1,157,990) (1,192,495) (1,157,990) 921,822 $ $ 845,820 $ 891,449 $ 877,260 $ (76,002) (76,002) -3.8% 0.0% -9.0% Expenditure Activity Narrative: The on-site pharmacy and clinic is located on the second floor of the County Administration Building at 301 W. Jefferson in Phoenix. Services provided are reimbursed by patients and health plans. The pharmacy and clinic operate at a direct financial loss, but generate tangible and intangible benefits that are estimated to outweigh the net cost of the operation. The services receive very high customer satisfaction ratings from surveyed employees. Pharmacy Return on Investment (ROI) includes: Influenza vaccinations (2,750 vaccinations delivered to employees on-site annually, higher employee vaccination rate); direct savings from delivery of vaccinations on-site by pharmacy staff vs. paying outside providers; higher generic utilization (92.8% vs. 85.5% in community); and "treatment adherence" - patients continue to use prescribed medications for chronic conditions (such as diabetes, cholesterol and hypertension) as directed by their health care provider. Clinic ROI includes the following: Direct Cost Avoidance (estimated difference between what the clinic charged vs. what would have been charged by other community providers); additional direct cost avoidance (estimated savings from reduced Emergency Room visits, specialist referrals and inpatient hospitalizations); productivity savings (employees lose less work time by avoiding visits to off-site providers; assume two hours per clinic visit); and health improvement savings (better health outcomes through early treatment of minor conditions). The net operating cost can be reduced by bringing in additional patient volume, which will be generated by a new copay structure and agreements to serve employees of the State and other large public sector employers. Dedicated funding may need to be considered for FY 2018. Employee Short-Term Disability Insurance Activity The purpose of the Employee Short-Term Disability Insurance Activity is to provide short-term disability insurance coverage to eligible employees so they can affordably obtain income replacement in the event of a disability that prevents them from working. Mandates: Administrative mandate. 464 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of short-term disability claims 96.2% 100.0% 98.7% 100.0% (0.0%) -0.0% expense to premium revenue (loss ratio). Percentage of employees who rate their short83.1% 81.9% 82.0% 82.0% 0.1% 0.1% term disability insurance as affordable according to the annual benefit satisfaction survey. Average number of employees receiving short8,516 8,549 8,703 8,703 154 1.8% term disability insurance. Average number of employees enrolled in short8,516 8,549 8,703 8,703 154 1.8% term disability insurance. Expenditure per employee who received short- $ 23.90 $ 27.07 $ 23.95 $ 27.21 $ (0.14) -0.5% term disability insurance coverage. 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL SOURCES $ 1,962,233 456,806 188,792 $ 2,607,831 $ 2,207,008 408,473 161,260 $ 2,776,741 $ 2,094,639 528,866 203,492 $ 2,826,997 $ 2,107,539 530,448 203,520 $ 2,841,507 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL USES $ 2,086,037 239,842 116,873 $ 2,442,752 $ 2,207,008 408,473 161,260 $ 2,776,741 $ 2,041,753 373,241 86,693 $ 2,501,687 $ 2,107,539 530,448 203,520 $ 2,841,507 $ $ (99,469) 121,975 42,260 64,766 -4.5% 29.9% 26.2% 2.3% 99,469 (121,975) (42,260) (64,766) 4.5% -29.9% -26.2% -2.3% Expenditure $ $ Activity Narrative: The Maricopa County short-term disability program is voluntary and fully funded by employees. The program allows employees a way to insure against loss of income when they are not able to work for medical reasons, and do not have sufficient paid leave. Employee rates were not increased for FY 2017, but an increase in expenditures is due to increased participation in the program. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 270,537 $ - FY 2016 Revised Budget $ 270,537 $ - FY 2017 Baseline Budget $ 270,537 $ - 3,916 $ 3,892 24 2,493 $ (35) 2,528 - 276,946 $ 2.4% - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 465 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 7,935,127 $ 7,935,127 FY 2016 Revised Budget $ 7,935,127 $ 7,935,127 FY 2017 Baseline Budget $ 7,935,127 $ 7,935,127 Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Central Service Cost Allocation Grants Grant Reconciliation Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 14,721 $ 15,784 (1,134) 71 (12,346) $ (108) 2,409 (14,647) (46,414) $ (46,414) (44,039) (44,039) 7,891,088 $ -0.6% 7,891,088 -0.6% Wellness Fund (615) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,556,248 $ 1,556,248 FY 2016 Revised Budget $ 1,556,248 $ 1,556,248 FY 2017 Baseline Budget $ 1,556,248 $ 1,556,248 $ 5,225 5,225 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Decrease Other Services Agenda Item: $ $ $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ $ (4,461) $ 466 7,924 7,888 36 1,762 (30) 1,792 (4,461) (4,461) 1,561,473 $ 0.3% 1,561,473 0.3% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Wellness Fund (615) continued Revenue Expenditures NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 625,000 $ - FY 2016 Revised Budget $ 625,000 $ - (625,000) $ (625,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Fitness Equipment and Wellness Initiatives $ - $ - $ 300,400 300,400 $ - $ 300,400 $ - Agenda Item: $ 300,400 FY 2017 Adopted Budget Benefit Administration Fund (618) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 3,005,916 $ 3,005,916 FY 2016 Revised Budget $ 3,005,916 $ 3,005,916 FY 2017 Baseline Budget $ 3,005,916 $ 3,005,916 20,621 $ 21,044 (516) 93 22,220 $ (280) 6,877 19,256 (3,633) - $ (42,841) $ (42,841) - $ 3,005,916 $ 0.0% 3,005,916 0.0% Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Central Service Cost Allocation Personnel Savings Increase Vacancy Savings from 4.33% to 4.79% Structural Balance Structural Balance Decrease Other Pay Right-size Vacant Positions Agenda Item: $ $ $ $ FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec (3,633) (28,595) (14,246) Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 467 - $ 6,467,400 6,467,400 3,005,916 $ 0.0% 9,473,316 215.2% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Benefits Administration Fund (618) continued Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 200,000 200,000 $ - $ 200,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Affordable Care Act Audits and Consulting Costs Agenda Item: $ FY 2017 Adopted Budget 200,000 Benefits Trust Fund (685) Expenditures Revenue FY 2016 Adopted Budget $ 166,338,791 $ 165,888,791 FY 2016 Revised Budget $ 166,338,791 $ 165,888,791 FY 2017 Baseline Budget $ 166,338,791 $ 165,888,791 $ $ OPERATING Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Central Service Cost Allocation Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ $ FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec 28,545 28,932 (516) 129 23,982 (310) 8,669 19,256 (3,633) 7,031,035 7,031,035 (47,302) (47,302) $ $ $ 7,106,260 7,106,260 - $ 173,375,051 $ 172,995,051 4.2% 4.3% Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount - $ 6,467,400 6,467,400 $ 173,375,051 $ 179,462,451 4.2% 8.2% 468 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Benefits Trust Fund (685) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2016 ADOPTED FY 2016 FORECAST FY 2017 ADOPTED $ 37,893,442 $ 21,435,575 $ 21,435,575 $ 17,606,814 $ 11,487,602 $ 143,981,831 2,915 143,984,746 $ 160,167,998 160,167,998 $ 160,167,998 160,167,998 $ 161,138,526 161,138,526 $ 179,462,451 179,462,451 $ $ $ $ 163,923,550 66,865 163,990,415 Structural Balance $ (19,941,719) $ Accounting Adjustments $ (280,959) $ $ 41,052,828 $ (23,446,014) 17,606,814 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2016 REVISED $ $ $ 166,338,791 625,000 166,963,791 $ $ $ (6,170,793) $ - $ 37,397,106 $ (22,757,324) 14,639,782 $ 469 166,338,791 625,000 166,963,791 $ $ $ (6,170,793) $ - $ 37,397,106 $ (22,757,324) 14,639,782 $ 167,150,030 107,708 167,257,738 $ $ 173,375,051 500,400 173,875,451 (6,011,504) $ 6,087,400 - $ $ 39,436,730 $ (27,949,128) 11,487,602 $ - 45,403,730 (28,329,128) 17,074,602 Maricopa County Annual Business Strategies FY 2017 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 January 2018, OET will leverage previous technology infrastructure investments, including increased bandwidth, improved network routing, improved wireless infrastructure, identity and access management, unified communications, and information security, to further enhance access to County services and to lower cost of operations by 2-4%. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Department Specific By June 2018, OET will improve employee engagement as evidenced by a decrease in our annual vacancy rate from 19% (FY15) to 10% or lower. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Department Specific By May, 2019, OET will complete the implementation of all phases of its Service Management Initiative to improve the timeliness and quality of service as compared with FY16 measurements (collected during FY16). Status: This is a new goal for FY 2017 and data will be available in FY 2018. 470 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES ENET - ENTERPRISE NETWORK SERVICES OCTR - CUSTOMER RESOURCE RDNW - WIRELESS SYSTEMS 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 5,431,781 $ 8,576,151 3,347,501 17,355,433 $ 807,191 $ 13,130,672 3,117,241 17,055,104 $ 815,198 $ 13,130,672 3,117,241 17,063,111 $ 3,721,266 $ 11,044,172 2,929,885 17,695,323 $ 6,201,624 $ 12,220,707 3,203,002 21,625,333 $ - $ 9,000 9,000 $ - $ 9,000 9,000 $ - $ 6,235 6,235 $ - $ 9,000 9,000 $ - N/A 0.0% 0.0% $ 5,386,426 (909,965) 85,761 4,562,222 660.8% -6.9% 2.8% 26.7% ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 1,673 $ 1,673 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 13,683 $ 13,683 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 11,236 $ 11,236 $ 10,000 $ 10,000 $ - 0.0% 0.0% GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 752,676 $ 752,676 $ 460,300 $ 460,300 $ 460,300 $ 460,300 $ 460,300 $ 460,300 $ 553,820 $ 553,820 $ 93,520 93,520 20.3% 20.3% TOTAL PROGRAMS $ 18,123,465 $ 17,534,404 $ 17,542,411 $ 18,173,094 $ 22,198,153 $ 4,655,742 26.5% 28,775,452 $ 10,691,840 2,222,341 41,689,633 $ 31,029,257 $ 11,189,580 2,532,740 44,751,577 $ 31,351,627 $ 11,923,213 2,472,220 45,747,060 $ 27,652,217 $ 11,925,585 2,374,931 41,952,733 $ 29,399,040 $ 11,954,133 2,586,032 43,939,205 $ 1,952,587 (30,920) (113,812) 1,807,855 6.2% -0.3% -4.6% 4.0% 2,465,779 $ 1,828,985 4,294,764 $ 7,083,326 $ 1,448,460 8,531,786 $ 6,968,101 $ 1,410,118 8,378,219 $ 5,465,005 $ 1,531,257 6,996,262 $ 6,135,841 $ 1,511,117 7,646,958 $ 832,260 (100,999) 731,261 11.9% -7.2% 8.7% 260,790 $ 71,974 2,486,398 881,078 3,700,240 $ 583,638 $ 138,048 783,831 137,664 1,946,682 3,589,863 $ 549,579 $ 138,048 783,831 223,750 2,235,508 3,930,716 $ 454,024 $ 106,664 1,355,363 137,303 1,814,630 3,867,984 $ 504,691 $ 119,599 718,041 103,519 1,862,683 3,308,533 $ 44,888 18,449 65,790 120,231 372,825 622,183 8.2% 13.4% 8.4% 53.7% 16.7% 15.8% 1,027,047 $ 187,812 235,763 1,450,622 $ 1,027,047 $ 187,812 235,763 1,450,622 $ 1,171,022 $ 251,979 219,307 1,642,308 $ 1,014,202 $ 272,600 257,891 1,544,693 $ 12,845 (84,788) (22,128) (94,071) 1.3% -45.1% -9.4% -6.5% USES ENET - ENTERPRISE NETWORK SERVICES OCTR - CUSTOMER RESOURCE RDNW - WIRELESS SYSTEMS 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ APPD - APP DEVELOPMENT AND SUPP SVCS ITCN - IT CONSULTING 41MG - INFO TECHNOLOGY MANAGEMENT $ $ $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 652,589 $ 515,509 183,108 1,351,206 $ GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 977,379 $ 977,379 $ 997,278 $ 997,278 $ 998,647 $ 998,647 $ 671,343 $ 671,343 $ 884,285 $ 884,285 $ 114,362 114,362 11.5% 11.5% TOTAL PROGRAMS $ 52,013,222 $ 59,321,126 $ 60,505,264 $ 55,130,630 $ 57,323,674 $ 3,181,590 5.3% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED 468,307 $ 468,307 $ 81,283 $ 16,981,318 17,062,601 $ 150,000 $ 16,898,304 17,048,304 $ 150,000 $ 16,898,304 17,048,304 $ $ $ 10,000 15,800 25,800 $ 10,000 15,800 25,800 $ SUBTOTAL $ 13,683 294,505 308,188 ALL REVENUES $ 18,123,465 $ 17,534,404 $ TOTAL SOURCES $ 18,123,465 $ 17,534,404 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 460,300 460,300 FY 2016 FORECAST $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 752,676 $ 752,676 $ FY 2016 REVISED $ 471 FY 2017 ADOPTED 468,307 $ 468,307 $ 100,951 17,561,232 17,662,183 $ $ $ $ 11,236 31,368 42,604 17,542,411 $ 17,542,411 $ REVISED VS ADOPTED VAR % 553,820 553,820 $ $ 77,007 21,548,326 21,625,333 $ $ 85,513 85,513 18.3% 18.3% (72,993) 4,650,022 4,577,029 -48.7% 27.5% 26.8% (6,800) (6,800) 0.0% -43.0% -26.4% $ $ 10,000 9,000 19,000 18,173,094 $ 22,198,153 $ 4,655,742 26.5% 18,173,094 $ 22,198,153 $ 4,655,742 26.5% $ Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 13,084,088 $ 39,473 213,181 4,068,878 83,313 (6,032,338) 1,900,415 13,357,010 $ 15,940,244 $ 37,558 98,544 5,188,601 280,818 (9,186,656) 2,397,300 14,756,409 $ 16,067,254 $ 37,558 98,544 5,177,659 280,818 (9,302,724) 2,397,300 14,756,409 $ 15,171,860 $ 41,278 168,472 4,891,932 146,121 (8,700,954) 2,209,005 13,927,714 $ 14,813,138 $ 41,899 129,000 5,041,242 70,340 (7,756,235) 2,230,548 14,569,932 $ 1,254,116 (4,341) (30,456) 136,417 210,478 (1,546,489) 166,752 186,477 7.8% -11.6% -30.9% 2.6% 75.0% -16.6% 7.0% 1.3% SUBTOTAL $ 1,774,401 $ 29,741 33,182 (512,542) 106,517 1,431,299 $ 1,676,787 $ 43,176 (986,644) 56,329 789,648 $ 1,676,787 $ 43,176 (986,644) 56,329 789,648 $ 1,381,863 $ 29,851 180,843 (627,030) 53,847 1,019,374 $ 1,915,363 $ 43,176 (1,226,185) 30,978 763,332 $ (238,576) 239,541 25,351 26,316 -14.2% 0.0% N/A 24.3% 45.0% 3.3% 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 $ 170 $ 2,877,247 3,366,979 10,309,087 8,034 1,451,353 105,219 100,601 2,795 7,892,839 (1,445,974) 546,623 25,214,973 $ - $ 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 $ - $ 12,406,932 3,989,359 18,684,831 16,000 1,570,900 28,800 123,820 5,033 8,245,763 (2,200,655) 698,417 43,569,200 $ - $ 5,883,352 3,573,030 20,513,790 9,560 1,847,783 90,011 70,732 3,790 7,848,962 (2,336,266) 711,417 38,216,161 $ - $ 8,242,612 4,199,667 18,824,057 207,000 1,766,207 92,455 93,604 5,033 9,017,412 (2,314,103) 520,991 40,654,935 $ 4,164,320 (210,308) (139,226) (191,000) (195,307) (63,655) 30,216 (771,649) 113,448 177,426 2,914,265 N/A 33.6% -5.3% -0.7% -1193.8% -12.4% -221.0% 24.4% 0.0% -9.4% 5.2% 25.4% 6.7% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 3,809,234 228,014 4,037,248 $ 1,952 $ 320,043 (1,952) (320,043) - $ 1,952 $ 320,043 (321,995) - $ - $ 710,727 (133,353) 577,374 $ - $ 527,799 (527,799) - $ 1,952 (207,756) 205,804 - 100.0% -64.9% N/A 63.9% N/A N/A ALL EXPENDITURES $ 44,040,530 $ 59,321,126 $ 59,115,257 $ 53,740,623 $ 55,988,199 $ 3,127,058 5.3% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 7,972,692 $ 7,972,692 $ - $ - $ 1,390,007 $ 1,390,007 $ 1,390,007 $ 1,390,007 $ 1,335,475 $ 1,335,475 $ 54,532 54,532 3.9% 3.9% TOTAL USES $ 52,013,222 $ 59,321,126 $ 60,505,264 $ 55,130,630 $ 57,323,674 $ 3,181,590 5.3% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 472 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ NON RECURRING NON PROJECT VMWARE NON RECURRING FUND TOTAL SOURCES $ 681 TECHNOLOGY INFRASTRUCTURE OPERATING $ FUND TOTAL SOURCES $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 752,676 $ 752,676 $ 465,100 $ 465,100 $ 465,100 $ 8,007 473,107 $ 463,900 $ 8,007 471,907 $ 553,820 $ 8,007 561,827 $ 17,370,789 $ 17,370,789 $ 17,069,304 $ 17,069,304 $ 17,069,304 $ 17,069,304 $ 17,701,187 $ 17,701,187 $ 21,636,326 $ 21,636,326 $ 18,123,465 $ - $ 18,123,465 $ FY 2015 ACTUAL 17,534,404 $ - $ 17,534,404 $ FY 2016 ADOPTED 17,534,404 $ 8,007 $ 17,542,411 $ FY 2016 REVISED 18,165,087 $ 8,007 $ 18,173,094 $ FY 2016 FORECAST 11,120,172 $ 10,508,076 4,774,562 214,914 1,133,681 5,824,200 315,015 33,890,620 $ 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 $ 15,678,798 $ 11,193,593 1,153,944 1,250,000 3,446,942 956,073 1,390,007 185,149 4,512,816 565,000 40,332,322 $ 15,677,850 $ 11,025,689 873,944 2,150,239 844,192 1,390,007 185,149 1,715,799 33,862,869 $ 14,992,342 $ 10,632,051 280,000 985,629 2,116,703 100,000 1,335,475 259,000 2,797,017 33,498,217 $ 858,923 $ 858,923 $ 986,484 $ 15,000 150,000 1,151,484 $ 986,484 $ 15,000 150,000 1,151,484 $ 955,684 $ 14,883 150,000 1,120,567 $ 984,584 $ 984,584 $ $ 16,358,199 $ 905,480 17,263,679 $ 17,069,304 $ 1,952,154 19,021,458 $ 17,069,304 $ 1,952,154 19,021,458 $ 19,224,840 $ 922,354 20,147,194 $ 21,636,326 $ 1,204,547 22,840,873 $ (4,567,022) 747,607 (3,819,415) -26.8% 38.3% -20.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 38,845,370 $ 13,167,852 $ 52,013,222 $ 44,226,179 $ 15,094,947 $ 59,321,126 $ 44,928,179 $ 15,577,085 $ 60,505,264 $ 46,884,063 $ 8,246,567 $ 55,130,630 $ 48,245,303 $ 9,078,371 $ 57,323,674 $ (3,317,124) 6,498,714 3,181,590 -7.4% 41.7% 5.3% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 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 NON RECURRING NON PROJECT 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 $ $ $ $ $ 88,720 19.1% 8,007 N/A (8,007) -100.0% 88,720 18.8% 4,567,022 4,567,022 26.8% 26.8% 22,190,146 $ 4,655,742 26.6% 8,007 $ 0.0% 22,198,153 $ 4,655,742 26.5% REVISED VS ADOPTED FY 2017 ADOPTED VAR % 686,456 561,542 873,944 264,371 1,330,239 856,073 (1,335,475) 1,390,007 (73,851) 1,715,799 565,000 6,834,105 1,900 15,000 150,000 166,900 4.4% 5.0% 75.7% 21.1% 38.6% 89.5% N/A N/A 100.0% -39.9% 38.0% N/A 100.0% 16.9% 0.2% 100.0% 100.0% 14.5% 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 7.00 8.00 2.00 17.00 8.00 4.00 2.00 2.00 16.00 7.00 4.00 2.00 2.00 15.00 7.00 4.00 2.00 2.00 15.00 7.00 4.00 2.00 2.00 15.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 46.00 53.00 18.00 117.00 46.00 55.00 19.00 120.00 47.00 54.00 20.00 121.00 47.00 55.00 19.00 121.00 46.00 54.00 19.00 119.00 (1.00) (1.00) (2.00) (2.1%) 0.0% (5.0%) (1.7%) 37.50 24.50 62.00 37.00 24.50 61.50 37.00 24.00 61.00 37.00 24.00 61.00 37.00 24.00 61.00 - 0.0% 0.0% 0.0% 5.50 5.50 201.50 18.50 18.50 216.00 18.50 18.50 215.50 18.50 18.50 215.50 18.50 18.50 213.50 (2.00) 0.0% 0.0% (0.9%) 473 Maricopa County Annual Business Strategies FY 2017 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 Network Engineer Network Engineer Senior/Lead Office Assistant 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 Software Architect 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 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 FY 2016 ADOPTED 1.00 4.00 2.00 1.00 6.00 3.00 9.00 1.00 1.00 6.00 4.00 1.00 1.00 1.00 9.00 1.00 2.00 11.00 1.50 6.00 2.00 3.00 1.00 1.00 8.50 6.00 1.00 4.00 3.00 2.00 4.00 5.00 4.00 1.00 3.00 3.00 1.00 1.00 2.00 7.00 10.00 1.00 1.00 14.00 1.00 3.00 2.00 6.00 8.00 6.00 2.00 1.00 5.00 11.00 8.00 1.00 1.00 1.00 216.00 474 FY 2016 FY 2016 REVISED FORECAST 2.00 1.00 3.00 3.00 2.00 2.00 3.00 3.00 2.00 2.00 3.00 3.00 10.00 10.00 1.00 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 9.00 9.00 1.00 1.00 1.00 1.00 2.00 2.00 8.00 8.00 3.00 3.00 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 8.00 5.00 5.00 1.00 1.00 4.00 4.00 3.00 3.00 2.00 3.00 4.00 4.00 6.00 5.00 4.00 4.00 1.00 1.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 7.00 7.00 10.00 10.00 1.00 1.00 2.00 2.00 13.00 13.00 1.00 1.00 1.00 1.00 2.00 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 1.00 215.50 215.50 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 1.00 (1.00) (50.0%) 3.00 0.0% 2.00 0.0% N/A 3.00 0.0% 2.00 0.0% 3.00 0.0% 10.00 0.0% 1.00 0.0% 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 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 8.00 0.0% 3.00 0.0% 1.50 0.0% 6.00 0.0% 2.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 8.00 0.0% 5.00 0.0% 1.00 0.0% 4.00 0.0% 3.00 0.0% 2.00 0.0% 4.00 0.0% 5.00 (1.00) (16.7%) 4.00 0.0% 1.00 0.0% 3.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% N/A 2.00 0.0% 7.00 0.0% 10.00 0.0% 1.00 0.0% 2.00 0.0% 13.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 1.00 50.0% 2.00 0.0% 6.00 0.0% 8.00 0.0% 6.00 0.0% 1.00 (1.00) (50.0%) 1.00 0.0% 5.00 0.0% 11.00 0.0% 8.00 0.0% 1.00 0.0% N/A 1.00 0.0% 213.50 (2.00) (0.9% ) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Fund DEPARTMENT/FUND 100 GENERAL 681 TECHNOLOGY INFRASTRUCTURE Department Total FY 2015 ADOPTED 143.50 58.00 FY 2016 ADOPTED 159.00 57.00 216.00 FY 2016 FY 2016 REVISED FORECAST 158.50 159.50 57.00 56.00 215.50 215.50 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 158.50 0.0% 55.00 (2.00) (3.5%) 213.50 (2.00) (0.9% ) Staffing Variance Analysis The Office of Enterprise Technology continues to inactivate positions that have been vacant for extended periods of time in order to create positions that are able to cross train and have a higher level of expertise. Usually, two positions will be inactivated to create one higher level position which has occurred between FY 2016 and FY 2017 causing a negative variance. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $206,196 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $9,970 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $1,079 for the impact of the changes in retirement contribution rates. • Decrease Other Base Adjustments by $285,382. • Increase Internal Service Charges by $10,843 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $40,613 for the impact of the changes in the base level telecommunication charges. • Increase Personnel Savings by $663,404 from 4.98% to 8.99%. • Increase revenue by $88,720 for additional Aerial Photography Services. • Increase Personnel by $22,415 for Justice Courts Enterprise EDMS Project Manager. General Fund (100) Operating Major Maintenance • Increase other services by $25,000 for Board of Supervisors audio visual professional services. • Increase repairs and maintenance by $16,289 for Board of Supervisors audio visual maintenance. • Increase repairs and maintenance by $145,045 for content management system. • Decrease repairs and maintenance by $289,496 for data network infrastructure. • Increase rent and operating leases by $139,900 for Phoenix IO data center site lease. • Increase repairs and maintenance by $904,650 for data center maintenance and other repairs. • Decrease repairs and maintenance by $7,512 for Microsoft Enterprise License Agreement. • Increase repairs and maintenance by $1,008,549 for Cyber Security tools and software services. General Fund (100) VMWare • Budget revenue of $8,007 for VMWare Software from Districts. • Budget transfers out of $1,335,475 for VMWare Software. General Fund (100) Advantage 2X Hosting Charges • Budget repairs and maintenance of $280,000 of carry forward for CGI 2x hosting charges. 475 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) Content Management System Web • Budget other services of $985,629 of carry forward for Content Management System Web Services. General Fund (100) Cyber Security • Budget other services of $820,000 for Cyber Security tools and software services. • Budget other services of $1,296,703 of carry forward for Cyber Security tools and software services. General Fund (100) Cyber Security Major Maintenance • Budget repairs and maintenance of $259,000 for Cyber Security tools. General Fund (100) Desktop Laptop Replacement • Budget repairs and maintenance of $100,000 for PC and Laptop Replacement. General Fund (100) Enterprise Data Center Systems Major Maintenance • Budget other services of $2,797,017 of carry forward for enterprise data center operational growth and services management system. Detention Fund (255) Operating • Decrease expenditures by $1,900 to maintain department requested budget. Technology Infrastructure Fund (681) Operating • Increase Regular Benefits by $70,586 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $2,036 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $365 for the impact of the changes in retirement contribution rates. • Increase expenditures by $2,884,951 to maintain structural balance. • Increase Internal Service Charges by $11,285 for the impact of the changes in risk management charges. • Increase Personnel Savings by $426,582 from 3.15% to 11.96%. • Increase revenues by $2,713,295 to maintain structural balance. • Increase expenditures by $174,726 to maintain structural balance. Technology Infrastructure Fund (681) Non Recurring Non Project • Increase Regular Benefits by $1,247 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $13 for the impact of the changes in retirement contribution rates. • Budget utilities of $989,800 of carry forward for additional bandwidth with CenturyLink. • Budget services allocation in of $40,000 of carry forward for Wireless Radio Systems services. • Budget salary and benefits and other services of $173,487 for IT Division Manager. 476 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology 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 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 2015 ACTUAL 96.4% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 99.8% 100.0% 99.6% 98.6% 99.6% 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% 71.4% 74.9% 100.0% 77.2% 100.0% 77.2% 100.0% 77.2% 0.0% (0.0%) 0.0% -0.0% Activities that comprise this program include: • Enterprise Network Services • Customer Resource • Wireless Systems Enterprise Network Services Activity The purpose of the Enterprise Network Services Activity is to provide enterprise-level network and network monitoring services to County government so they can access all technology services to meet organizational goals. Mandates: Administrative mandate. 477 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 98.6% 99.3% FY 2017 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% 71.4% 8,676 100.0% 8,568 88.4% 8,616 100.0% 8,568 0.0% - 0.0% 0.0% 8,562 8,448 8,496 8,448 - 0.0% 8,562 8,448 8,496 8,448 - 0.0% 1,230 1,000 1,102 1,000 - 0.0% 8,604 8,448 8,526 8,448 - 0.0% 8,562 8,448 8,496 8,448 - 0.0% 8,542 8,448 8,476 8,448 - 0.0% 1,230 1,000 1,102 1,000 - 0.0% $ 23,394.68 $ 31,351.63 $ 25,092.76 $ 29,399.04 $ 1,952.59 6.2% $ $ 8,007 3,713,259 $ 3,721,266 $ 8,007 6,193,617 $ 6,201,624 $ 5,386,426 $ 5,386,426 0.0% 667.3% 660.8% $ 22,925,186 150,000 4,577,031 $ 27,652,217 $ 23,129,358 6,269,682 $ 29,399,040 $ 2,310,378 150,000 (507,791) $ 1,952,587 9.1% 100.0% -8.8% 6.2% 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES 5,431,781 $ 5,431,781 $ 100 - GENERAL 255 - DETENTION OPERATIONS 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ 24,260,961 4,514,491 $ 28,775,452 $ 25,439,736 150,000 5,761,891 $ 31,351,627 $ 8,007 807,191 815,198 Expenditure Activity Narrative: The FY 2017 budget supports the Department in meeting 100% of the demand for service access and maintenance. Services contained in this activity include DNS/Wins/ Directory/Authentication, Electronic Communications, Internal County Applications, External Systems Access, Network Monitoring and Maintenance, New Technology Access, and Reliable, Redundant Enterprise Network Services. The increase in revenue for the Technology Infrastructure Fund is due to the transition of telephony maintenance from the General Fund. Customer Resource Activity The purpose of the Customer Resource Activity is to provide desktop, data, voice, and help desk support services to County employees, their vendors, and citizens with County interests so they can maintain business continuity. Mandates: Administrative mandate. 478 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 74.9% FY 2016 FY 2016 REVISED FORECAST 77.2% 89.3% $ 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 8,576,151 $ 8,576,151 $ 13,130,672 $ 13,130,672 100 - GENERAL 255 - DETENTION OPERATIONS 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ 2,790,091 7,901,749 $ 10,691,840 $ 4,316,861 15,000 7,591,352 $ 11,923,213 FY 2017 ADOPTED 77.2% 49,157 38,846 41,257 38,846 36,803 49,157 290.52 30,000 38,846 397.44 36,833 41,257 323.77 30,000 38,846 398.47 $ 11,044,172 $ 11,044,172 $ 1,927,161 14,883 9,983,541 $ 11,925,585 $ $ REV VS ADOPTED VAR % (0.0%) -0.0% - 0.0% $ (1.03) 0.0% 0.0% -0.3% $ 12,220,707 $ 12,220,707 $ $ (909,965) (909,965) -6.9% -6.9% $ $ 3,458,528 15,000 (3,504,448) $ (30,920) 80.1% 100.0% -46.2% -0.3% $ Expenditure 858,333 11,095,800 $ 11,954,133 Activity Narrative: Services in this Activity include Administration, Customer Resource Center, PC/LAN, and Voice Network Infrastructure. Due to the transition of telephony maintenance from the General Fund to the Technology Infrastructure Fund, expenditures have decreased in the General Fund while increasing in the Technology Infrastructure Fund as well as the revenue decrease in the Technology Infrastructure Fund which transitioned to the Enterprise Network Services Activity. Also, the Technology Infrastructure Fund revenues have moved to the Enterprise Network Services Activity due to the telephony transition. Wireless Systems (Radio) Activity The purpose of the Wireless Systems (Radio) 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 2015 ACTUAL 96.4% FY 2016 FY 2016 REVISED FORECAST 100.0% 98.9% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 99.8% 99.6% 99.7% 99.6% 8,592 8,000 6,597 8,000 10,904,300 13,750,000 12,775,306 13,750,000 8,592 8,000 6,597 8,000 $ 258.65 $ 309.03 $ 360.00 $ 323.25 $ (0.0%) (14.23) -0.0% 0.0% 0.0% 0.0% -4.6% $ (4,800) 90,561 85,761 -100.0% 2.9% 2.8% (11,572) (102,240) (113,812) -12.8% -4.3% -4.6% 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES 3,347,501 $ 3,347,501 $ 4,800 3,112,441 $ 3,117,241 $ 3,600 2,926,285 $ 2,929,885 $ 3,203,002 $ 3,203,002 $ $ 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ $ $ $ $ Expenditure 2,222,341 $ 2,222,341 90,500 2,381,720 $ 2,472,220 84,313 2,290,618 $ 2,374,931 102,072 2,483,960 $ 2,586,032 $ Activity Narrative: Services in this Activity include Mobile and Portable Radios Maintenance and Repair Services, Mobile Data Terminal Installations, Radio Programming Templates, and Two-Way Radio Network. In FY 2017, OET is continuing to implement the new counting method of number of radio transmissions instead of push-to-talk transmissions. 479 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 98.1% FY 2016 FY 2016 REVISED FORECAST 97.6% 97.6% FY 2017 ADOPTED 97.6% REV VS ADOPTED VAR % 0.0% 0.0% 98.9% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • 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 2015 ACTUAL 98.1% $ FY 2016 FY 2016 REVISED FORECAST 97.6% 97.9% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 97.6% 98.9% 100.0% 100.0% 100.0% 3,369 3,500 3,434 3,500 - 0.0% 89 178 134 178 - 0.0% 3,305 3,415 3,360 3,415 - 0.0% 189 178 184 178 - 0.0% 746.08 $ 2,465,779 $ 2,465,779 $ 2,040.44 $ 6,968,101 $ 6,968,101 $ 1,626.01 $ 5,465,005 $ 5,465,005 0.0% 0.0% 1,796.21 $ 244.23 12.0% $ 6,135,841 $ 6,135,841 $ $ 832,260 832,260 11.9% 11.9% $ Activity Narrative: Services contained in this activity include General Ledger Application Support, Internet/Intranet Hosting, Other Application Support, and Website Development Services. Expenditures have decreased for this Activity due to a reduction of non recurring funds for the County’s new financial system, Advantage 3x, and Content Management Web Services. IT Consulting Activity The purpose of the IT Consulting Activity is to provide technology evaluation services to County departments so they can provide IT-enabled, high quality, cost effective services to customers. Mandates: Administrative mandate. 480 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2017 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. 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES FY 2015 FY 2016 REV VS ADOPTED FY 2016 FY 2017 ADOPTED VAR % ACTUAL REVISED FORECAST N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 600 600 600 0.0% 0.0% 600 N/A 600 600 N/A $ 2,350.20 $ 2,552.10 $ 2,518.53 $ (168.33) -7.2% $ 1,828,985 $ 1,828,985 $ 1,145,942 264,176 $ 1,410,118 $ 1,395,336 135,921 $ 1,531,257 $ 1,193,018 318,099 $ 1,511,117 $ $ (47,076) (53,923) (100,999) -4.1% -20.4% -7.2% Activity Narrative: The FY 2017 budget supports the Department in meeting 100% of the demand for this Activity. The increased expenditure is due to salary and benefits associated with the personnel within this Activity. 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 2016 Adopted Budget $ 11,193,593 $ 465,100 FY 2016 Revised Budget $ 11,193,593 $ 465,100 $ 116,068 $ 116,068 - $ 11,309,661 $ 465,100 $ 197,305 $ 206,196 (9,970) 1,079 (897,330) $ (285,382) 10,843 40,613 (663,404) - $ - $ - 88,720 88,720 $ 10,609,636 $ -6.2% 553,820 19.1% $ 22,415 $ 22,415 - $ 10,632,051 $ -6.0% 553,820 19.1% Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 4.98% to 8.99% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2017 Tentative Budget (663,404) Percent Change from Baseline Amount Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount 481 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Revenue Expenditures MAJOR MAINTENANCE OPERATING FY 2016 Adopted Budget Adjustments: Major Maintenance Projects Xfer to OET for MJMO Data - $ 702,000 $ 702,000 - $ 15,678,798 $ - $ (73,154) $ (73,154) (702,000) $ (702,000) (1,853,727) $ (1,853,727) - $ 13,049,917 $ - $ 1,937,145 $ 1,937,145 - $ 14,987,062 $ 14.8% - $ 5,280 $ 5,280 - $ 14,992,342 $ 14.9% - C-41-16-006-M-00 Agenda Item: $ C-41-16-006-M-00 $ FY 2017 Baseline Budget Adjustments: Major Maintenance Projects Major Maintenance Program Board of Supervisors Audio/Visual - Professional Services Board of Supervisors Audio/Visual - Maintenance Content Management System Data Network Infrastructure Phoenix IO Data Center Site Lease Data Center Maintenance and Other Repairs Microsoft Enterprise License Agreement Cyber Security Tools and Software Services 14,976,798 $ Agenda Item: FY 2016 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Major Maintenance Projects Xfer to OET for MJMO Data Reallocations Reallocation Between Funds $ Agenda Item: $ 25,000 16,289 139,765 (289,496) 139,900 904,650 (7,512) 1,008,549 FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Base Adjustments Other Base Adjustments Content Management System Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 5,280 Expenditures Revenue ADVANTAGE 2X HOSTING CHARGES FY 2016 Adopted Budget $ 1,153,944 $ - FY 2016 Revised Budget $ 1,153,944 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: $ FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward (1,153,944) (1,153,944) - $ - $ - $ 280,000 $ 280,000 - $ 280,000 $ - Agenda Item: FY 2017 Adopted Budget 482 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue CONTENT MANAGEMENT SYSTEM WEB FY 2016 Adopted Budget $ 1,250,000 $ - FY 2016 Revised Budget $ 1,250,000 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: $ FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward - $ - $ - $ 1,000,000 $ 1,000,000 - $ 1,000,000 $ - $ (14,371) $ (14,371) - $ 985,629 $ Agenda Item: FY 2017 Tentative Budget Adjustments: Non Recurring Other Non Recurring (1,250,000) (1,250,000) Agenda Item: FY 2017 Adopted Budget Expenditures - Revenue CYBER SECURITY NRNP FY 2016 Adopted Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon - $ (138,058) $ (138,058) - $ 3,446,942 $ - $ $ (2,935,000) (2,935,000) (511,942) $ 138,058 (650,000) - $ - $ - C-49-16-009-2-00 Agenda Item: C-49-16-009-2-00 FY 2017 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring Cyber Security - Tools and Software Services Non Recurring Non Recurring Carry Forward 3,585,000 $ Agenda Item: FY 2016 Revised Budget Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring & Capital Budget Recon Non Recurring Carry Forward $ Agenda Item: $ $ FY 2017 Adopted Budget 483 820,000 820,000 - 820,000 $ 1,296,703 $ 1,296,703 - $ 2,116,703 $ - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Revenue Expenditures CYBER SECURITY MAJOR MAINT FY 2016 Adopted Budget $ 185,149 $ - FY 2016 Revised Budget $ 185,149 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: $ - - $ $ FY 2017 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring (185,149) (185,149) - Agenda Item: $ FY 2017 Adopted Budget $ 259,000 259,000 - 259,000 $ Expenditures - Revenue DESKTOP LAPTOP REPLACEMENT FY 2016 Adopted Budget Adjustments: Technology Projects PC Laptop and VDI Funding Adjustment - $ 706,073 $ 706,073 - $ 956,073 $ - $ (706,073) $ (706,073) (250,000) $ (250,000) - $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - C-41-16-004-M-00 Agenda Item: C-41-16-004-M-00 $ FY 2017 Baseline Budget Adjustments: Technology Projects PC and Laptop Replacement 250,000 $ Agenda Item: FY 2016 Revised Budget Adjustments: Technology Projects PC Laptop and VDI Funding Adjustment Non Recurring Other Non Recurring $ Agenda Item: FY 2017 Adopted Budget 484 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue ENTPRISE DATA CNTR SYSTEMS FY 2016 Adopted Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon - $ (93,884) $ (93,884) - $ 4,512,816 $ - $ $ (2,406,700) (2,406,700) (2,106,116) $ 93,884 (2,200,000) - $ - $ - $ 2,797,017 $ 2,797,017 - $ 2,797,017 $ C-49-16-009-2-00 Agenda Item: C-49-16-009-2-00 FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward 4,606,700 $ Agenda Item: FY 2016 Revised Budget Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring & Capital Budget Recon Non Recurring Carry Forward $ Agenda Item: FY 2017 Adopted Budget Expenditures Revenue VMWARE FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ - $ 1,335,475 $ 1,335,475 8,007 8,007 - 1,335,475 $ 8,007 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Non Recurring Non Recurring Fund Transfer VMWare Agenda Item: $ $ FY 2017 Adopted Budget 1,335,475 $ 485 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Detention Fund (255) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 986,484 $ - FY 2016 Revised Budget $ 986,484 $ - FY 2017 Baseline Budget $ 986,484 $ - $ (1,900) $ (1,900) - $ 984,584 $ -0.2% - Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount Technology Infrastructure Fund (681) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Technology Projects Expenditure Auth Adj for Infrastructure Fund 17,069,304 $ 1,800,000 $ 1,800,000 788,000 788,000 $ 18,869,304 $ 17,857,304 $ (1,800,000) $ (1,800,000) 1,853,727 $ 1,853,727 C-41-16-014-M-00 Agenda Item: C-41-16-014-M-00 $ FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Risk Management Adjustment Personnel Savings From 3.15% to 11.96% Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance 17,069,304 $ Agenda Item: FY 2016 Revised Budget Adjustments: Technology Projects Expenditure Auth Adj for Infrastructure Fund Reallocations Reallocation Between Funds $ (788,000) (788,000) 1,853,727 1,853,727 $ 18,923,031 $ 18,923,031 $ 68,915 $ 70,586 (2,036) 365 2,469,654 $ 2,884,951 11,285 (426,582) - - $ 174,726 $ 174,726 2,713,295 2,713,295 - 21,636,326 $ 14.3% 21,636,326 14.3% Agenda Item: $ $ (426,582) $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 486 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Technology Infrastructure Fund (681) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Technology Projects Expenditure Auth Adj for Infrastructure Fund $ 1,952,154 $ - $ 300,000 $ 300,000 - $ 2,252,154 $ - $ (300,000) $ (300,000) (1,952,154) $ (1,952,154) - $ - $ - $ 1,260 $ 1,247 13 1,203,287 $ 1,029,800 - Agenda Item: C-41-16-014-M-00 FY 2016 Revised Budget Adjustments: Technology Projects Expenditure Auth Adj for Infrastructure Fund Non Recurring Other Non Recurring Agenda Item: C-41-16-014-M-00 $ FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Non Recurring Non Recurring Carry Forward Additional Bandwidth with CenturyLink Wireless Radio Systems Services Other Non Recurring IT Division Manager Agenda Item: $ $ 989,800 40,000 $ 173,487 173,487 FY 2017 Adopted Budget $ - - 1,204,547 $ Technology Infrastructure Fund (681) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 2,918,791 $ 1,999,755 $ 1,999,755 $ 3,025,903 $ 579,896 Sources: Operating Total Sources: $ $ 17,370,789 17,370,789 $ $ 17,069,304 17,069,304 $ $ 17,857,304 17,857,304 $ $ 17,701,187 17,701,187 $ $ 21,636,326 21,636,326 $ $ $ 19,224,840 922,354 20,147,194 $ $ 18,869,304 2,252,154 21,121,458 $ $ 17,069,304 1,952,154 19,021,458 $ 21,636,326 1,204,547 22,840,873 (1,012,000) $ (1,523,653) $ - Uses: Operating Non-Recurring Total Uses: $ 16,358,199 905,480 17,263,679 Structural Balance $ 1,012,590 $ - $ Accounting Adjustments $ 2 $ - $ $ 3,025,903 3,025,903 $ 47,601 47,601 Ending Spendable Fund Balance: Committed Unassigned Total Ending Spendable Fund Balance 487 $ - $ $ - (1,264,399) (1,264,399) $ 579,896 579,896 $ $ - (624,651) (624,651) Maricopa County Annual Business Strategies FY 2017 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 Safe Communities By June 30, 2022, 75% of citizen’s requests for vector control services will be addressed in one business day. Status: This is a newly established goal for FY 2017. Currently, Vector Control has addressed citizen's requests for services in one business day 69.51% of the time. Department Specific By June 30, 2022, 90% of all applications for plan review and new businesses will be received and processed electronically. Status: This is a newly established goal for FY 2017. Currently, Environmental Services is processing 27% of all plan reviews and new business electronically. The Water & Waste Division has targeted an FY 2016 implementation date for online and electronic processing while 100% of Environmental Health applications are currently available online in electronic format. Department Specific By June 30, 2022, 90% of all inspection reports will be processed electronically. Status: This is a newly established goal for FY 2017. Currently, Environmental Services is only processing 9% of construction inspection reports electronically. The Water & Waste Division, excluding construction inspection reports, are currently at 100%. Environmental Health inspection reports are also currently at 100%. Department Specific By June 30, 2022, 90% of all permit renewals will be conducted electronically through an on-line payment system. Status: This is a newly established goal for FY 2017. Currently, 13.83% of permit renewals have been conducted electronically. 20% of all revenue is received online. 488 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Specific Department Strategic Plans and Budgets Environmental Services By June 30, 2022, 95% of all customer requests will be conducted via electronic methods. Status: This is a newly established goal for FY 2017. Currently, Environmental Services is processing customer requests via electronic methods 93% of the time. Environmental Services is working to implement solutions within the database software to receive requests directly allowing customers to monitor the status of their requests online. The direct requests will improve employee efficiency by reducing manual processing time. Department Specific By June 30, 2022, ESD turnover will be 10% or less. Status: This is a newly established goal for FY 2017. Environmental Services turnover for FY 2015 was 9.45%. The turnover tracked by the department is true turnover. Only true separations, i.e., retirements and both voluntary and involuntary separations, are included in the data. It does not include internal transfers or other internal actions of any kind. 489 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ 1,294,362 $ 12,141,636 22,596 13,458,594 $ 1,313,300 $ 11,962,992 13,276,292 $ 1,313,300 $ 11,831,349 13,144,649 $ 1,308,604 $ 11,940,931 13,249,535 $ 1,313,362 $ 11,805,693 13,119,055 $ $ $ 256,972 $ 256,972 $ 243,233 $ 243,233 $ 243,233 $ 243,233 $ 238,557 $ 238,557 $ 249,733 $ 249,733 $ $ $ 3,582,131 $ 2,510,877 6,093,008 $ 3,527,947 $ 2,325,950 5,853,897 $ 3,636,169 $ 2,514,650 6,150,819 $ 3,514,763 $ 2,492,227 6,006,990 $ 3,582,131 $ 2,479,701 6,061,832 $ $ $ 47,645 $ 47,645 $ 32,000 $ 32,000 $ 32,000 $ 32,000 $ 47,383 $ 47,383 $ 42,000 $ 42,000 $ TOTAL PROGRAMS $ 19,856,219 $ 19,405,422 $ 19,570,701 $ 19,542,465 $ 1,020,696 $ 10,084,596 218,975 11,324,267 $ 898,211 $ 8,686,874 207,638 9,792,723 $ 873,103 $ 8,957,540 148,380 9,979,023 $ 842,869 $ 153,301 311,959 1,308,129 $ EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES EHEN - ENV HEALTH ENFORCEMENT 88EP - ENVIRONMENTAL ENFORCEMENT WWIA - WW MANAGEMENT INSPECTIONS WWPR - WW PLAN REVIEW 88WW - WATER AND WASTE MANAGEMENT GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ FY 2016 ADOPTED 62 (25,656) (25,594) 0.0% -0.2% N/A -0.2% 6,500 6,500 2.7% 2.7% (54,038) (34,949) (88,987) -1.5% -1.4% -1.4% 10,000 10,000 31.3% 31.3% 19,472,620 $ (98,081) -0.5% 961,164 $ 8,733,595 190,318 9,885,077 $ 1,064,069 $ 9,204,657 232,271 10,500,997 $ (190,966) (247,117) (83,891) (521,974) -21.9% -2.8% -56.5% -5.2% 868,106 $ 152,829 315,014 1,335,949 $ 837,641 $ 113,232 301,279 1,252,152 $ 882,486 $ 155,560 333,263 1,371,309 $ (14,380) (2,731) (18,249) (35,360) -1.7% -1.8% -5.8% -2.6% USES EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ $ EHEN - ENV HEALTH ENFORCEMENT SWCE - STORMWATER PUBLIC EDUCATION SWIA - STORMWATER DISCHARGE 88EP - ENVIRONMENTAL ENFORCEMENT $ $ 830,744 $ 55,669 313,719 1,200,132 $ VECT - VECTOR CTRL PUB ED SURV TRTMNT 88VC - VECTOR CONTROL $ $ 3,510,144 $ 3,510,144 $ 3,147,446 $ 3,147,446 $ 3,131,243 $ 3,131,243 $ 3,103,724 $ 3,103,724 $ 3,444,479 $ 3,444,479 $ (313,236) (313,236) -10.0% -10.0% WWIA - WW MANAGEMENT INSPECTIONS WWPR - WW PLAN REVIEW 88WW - WATER AND WASTE MANAGEMENT $ 1,825,961 $ 2,157,741 3,983,702 $ 2,081,145 $ 2,159,613 4,240,758 $ 2,049,807 $ 2,165,531 4,215,338 $ 2,021,723 $ 2,103,847 4,125,570 $ 2,081,190 $ 2,184,612 4,265,802 $ (31,383) (19,081) (50,464) -1.5% -0.9% -1.2% 176,096 $ 153,134 128,652 216,530 50,761 1,391,251 2,116,424 $ 202,755 $ 94,224 218,590 379,332 58,298 1,639,229 2,592,428 $ 202,755 $ 94,224 234,805 4,413 58,298 1,895,634 2,490,129 $ 194,013 $ 74,366 153,567 48,489 1,816,093 2,286,528 $ 212,996 $ 90,778 212,490 321,283 62,164 1,371,415 2,271,126 $ (10,241) 3,446 22,315 (321,283) 4,413 (3,866) 524,219 219,003 -5.1% 3.7% N/A 9.5% N/A 100.0% -6.6% 27.7% 8.8% 1,045,635 $ 209,619 193,427 1,448,681 $ 1,045,635 $ 209,619 193,427 1,448,681 $ 1,045,638 $ 238,190 193,416 1,477,244 $ 620,124 $ 304,932 190,962 1,116,018 $ 425,511 (95,313) 2,465 332,663 40.7% -45.5% 1.3% 23.0% $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RECO - RECORDS MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 1,083,662 $ 251,464 197,012 1,532,138 $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,356,401 $ 1,356,401 $ 1,493,857 $ 1,493,857 $ 1,493,857 $ 1,493,857 $ 1,552,300 $ 1,552,300 $ 1,851,070 $ 1,851,070 $ (357,213) (357,213) -23.9% -23.9% TOTAL PROGRAMS $ 25,023,208 $ 24,024,022 $ 24,094,220 $ 23,682,595 $ 24,820,801 $ (726,581) -3.0% $ 490 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 FORECAST FY 2016 REVISED FY 2017 ADOPTED REVISED VS ADOPTED VAR % 15,489,739 $ 15,489,739 $ 15,301,039 15,301,039 $ $ 15,256,490 15,256,490 $ $ 15,286,543 15,286,543 $ $ (14,496) (14,496) -0.1% -0.1% - $ $ 70,198 70,198 $ $ 70,198 70,198 $ $ 67,198 67,198 $ $ (3,000) (3,000) -4.3% -4.3% $ $ 3,639,250 3,639,250 $ $ 3,827,950 3,827,950 $ $ 3,764,111 3,764,111 $ $ 3,782,381 3,782,381 $ $ (45,569) (45,569) -1.2% -1.2% 256,972 $ 256,972 $ 243,233 243,233 $ $ 243,233 $ 243,233 $ 238,557 $ 238,557 $ 249,733 249,733 $ $ 6,500 6,500 2.7% 2.7% $ 32,000 $ 1,200 33,200 $ 47,383 101,936 149,319 $ $ 42,000 44,765 86,765 $ $ 32,000 1,200 33,200 $ SUBTOTAL $ 47,645 149,330 196,975 $ 10,000 43,565 53,565 31.3% 3630.4% 161.3% ALL REVENUES $ 19,729,783 $ 19,405,422 $ 19,475,620 $ 19,478,675 $ 19,472,620 $ (3,000) 0.0% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 126,436 126,436 $ $ $ $ 95,081 95,081 $ $ 63,790 63,790 $ $ - $ $ (95,081) (95,081) -100.0% -100.0% 19,856,219 FY 2015 ACTUAL $ 19,405,422 $ FY 2016 ADOPTED 19,570,701 FY 2016 REVISED $ 19,542,465 FY 2016 FORECAST $ 19,472,620 FY 2017 ADOPTED $ 12,384,938 $ 125,762 4,754,322 35,122 (422,156) 1,372,849 18,250,837 $ 12,682,797 $ 5,107,132 (188,825) 1,224,559 18,825,663 $ 12,417,629 $ 4,992,962 (188,825) 1,294,757 18,516,523 $ 12,304,202 $ 40,568 4,930,228 5,199 (289,147) 1,360,549 18,351,599 $ 12,204,084 $ 5,294,598 (213,343) 1,312,652 18,597,991 $ 213,545 (301,636) 24,518 (17,895) (81,468) 1.7% N/A -6.0% N/A 13.0% -1.4% -0.4% SUBTOTAL $ 1,134,511 $ 226,489 71,333 (9,393) 19,801 1,442,741 $ 879,464 $ 268,650 47,000 (4,253) 5,180 1,196,041 $ 879,464 $ 268,650 47,000 (4,253) 5,180 1,196,041 $ 758,659 $ 217,675 14,984 (4,302) 12,273 999,289 $ 838,071 $ 230,114 11,500 (2,988) 419,080 1,495,777 $ 41,393 38,536 35,500 (1,265) (413,900) (299,736) 4.7% 14.3% 75.5% -29.7% -7990.3% -25.1% 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 $ 1,523 $ 1,530,944 888,866 110 500 1,885,611 91,913 74,237 83,715 3,870 (98,778) 465,608 4,928,119 $ 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 $ 14,500 $ 609,673 836,743 2,380 500 1,772,962 102,354 87,023 80,596 5,460 (177,146) 438,462 3,773,507 $ 6,331 $ 628,473 787,780 500 1,826,665 107,767 65,167 65,727 3,795 (177,452) 402,326 3,717,079 $ 11,000 $ 790,345 837,524 500 1,468,433 150,406 97,109 68,891 5,520 (173,175) 404,604 3,661,157 $ 3,500 (180,672) (781) 2,380 304,529 (48,052) (10,086) 11,705 (60) (3,971) 33,858 112,350 24.1% -29.6% -0.1% 100.0% 0.0% 17.2% -46.9% -11.6% 14.5% -1.1% -2.2% 7.7% 3.0% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 80,640 $ 36,733 146,138 138,000 401,511 $ - $ 143,400 138,000 309,426 590,826 $ - $ 143,400 138,000 309,426 590,826 $ 190 $ 146,899 138,000 312,216 597,305 $ 210,000 $ 454,220 233,364 150,969 1,048,553 $ (210,000) (310,820) (95,364) 158,457 (457,727) N/A -216.8% -69.1% 51.2% -77.5% ALL EXPENDITURES $ 25,023,208 $ 24,024,022 $ 24,076,897 $ 23,665,272 $ 24,803,478 $ (726,581) -3.0% $ SUBTOTAL $ 15,502,826 15,502,826 $ $ $ SUBTOTAL $ - $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 3,773,010 3,773,010 INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ - $ 491 (98,081) -0.5% REVISED VS ADOPTED VAR % Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category (continued) FY 2015 ACTUAL CATEGORY OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ TOTAL USES $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED - $ - $ - $ - $ 17,323 $ 17,323 $ 17,323 $ 17,323 $ 17,323 $ 17,323 $ 25,023,208 $ 24,024,022 $ 24,094,220 $ 23,682,595 $ 24,820,801 $ REVISED VS ADOPTED VAR % - 0.0% 0.0% (726,581) -3.0% Sources and Uses by Fund and Function FY 2015 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 505 ENVIRONMENTAL SERVICES GRANTS OPERATING $ FUND TOTAL SOURCES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 31,679 $ 31,679 $ 22,221 $ 22,221 $ 22,221 $ 22,221 $ 22,221 $ 22,221 $ 22,221 $ 22,221 $ - $ - $ - $ - $ 70,198 $ 70,198 $ 70,198 $ 70,198 $ 67,198 $ 67,198 $ 19,698,104 $ 126,436 19,824,540 $ 19,383,201 $ 19,383,201 $ 19,383,201 $ 95,081 19,478,282 $ 19,386,256 $ 63,790 19,450,046 $ 19,383,201 $ 19,383,201 $ 19,729,783 $ 126,436 $ 19,856,219 $ FY 2015 ACTUAL 19,405,422 $ - $ 19,405,422 $ FY 2016 ADOPTED 19,475,620 $ 95,081 $ 19,570,701 $ FY 2016 REVISED 19,478,675 $ 63,790 $ 19,542,465 $ FY 2016 FORECAST $ 4,215,989 $ 400,635 4,616,624 $ 4,026,395 $ 142,600 4,168,995 $ 4,026,395 $ 142,600 4,168,995 $ 4,026,395 $ 142,600 4,168,995 $ 4,152,458 $ 485,587 4,638,045 $ $ $ - $ - $ - $ - $ 70,198 $ 70,198 $ 70,198 $ 70,198 $ 67,198 $ 67,198 $ $ $ 18,914,502 $ 1,492,082 20,406,584 $ 19,383,201 $ 471,826 19,855,027 $ 19,383,201 $ 471,826 19,855,027 $ 18,982,676 $ 460,726 19,443,402 $ 19,166,315 $ 949,243 20,115,558 $ 216,886 (477,417) (260,531) 1.1% -101.2% -1.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 23,130,491 $ 1,892,717 $ 25,023,208 $ 23,409,596 $ 614,426 $ 24,024,022 $ 23,479,794 $ 614,426 $ 24,094,220 $ 23,079,269 $ 603,326 $ 23,682,595 $ 23,385,971 $ 1,434,830 $ 24,820,801 $ 93,823 (820,404) (726,581) 0.4% -133.5% -3.0% 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 505 ENVIRONMENTAL SERVICES GRANTS OPERATING FUND TOTAL USES 506 ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ 492 (3,000) (3,000) 0.0% 0.0% -4.3% -4.3% 0.0% (95,081) -100.0% (95,081) -0.5% 19,472,620 $ (3,000) 0.0% - $ (95,081) -100.0% 19,472,620 $ (98,081) -0.5% FY 2017 REVISED VS ADOPTED ADOPTED VAR % (126,063) (342,987) (469,050) 3,000 3,000 -3.1% -240.5% -11.3% 4.3% 4.3% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Environmental Services Staffing by Program and Activity PROGRAM/ACTIVITY BUSINESS SERVICES HEALTH CODE PERMITTING PROGRAM TOTAL ENVIRONMENTAL ENFORCEMENT ENV HEALTH ENFORCEMENT STORMWATER DISCHARGE STORMWATER PUBLIC EDUCATION PROGRAM TOTAL ENVIRONMENTAL HEALTH SERVICES ENV HEALTH PLAN REVIEW ENV RELATED ILLNESS INVESTIG FOOD NON FOOD INSPECTIONS FOOD SERVICE LICENSE PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROCUREMENT RECORDS MANAGEMENT PROGRAM TOTAL VECTOR CONTROL VECTOR CTRL PUB ED SURV TRTMNT PROGRAM TOTAL WATER AND WASTE MANAGEMENT WW MANAGEMENT INSPECTIONS WW PLAN REVIEW PROGRAM TOTAL DEPARTMENT TOTAL FY 2017 REVISED TO ADOPTED VAR % ADOPTED VARIANCE FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST 13.20 13.20 - - - - - N/A N/A 17.00 6.00 1.00 24.00 10.00 4.80 2.20 17.00 10.00 4.80 2.20 17.00 10.00 4.80 2.20 17.00 10.00 4.80 2.20 17.00 - 0.0% 0.0% 0.0% 0.0% 13.77 4.00 119.23 9.80 146.80 13.02 4.00 143.98 161.00 12.95 3.00 149.05 165.00 12.95 3.00 138.05 154.00 12.95 3.00 139.05 155.00 (10.00) (10.00) 0.0% 0.0% (6.7%) N/A (6.1%) 3.00 3.00 11.00 1.00 1.00 19.00 3.00 2.00 12.00 1.00 18.00 3.00 2.00 11.00 1.00 17.00 3.00 2.00 11.00 1.00 17.00 3.00 2.00 11.00 1.00 17.00 - 0.0% 0.0% 0.0% N/A 0.0% 0.0% 36.00 36.00 38.00 38.00 38.00 38.00 38.00 38.00 38.00 38.00 - 0.0% 0.0% 27.87 23.13 51.00 290.00 30.48 23.52 54.00 288.00 30.38 23.62 54.00 291.00 30.38 23.62 54.00 280.00 30.38 23.62 54.00 281.00 (10.00) 0.0% 0.0% 0.0% (3.4%) 493 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Environmental Services Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist 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 Ld 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 Senior 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 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 2016 ADOPTED 1.00 4.00 1.00 3.00 27.00 1.00 1.00 1.00 17.00 1.00 10.00 1.00 1.00 2.00 5.00 1.00 3.00 7.00 15.00 123.00 28.00 1.00 3.00 1.00 1.00 1.00 2.00 3.00 13.00 9.00 1.00 288.00 FY 2016 REVISED 1.00 1.00 4.00 1.00 3.00 26.00 1.00 1.00 2.00 7.00 2.00 13.00 1.00 10.00 1.00 1.00 2.00 6.00 3.00 7.00 16.00 121.00 2.00 27.00 1.00 3.00 1.00 1.00 1.00 3.00 3.00 10.00 9.00 291.00 FY 2016 FORECAST 1.00 1.00 4.00 1.00 2.00 26.00 1.00 1.00 2.00 7.00 2.00 13.00 1.00 10.00 1.00 1.00 2.00 6.00 3.00 7.00 16.00 121.00 2.00 27.00 1.00 3.00 1.00 1.00 1.00 3.00 3.00 9.00 280.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 3.00 0.0% 26.00 0.0% N/A 1.00 0.0% 1.00 0.0% 2.00 0.0% 7.00 0.0% 2.00 0.0% 13.00 0.0% 1.00 0.0% 10.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 6.00 0.0% N/A 3.00 0.0% 7.00 0.0% 16.00 0.0% 123.00 2.00 1.7% (2.00) (100.0%) 27.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 3.00 0.0% (10.00) (100.0%) 9.00 0.0% N/A N/A 281.00 (10.00) (3.4% ) FY 2015 ADOPTED 45.00 245.00 290.00 FY 2016 ADOPTED 46.00 242.00 288.00 FY 2016 REVISED 46.00 245.00 291.00 FY 2016 FORECAST 46.00 234.00 280.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 46.00 0.0% 235.00 (10.00) (4.1%) 281.00 (10.00) (3.4% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 506 ENVIRONMTL SVCS ENV HEALTH Department Total General Adjustments Personnel: FY 2017 personnel expenditures have decreased due to the inactivation of ten (10) FTE’s as a result of the functions relating to Food Handler Worker Cards changing from required for all food service handlers to managers only. Other Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $61,260 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $3,705 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $188 for the impact of the changes in retirement contribution rates. 494 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • Department Strategic Plans and Budgets Environmental Services Decrease Personal Services by $2,314. Increase Supplies & Services by $53,662 for increases in Information Technology, internal allocations and other miscellaneous supplies and services. Decrease Internal Service Charges by $592 for the impact of the changes in risk management charges. Increase Internal Services Charges by $15,250 for the impact of the changes in base level telecommunication charges. Increase Personnel Savings by $2,314 from 6.04% to 6.09%. General Fund (100) Non Recurring Non Project • FY 2017 Non Recurring Non Project budget of $485,587 includes: o $24,367 for Storage Increases, Infrastructure Upgrade, Enterprise Solution Move and Accela Data Read Only. o $7,000 for two (2) CF-54 Panasonic GPS-Enabled Laptops. o $166,502 for Mobile Vector Control Database Upgrade. o $152,718 for Drop Vision Fluorescence System (Mosquito Resistance Testing Equipment), Nucleic Acid Extractor, Automated Liquid Handling Device and Insect Growth Chamber (Insecticide Resistance Testing Equipment). o $60,000 for Equipment for Lab Remodel. o Increase Capital Equipment by $75,000 for six (6) Electric Foggers. Environmental Services Grants Fund (505) Operating • Increase Revenue and Expenditures by $67,198 for the continuation of a cooperative agreement with the U.S. Department of Health and Human Services Food and Drug Administration. Environmental Services Environmental Health Fund (506) Operating • Increase Regular Benefits by $323,673 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $32,780 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $1,182 for the impact of the changes in retirement contribution rates. • Decrease by $164,374 for the impact of the Department submitting budget under baseline. • Decrease Personal Services by $422,777 for the impact of eliminating 10 Office Assistants. • Decrease Internal Service Charges by $1,873 for the impact of the changes in risk management charges. • Increase Internal Services Charges by $80,063 for the impact of the changes in base level telecommunication charges. Environmental Services Environmental Health Fund (506) Non Recurring Non Project • FY 2017 Non Recurring Non Project budget of $949,243 includes: o $379,277 for Developer Tools, System Tools, Desktop Replacements, Laptop Replacements and Replacement Monitor. o $210,000 for Tenant Improvements at the 1645 E. Roosevelt Location. o $233,364 for four (7) replacement vehicles. o $126,602 for Storage Increases, Infrastructure Upgrade, Enterprise Solution Move and Accela Data Read Only. 495 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Environmental Services Programs and Activities Enforcement Program The purpose of the Enforcement Program is to provide complaint intake, investigations and enforcement proceedings for violators/complainants of the Maricopa County Health Code so they can either receive due process in resolving non-compliance issues and/or an environmental problem solution. Program Results Measure Description Percent of enforcement actions processed within 10 calendar days Percent of priority nuisance complaint investigations initiated within seven calendar days Percent of nuisance complaint investigations resolved within 60 calendar days Percent of non-permitted enforcement actions processed within 30 days of last inspection Percent of total urbanized unincorporated area of Maricopa County inspected Percent of County facilities receiving required inspections Percent of required public educational sessions conducted within the required timeframe FY 2015 ACTUAL 97.6% FY 2016 REVISED 98.5% FY 2016 FORECAST 97.8% FY 2017 ADOPTED 98.5% N/A N/A 36.8% N/A N/A N/A N/A N/A 208.3% N/A N/A N/A N/A N/A 49.7% N/A N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Enforcement Activity • Environmental Related Illness Investigations • • REV VS ADOPTED VAR % 0.0% 0.0% 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. 496 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of enforcement actions processed within 10 calendar days Percent of priority nuisance complaint investigations initiated within seven calendar days Percent of nuisance complaint investigations resolved within 60 calendar days Percent of non-permitted enforcement actions processed within 30 days of last inspection Number of enforcement actions processed Number of nuisance complaints required to be investigated Number of non-permitted enforcement actions processed Number of priority nuisance complaints received Number of enforcement actions requested Cost per enforcement action processed 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ACTUAL 97.6% FY 2016 REVISED 98.5% FY 2016 FORECAST 97.8% FY 2017 ADOPTED 98.5% N/A N/A 36.8% N/A N/A N/A N/A N/A 208.3% N/A N/A N/A N/A N/A 49.7% N/A N/A N/A 992 N/A 1,000 N/A 1,068 603 1,000 N/A N/A 0.0% N/A N/A N/A 98 N/A N/A N/A N/A N/A 356 N/A N/A N/A (14.38) 0.0% -1.7% 6,500 6,500 0.0% 2.9% 2.7% (2,582) (11,798) (14,380) -2.0% -1.6% -1.7% 1,002 837.44 31,679 225,293 256,972 $ $ $ 1,025 868.11 22,221 221,012 243,233 $ $ $ 1,089 784.31 22,221 216,336 238,557 $ $ $ 1,025 882.49 22,221 227,512 249,733 $ $ $ Expenditure 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 68,311 762,433 830,744 $ $ 127,577 740,529 868,106 $ $ 126,585 711,056 837,641 $ $ 130,159 752,327 882,486 $ $ Activity Narrative: The FY 2017 budget supports the Department in meeting 98.5% of the demand. The increase in revenue and expenditures for FY 2017 are due to an update to the Department’s strategic plan in which the Non-Permit Related Compliance Activity is now included within the Enforcement Activity. Environmental Related Illness Investigations Activity The purpose of the Environmental Related Illness Investigations Activity is to provide environmental related illness investigations to Maricopa County residents, so they can mitigate exposure to contaminated food, water and/or environmental related illnesses. Mandates: The Maricopa County Environmental Health Code mandates this activity. 497 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of environmental related illness complaints where contact was attempted within 24 business hours from the time it was received Percent of outbreak investigations initiated within 72 business hours of being declared Percent of Communicable Disease Alert investigations initiated within 72 business hours Number of environmental illness complaints received and contact initiated Number of outbreak investigations initiated Number of Communicable Disease Alert investigations initiated Number of environmental illness complaints received Number of outbreaks identified Number of Communicable Disease Alerts that are issued by Maricopa County Department of Public Health Cost per environmental illness complaint response initiated REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ACTUAL 99.9% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% 208.3% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 854 880 915 880 - 0.0% 12 35 15 30 16 35 15 30 - 0.0% 0.0% 854 880 915 880 - 0.0% 12 35 15 30 16 35 15 30 - 0.0% 0.0% $ 256.41 $ 168.61 $ 208.00 $ 263.94 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 22,596 22,596 $ $ - $ $ - $ $ - $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 218,975 218,975 $ $ 148,380 148,380 $ $ 190,318 190,318 $ $ 232,271 232,271 $ $ (95.33) - -56.5% N/A N/A Expenditure (83,891) (83,891) -56.5% -56.5% Activity Narrative: The FY 2017 budget supports the Department in meeting 100% of the demand for investigations conducted. The number of complaints and outbreaks that the Department is planning for in FY 2017 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. The FY 2017 expenditures are increasing due to higher salaries and benefits costs. 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. 498 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 inspected Percent of County facilities 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 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 150 72 72 72 - 0.0% 34 40 42 40 - 0.0% 30 40 40 40 - 0.0% 72 72 72 72 - 0.0% 9,334.10 $ 7,875.35 $ 7,124.12 $ 8,331.58 $ (456.23) -5.8% 313,719 313,719 $ $ 315,014 315,014 $ $ 301,279 301,279 $ $ 333,263 333,263 $ $ (18,249) (18,249) -5.8% -5.8% Activity Narrative: The FY 2017 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 2017 expenditures are increasing due to expenditures for two GPS enabled laptops. 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% $ 263.83 $ 1,528.29 $ 1,132.32 $ 1,555.60 $ (27.31) -1.8% 100 - GENERAL TOTAL USES $ $ 55,669 55,669 $ $ 152,829 152,829 $ $ 113,232 113,232 $ $ 155,560 155,560 $ $ (2,731) (2,731) -1.8% -1.8% REV VS ADOPTED VAR % 0.0% 0.0% 211 100 100 100 - 0.0% 211 100 100 100 - 0.0% Activity Narrative: The FY 2017 budget supports the Department in meeting 100% of the demand for this activity. The FY 2017 expenditures are increasing due to higher benefits costs. 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. 499 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 FY 2015 ACTUAL 100.3% FY 2016 REVISED 94.3% FY 2016 FORECAST 93.7% FY 2017 ADOPTED 94.3% REV VS ADOPTED VAR % 0.0% 0.0% 64.5% 68.9% 66.8% 68.9% 0.0% 0.0% 100.0% 94.4% 99.7% 94.4% 0.0% 0.0% 100.0% N/A N/A N/A N/A N/A 99.9% 100.0% 100.0% 100.0% 0.0% 0.0% 208.3% 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 • 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. Measure Type Result Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of environmental health plan reviews completed within 30 business days Number of inspections conducted Number of environmental health plan reviews requested Number of inspection requests received Expenditures per inspection conducted FY 2015 ACTUAL 100.3% FY 2016 FY 2016 REVISED FORECAST 94.3% 93.7% $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,294,362 $ 1,294,362 $ 1,313,300 $ 1,313,300 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,020,696 $ 1,020,696 $ $ 5,999 1,569 6,224 170.14 6,250 1,709 $ 6,130 139.70 FY 2017 ADOPTED 94.3% 6,250 1,709 6,077 1,667 - 6,130 170.25 $ $ 1,308,604 $ 1,308,604 $ 1,313,362 $ 1,313,362 $ $ $ $ $ 1,064,069 $ 1,064,069 $ $ $ 6,159 158.16 REV VS ADOPTED VAR % 0.0% 0.0% $ (30.55) 62 62 0.0% 0.0% 0.0% -21.9% 0.0% 0.0% Expenditure 500 873,103 873,103 961,164 961,164 (190,966) (190,966) -21.9% -21.9% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: The FY 2017 budget supports the Department in meeting 94.3% of the demand. The FY 2017 expenditures are increasing due to higher salaries and benefits costs, employee training and education. 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 505 - ENVIRONMENTAL SERVICES GRANTS 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES FY 2015 ACTUAL 64.5% FY 2016 FY 2016 FORECAST REVISED 68.9% 66.8% FY 2017 ADOPTED 68.9% REV VS ADOPTED % VAR 0.0% 0.0% 100.0% 94.4% 99.7% 94.4% 0.0% 0.0% 100.0% N/A N/A N/A N/A N/A 56,666 50,900 52,408 50,900 - 0.0% 54,861 54,800 55,748 54,800 - 0.0% $ 177.97 $ 175.98 $ 166.65 $ 180.84 $ (4.85) -2.8% $ - $ 70,198 $ 70,198 $ 67,198 $ (3,000) -4.3% 12,141,636 $ 12,141,636 11,761,151 $ 11,831,349 11,870,733 $ 11,940,931 11,738,495 $ 11,805,693 $ (22,656) (25,656) -0.2% -0.2% $ $ $ $ 67,198 $ 3,000 4.3% 9,137,459 $ 9,204,657 $ Expenditure 505 - ENVIRONMENTAL SERVICES GRANTS 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES - 10,084,596 $ 10,084,596 70,198 8,887,342 $ 8,957,540 70,198 8,663,397 $ 8,733,595 (250,117) (247,117) -2.8% -2.8% Activity Narrative: The FY 2017 budget supports the Department in meeting 94.4% of all food permits receiving the required number of inspections. FY 2017 budgeted expenditures are increasing due to higher salaries and benefits costs and one-time tenant improvements at the 1645 E. Roosevelt location. 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. 501 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Environmental Services Program Results Measure Description 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 five business days Percent change of positive mosquito samples collected from previous year Percent of initial complaints with an investigation completed in one business day FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 93.6% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 38.7% 40.1% 36.0% 40.1% 0.0% 0.0% 101.0% 100.0% 106.8% 100.0% 0.0% 0.0% N/A N/A 138.6% N/A N/A N/A N/A N/A 68.3% N/A N/A N/A Some measures within the Vector Control Program were newly established in FY 2013. Activities that comprise this program include: • Vector Control Vector Control Activity 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. 502 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Output Output Output Output Output Demand Demand Expenditure Ratio Expenditure Measure Description 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 five business days Percent change of positive mosquito samples collected from previous year Percent of initial complaints with an investigation completed in one business day Number of acres treated with adulticide Number of Routine Site Inspections performed for mosquito breeding (RSI) Number of complaints investigated Total investigations performed Number of acres treated with larvicide Total number of acres treated with larvicide and adulticide Number of positive mosquito samples collected Number of routine sites treated Number of field surveillance traps (RT) that need to be set Number of complaints received Cost per investigation performed $ 100 - GENERAL TOTAL USES REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 93.6% FY 2017 ADOPTED 100.0% 38.7% 40.1% 36.0% 40.1% 0.0% 0.0% 101.0% 100.0% 106.8% 100.0% 0.0% 0.0% N/A N/A 138.6% N/A N/A N/A N/A N/A 68.3% N/A N/A N/A 362,390 17,294 195,000 19,125 237,403 20,170 195,000 19,125 - 0.0% 0.0% 16,451 69,875 75 362,465 8,200 53,200 160 237,000 7,092 59,435 111 258,434 8,200 53,200 160 237,000 - 0.0% 0.0% 0.0% 0.0% N/A N/A 83 N/A N/A N/A N/A 36,205 N/A 26,600 N/A 34,060 N/A 26,600 N/A - N/A 0.0% 16,547 50.23 $ 3,510,144 $ 3,510,144 $ 7,500 58.86 $ 3,131,243 $ 3,131,243 $ 6,921 52.22 $ 3,103,724 $ 3,103,724 7,500 64.75 $ (5.89) 0.0% -10.0% $ 3,444,479 $ 3,444,479 $ $ (313,236) (313,236) -10.0% -10.0% $ Activity Narrative: The FY 2017 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 control and uses surveillance and larviciding as the preferred methods of control. FY 2017 budgeted expenditures are increasing due to higher benefits costs and one-time expenses to include additional machinery to test for the West Nile Virus, St. Luis Encephalitis, Chikumgunya, Dengue Fever and Zika, new laboratory equipment, replacement foggers and an IT infrastructure upgrade. 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 facilities and vehicles receiving the required number of operating inspections FY 2015 ACTUAL 102.3% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.2% FY 2017 ADOPTED 83.5% 106.6% 100.0% 100.3% 100.0% REV VS ADOPTED VAR % (16.5%) -16.5% 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. 503 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activities that comprise this program include: • Water and Waste Management Inspections • Water and Waste Plan Review 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 Output Output Demand Expenditure Ratio Revenue Measure Description Percent of facilities and vehicles receiving the required number of operating inspections 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 required 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 2015 ACTUAL 106.6% FY 2016 REVISED 100.0% $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 3,582,131 $ 3,582,131 $ 3,636,169 $ 3,636,169 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,825,961 $ 1,825,961 $ 2,049,807 $ 2,049,807 FY 2016 FORECAST 100.3% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 11,140 34,500 34,500 34,500 - 0.0% 35,768 29,500 47,322 29,500 - 0.0% 35,768 36,000 36,000 36,000 - 0.0% 51.05 $ 69.48 70.55 $ (1.06) -1.5% $ 3,514,763 $ 3,514,763 $ 3,582,131 $ 3,582,131 $ $ (54,038) (54,038) -1.5% -1.5% $ 2,021,723 $ 2,021,723 $ 2,081,190 $ 2,081,190 $ $ (31,383) (31,383) -1.5% -1.5% $ 52.62 $ Expenditure Activity Narrative: The FY 2017 budget supports the Department in meeting 100% of the demand for this Activity. The FY 2017 budgeted revenues have decreased due to a decrease in the cost per inspection required. The FY 2017 budgeted expenditures have increased due to higher benefits costs. 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. 504 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of plan review application initial substantive reviews provided within the program's established standard for number of business days Sum of the number of initial substantive plan reviews provided Sum of the number of initial substantive plan reviews requested Sum of the number of initial substantive plan reviews requested Cost per initial substantive plan reviews provided FY 2015 ACTUAL 102.3% $ FY 2016 REVISED 100.0% FY 2016 FORECAST 100.2% FY 2017 ADOPTED 83.5% REV VS ADOPTED VAR % (16.5%) -16.5% 3,755 5,200 4,103 5,200 - 0.0% 3,840 6,225 6,225 6,225 - 0.0% 3,840 6,225 4,603 6,225 - 0.0% 561.91 $ 416.45 $ 512.76 $ 420.12 $ (3.67) -0.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 2,510,877 $ 2,510,877 $ 2,514,650 $ 2,514,650 $ 2,492,227 $ 2,492,227 $ 2,479,701 $ 2,479,701 $ $ (34,949) (34,949) -1.4% -1.4% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 2,157,741 $ 2,157,741 $ 2,165,531 $ 2,165,531 $ 2,103,847 $ 2,103,847 $ 2,184,612 $ 2,184,612 $ $ (19,081) (19,081) -0.9% -0.9% Expenditure Activity Narrative: The FY 2016 budget supports the Department in meeting 83.5% of the demand for this Activity. The decrease in revenues is due to a decrease in the cost per plan review provided. The increase in expenditures for FY 2017 is due to an update to the Department’s strategic plan in which the Stormwater Construction and Water and Waste Construction Inspection Activities are now included within the Water and Waste Plan Review Activity. 505 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 2016 Adopted Budget $ 4,026,395 $ 22,221 FY 2016 Revised Budget $ 4,026,395 $ 22,221 FY 2017 Baseline Budget $ 4,026,395 $ 22,221 $ 57,743 $ 61,260 (3,705) 188 68,320 $ (2,314) - 53,662 - (592) 15,250 2,314 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Personal Services Base Adjustment Increases Increase Supplies and Services, Increase in Information Technology, Internal Allocations and Other Miscellaneous Supplies and Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 6.04% to 6.09% Agenda Item: $ $ (2,314) $ 53,662 $ 2,314 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 4,152,458 $ 3.1% Expenditures 22,221 0.0% Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 142,600 $ - FY 2016 Revised Budget $ 142,600 $ - $ (2,600) (2,600) (140,000) $ (140,000) - - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Other Non Recurring Agenda Item: $ FY 2017 Baseline Budget $ Adjustments: Agenda Item: Information and Communications Technology Other IT Non Recurring Storage Increases, Infrastructure Upgrade, Enterprise Solution Move and Accela Data Read Only CF-54 Panasonic GPS Enabled Laptops (2) Mobile Vector Control Database Upgrade Non Recurring Other Non Recurring Drop Vision Fluorescence System (Mosquito Resistance Testing Equipment), Nucleic Acid Extractor, Automated Liquid Handling Device and Insect Growth Chamber (Insecticide Resistance Testing Equipment) Equipment for Lab Remodel Electric Foggers (6) FY 2017 Adopted Budget 506 $ $ 197,869 197,869 - $ 287,718 $ 287,718 - $ 485,587 $ - 24,367 7,000 166,502 $ 152,718 60,000 75,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Grants Fund (505) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants FDA Pacific Reg Retail Food Intergovernmental Agreements US Dept of Health and Human Services FDA IGA $ - $ - $ 3,000 $ 3,000 67,198 $ 67,198 3,000 3,000 67,198 67,198 $ 70,198 $ 70,198 $ (3,000) $ (3,000) (67,198) $ (67,198) (3,000) (3,000) (67,198) (67,198) Agenda Item: C-88-16-007-G-00 $ C-88-16-004-G-00 FY 2016 Revised Budget Adjustments: Grants FDA Pacific Reg Retail Food Intergovernmental Agreements US Dept of Health and Human Services FDA IGA Agenda Item: C-88-16-007-G-00 $ C-88-16-004-G-00 FY 2017 Baseline Budget Adjustments: Intergovernmental Agreements US Dept of Health and Human Services FDA IGA $ - $ - $ 67,198 $ 67,198 67,198 67,198 $ 67,198 $ 67,198 Agenda Item: C-88-16-004-G-00 FY 2017 Adopted Budget Environmental Services Grants Fund (505) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Sources: Operating Total Sources: $ $ - $ $ - $ $ 70,198 70,198 $ $ 70,198 70,198 $ $ 67,198 67,198 Uses: Operating Total Uses: $ $ - $ $ - $ $ 70,198 70,198 $ $ 70,198 70,198 $ $ 67,198 67,198 Ending Spendable Fund Balance: 507 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 19,383,201 $ 19,383,201 FY 2016 Revised Budget $ 19,383,201 $ 19,383,201 FY 2017 Baseline Budget $ 19,383,201 $ 19,383,201 $ 292,075 $ 323,673 (32,780) 1,182 (508,961) $ (587,151) - (1,873) 80,063 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Department Submitted Under Baseline Decrease in Personal Services for 10 Inactivated FTEs Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (164,374) (422,777) $ 508 19,166,315 $ -1.1% 19,383,201 0.0% 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 2016 Adopted Budget Adjustments: Non Recurring FY 16 Reimburse Environmental Services for Fee Waiver FY16 Reimb Env Svcs Fees Q1 FY16 Reim Env Serv for Fee Wvr FY 16 Env Svc Fee Waiver Q3 471,826 $ - $ - $ - 95,081 34,815 17,030 11,945 31,291 $ 471,826 $ 95,081 $ - $ (153,400) $ (153,400) (318,426) (318,426) - $ - $ - $ Agenda Item: C-88-16-003-2-00 C-88-16-006-2-00 C-88-16-008-2-00 C-88-16-010-2-00 FY 2016 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Information and Communications Technology Other IT Non Recurring Non Recurring FY 16 Reimburse Environmental Services for Fee Waiver FY16 Reimb Env Svcs Fees Q1 FY16 Reim Env Serv for Fee Wvr FY 16 Env Svc Fee Waiver Q3 $ Agenda Item: $ C-88-16-003-2-00 C-88-16-006-2-00 C-88-16-008-2-00 C-88-16-010-2-00 FY 2017 Baseline Budget Adjustments: Agenda Item: Information and Communications Technology Other IT Non Recurring Developer Tools, System Tools, Desk top Replacements, Laptop Replacements and Replacement Monitor Non Recurring Other Non Recurring Tenant Improvements at 1645 E. Roosevelt Location Replacement Vehicles (4) Storage Increase, Infrastructure Upgrade, Enterprise Move and Accela Data Read Only Prod $ $ $ (95,081) (34,815) (17,030) (11,945) (31,291) - 379,277 379,277 - $ 486,511 $ 486,511 - $ 865,788 $ - $ 83,455 $ 83,455 - $ 949,243 $ - 379,277 210,000 149,909 126,602 FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Non Recurring Other Non Recurring Replacement Vehicles (3) Agenda Item: $ FY 2017 Adopted Budget 509 83,455 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 2015 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 9,434,563 $ 8,102,377 $ 8,102,377 $ 8,852,508 $ 8,859,152 $ 19,698,104 126,436 19,824,540 $ 19,383,201 19,383,201 $ 19,383,201 95,081 19,478,282 $ 19,386,256 63,790 19,450,046 $ 19,383,201 19,383,201 $ $ $ 18,914,502 1,492,082 20,406,584 Structural Balance $ 783,602 Accounting Adjustments $ Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ $ 19,383,201 471,826 19,855,027 $ (11) $ 8,852,508 8,852,508 $ $ $ $ 19,383,201 471,826 19,855,027 - $ - 7,630,551 7,630,551 510 $ $ $ $ 18,982,676 460,726 19,443,402 $ 19,166,315 949,243 20,115,558 - $ 403,580 $ 216,886 $ - $ - $ - $ 7,725,632 7,725,632 $ 8,859,152 8,859,152 $ 8,126,795 8,126,795 $ $ Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 June 2022, 91% of vehicles will be returned to operational status within 24 or fewer hours. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Department Specific By June 2022, maintain a County fleet average readiness rate of 98 percent or above. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ 17,540,072 $ 37,899 45,615 17,623,586 $ 15,884,045 $ 873,984 33,372 16,791,401 $ 15,884,045 $ 873,984 33,372 16,791,401 $ 16,005,761 $ 364,275 29,932 16,399,968 $ 16,758,029 $ 33,372 16,791,401 $ 873,984 (873,984) - 5.5% -100.0% 0.0% 0.0% SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ - $ - $ 54,392 $ 54,392 $ 54,392 $ 54,392 $ 22,668 $ 22,668 $ 54,392 $ 54,392 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 14,117 $ 14,117 $ 8,900 $ 8,900 $ 8,900 $ 8,900 $ 10,393 $ 10,393 $ 8,900 $ 8,900 $ - 0.0% 0.0% TOTAL PROGRAMS $ 17,637,703 $ 16,854,693 $ 16,854,693 $ 16,433,029 $ 16,854,693 $ - 0.0% 15,373,639 $ 78,866 22,956 15,475,461 $ 15,637,786 $ 67,086 11,780 15,716,652 $ 15,751,770 $ 10,232 11,780 15,773,782 $ 14,610,548 $ 16,913 59,867 14,687,328 $ 15,327,474 $ 11,984 15,339,458 $ 424,296 10,232 (204) 434,324 2.7% 100.0% -1.7% 2.8% 151,710 $ 494,440 77,211 244,076 967,437 $ 192,584 $ 152,190 97,438 74,748 807,578 1,324,538 $ 192,584 $ 138,770 73,840 74,748 787,466 1,267,408 $ 155,513 $ 387,977 64,994 79,168 425,023 1,112,675 $ 132,944 $ 140,049 69,818 76,073 1,179,583 1,598,467 $ 59,640 (1,279) 4,022 (1,325) (392,117) (331,059) 31.0% -0.9% 5.4% -1.8% -49.8% -26.1% $ 605,390 $ 5,454 203,508 814,352 $ 668,596 $ 40,220 72,187 781,003 $ 668,596 $ 40,220 72,187 781,003 $ 668,600 $ 20,225 72,201 761,026 $ 744,648 $ 53,764 124,856 923,268 $ (76,052) (13,544) (52,669) (142,265) -11.4% -33.7% -73.0% -18.2% TOTAL PROGRAMS $ 17,257,250 $ 17,822,193 $ 17,822,193 $ 16,561,029 $ 17,861,193 $ (39,000) -0.2% USES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 511 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED 3,053,440 14,499,075 17,552,515 $ $ SUBTOTAL $ 14,117 71,071 85,188 ALL REVENUES $ TOTAL SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2016 FORECAST $ 16,854,693 $ FY 2016 ADOPTED - 0.0% 16,854,693 FY 2017 ADOPTED $ 0.0% REVISED VS ADOPTED VAR % 16,433,029 FY 2016 FORECAST $ $ 17,637,703 FY 2015 ACTUAL $ $ 16,854,693 FY 2016 REVISED 16,854,693 $ 16,854,693 16,433,029 $ $ 0.0% 0.0% 0.0% $ 16,854,693 17,637,703 $ - $ $ $ $ 8,900 24,000 32,900 0.0% 0.0% 0.0% 8,900 24,000 32,900 $ 8,900 $ 24,000 32,900 $ - $ 10,393 66,478 76,871 $ REVISED VS ADOPTED % VAR 2,809,338 14,012,455 16,821,793 $ 2,809,338 14,012,455 16,821,793 $ FY 2017 ADOPTED 2,536,208 13,819,950 16,356,158 2,809,338 $ 14,012,455 16,821,793 $ $ 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 REVISED $ $ $ 2,416,055 $ 9,768 161,116 1,103,567 (402) (981) 133,117 3,822,240 $ 2,486,477 $ 180,000 1,056,021 184,537 3,907,035 $ 2,455,068 $ 34,452 180,000 1,052,978 184,537 3,907,035 $ 2,379,829 $ 34,337 173,384 1,043,650 386 (164) 172,643 3,804,065 $ 2,408,079 $ 34,452 180,000 1,081,005 (1,400) 203,281 3,905,417 $ 46,989 (28,027) 1,400 (18,744) 1,618 1.9% 0.0% 0.0% -2.7% N/A N/A -10.2% 0.0% SUBTOTAL $ 4,545,150 $ 7,003,910 71,331 3,360 11,623,751 $ 3,485,665 $ 7,602,394 121,300 3,750 11,213,109 $ 3,485,665 $ 7,602,394 78,643 3,750 11,170,452 $ 4,322,089 $ 6,139,131 49,264 2,163 10,512,647 $ 4,000,262 $ 6,871,891 113,300 2,462 10,987,915 $ (514,597) 730,503 (34,657) 1,288 182,537 -14.8% 9.6% -44.1% 34.3% 1.6% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 98,771 $ 1,838 767,480 753,290 3,540 2,603 15,759 68,688 6,406 1,718,375 $ 56,620 $ 40,080 650,000 780,073 6,182 35,000 15,000 80,000 9,594 1,672,549 $ 56,620 $ 40,080 650,000 780,073 6,182 35,000 15,000 80,000 9,594 1,672,549 $ 74,641 $ 31,682 776,670 789,888 2,101 20,328 11,859 75,930 6,372 1,789,471 $ 575,038 $ 39,039 940,373 929,514 6,182 35,000 15,000 80,000 10,215 2,630,361 $ (518,418) 1,041 (290,373) (149,441) (621) (957,812) -915.6% 2.6% -44.7% -19.2% 0.0% 0.0% 0.0% 0.0% -6.5% -57.3% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 50,773 $ 24,966 75,739 $ 1,029,500 $ 1,029,500 $ 1,029,500 $ 1,029,500 $ 375,451 $ 79,395 454,846 $ 337,500 $ 337,500 $ ALL EXPENDITURES $ 17,240,105 $ 17,822,193 $ 17,779,536 $ 16,561,029 $ 17,861,193 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 17,145 $ 17,145 $ - $ - $ 42,657 $ 42,657 $ - $ - $ - $ - $ TOTAL USES $ 17,257,250 $ 17,822,193 $ 17,822,193 $ 16,561,029 $ 17,861,193 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 692,000 692,000 67.2% N/A 67.2% (81,657) -0.5% 42,657 42,657 100.0% 100.0% (39,000) -0.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 17,637,703 17,637,703 $ $ 16,854,693 16,854,693 $ $ 16,854,693 16,854,693 $ $ 16,433,029 16,433,029 $ $ 16,854,693 16,854,693 $ $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,637,703 17,637,703 $ $ 16,854,693 16,854,693 $ $ 16,854,693 16,854,693 $ $ 16,433,029 16,433,029 $ $ 16,854,693 16,854,693 $ $ - 0.0% 0.0% FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING NON RECURRING NON PROJECT FY 2015 ACTUAL $ FY 2016 ADOPTED $ FUND TOTAL USES $ 17,008,870 248,380 17,257,250 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 17,008,870 248,380 17,257,250 FY 2016 REVISED $ $ 16,854,693 967,500 17,822,193 $ $ $ 16,854,693 967,500 17,822,193 512 FY 2016 FORECAST $ $ 16,854,693 967,500 17,822,193 $ $ $ 16,854,693 967,500 17,822,193 FY 2017 ADOPTED $ $ 16,133,029 428,000 16,561,029 $ $ $ 16,133,029 428,000 16,561,029 REVISED VS ADOPTED VAR % $ $ 16,854,693 1,006,500 17,861,193 $ (39,000) (39,000) 0.0% -4.0% -0.2% $ $ $ 16,854,693 1,006,500 17,861,193 $ $ $ (39,000) (39,000) 0.0% -4.0% -0.2% Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VAR % VARIANCE 45.15 2.00 .15 47.30 44.95 1.00 .15 46.10 47.15 .00 .15 47.30 46.15 .15 46.30 47.15 .15 47.30 - 0.0% N/A 0.0% 0.0% 2.00 1.20 3.00 .50 6.70 54.00 3.00 1.00 2.90 1.00 7.90 54.00 2.00 1.00 2.70 1.00 6.70 54.00 3.00 1.00 2.70 1.00 7.70 54.00 2.00 1.00 2.70 1.00 6.70 54.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 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 2016 ADOPTED 2.00 1.00 1.00 1.00 1.00 3.00 1.00 17.00 2.00 2.00 13.00 2.00 3.00 3.00 1.00 1.00 54.00 FY 2016 FY 2016 FORECAST REVISED 2.00 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 18.00 18.00 2.00 2.00 2.00 2.00 13.00 13.00 2.00 2.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 54.00 54.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 0.0% 1.00 0.0% 1.00 0.0% 1.00 1.00 0.0% N/A 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 18.00 0.0% 2.00 0.0% 2.00 0.0% 13.00 0.0% 2.00 0.0% 3.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 1.00 0.0% 0.0% 54.00 - FY 2015 ADOPTED 54.00 54.00 FY 2016 ADOPTED 54.00 54.00 FY 2016 FY 2016 REVISED FORECAST 54.00 54.00 54.00 54.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 54.00 0.0% 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 Warehouse/Inventory Specialist Department Total Staffing by Fund DEPARTMENT/FUND 654 EQUIPMENT SERVICES Department Total General Adjustments Base Adjustments: Equipment Services Fund (654) Operating • Increase Regular Benefits by $71,632 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $2,070 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $248 for the impact of the changes in retirement contribution rates. • Decrease expenditures by $122,479 to maintain structural balance. • Increase Internal Service Charges by $52,669 for the impact of the changes in risk management charges. 513 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Fund (654) Non Recurring • Budget other services of $450,000 for the upgrade of the Fleet and Fuel Management System. • Budget capital equipment of $17,000 for behind and standard floor scrubbers. • Budget repairs and maintenance of $284,000 of carry forward for above ground tank refurbishment, fuel site cameras at Durango, Surprise, and Mesa, fuel storage tank monitoring system, upgrade fuel master FMUs at 15 fuel sites, and new fuel dispensers. • Budget capital equipment of $255,500 of carry forward for lubrication system at Durango, convert manual shop hoist to electric, three car wash driers, air compressors with driers at Mesa and Buckeye, and four mobile column lifts. 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 85.4% 96.2% 92.1% 96.3% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 97.9% 96.5% 97.3% 97.0% 0.5% 0.5% 100.0% 100.0% 124.5% 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. 514 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 97.9% $ FY 2016 FY 2016 REVISED FORECAST 96.5% 97.3% FY 2017 ADOPTED 97.0% REV VS ADOPTED VAR % 0.5% 0.5% 100.0% 100.0% 124.5% 100.0% 0.0% 0.0% 23,253 25,968 22,641 25,200 (768) -3.0% 2,788,562 29,140 2,783,477 27,113 2,765,914 25,763 2,784,000 27,000 523 (113) 0.0% -0.4% (1.86) -0.3% 661.15 $ 606.58 $ 645.31 $ 608.44 $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 17,540,072 $ 17,540,072 $ 15,884,045 $ 15,884,045 $ 16,005,761 $ 16,005,761 $ 16,758,029 $ 16,758,029 $ $ 873,984 873,984 5.5% 5.5% 654 - EQUIPMENT SERVICES TOTAL USES $ 15,373,639 $ 15,373,639 $ 15,751,770 $ 15,751,770 $ 14,610,548 $ 14,610,548 $ 15,332,735 $ 15,332,735 $ $ 419,035 419,035 2.7% 2.7% Expenditure Activity Narrative: This Activity supports the acquisition and disposition of County fleet vehicles along with the mechanical repair of the fleet to maintain its road worthiness. Maintaining an appropriate parts inventory along with the procurement and sale of fuel at various locations across the County is also an important function within this Activity. In FY 2017, the increase in revenue and expenditures is due to the movement of revenues from the Preventative Maintenance Activity to the Fleet Support Services Activity. Equipment Services will continue to see an increase in output due to the increased size in the County fleet. 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 85.4% 96.2% 92.1% 96.3% 0.0% 4,952 5,586 5,177 6,600 1,014 18.2% 5,887 5,826 5,622 6,960 1,134 19.5% 9,240 7,900 7,642 8,200 300 3.8% N/A N/A N/A 0.0% $ 13.40 $ 1.76 $ 3.01 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 37,899 37,899 $ $ 873,984 873,984 $ $ 364,275 364,275 $ $ - $ $ (873,984) (873,984) -100.0% -100.0% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 78,866 78,866 $ $ 10,232 10,232 $ $ 16,913 16,913 $ $ - $ $ 10,232 10,232 100.0% 100.0% Expenditure Activity Narrative: Equipment Services will no longer be capturing revenues and expenditures within the Preventative Maintenance Activity as these are now being captured in the Fleet Support Services 515 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity. In FY 2017 the measures will remain and the Department will continue to report to them, however, these measures will be moved into the Fleet Support Services Activity during the FY 2018 strategic planning process. 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 2015 ACTUAL N/A $ 1,021 1,228 1,029 1,072 22.48 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% $ 840 888 840 876 14.02 $ 777 813 787 803 77.05 45,615 45,615 $ $ 33,372 33,372 $ $ 22,956 22,956 $ $ 11,780 11,780 $ $ FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 840 888 840 876 14.27 $ 29,932 29,932 $ $ 33,372 33,372 $ $ 59,867 59,867 $ $ 11,984 11,984 $ $ (0.24) - 0.0% 0.0% 0.0% 0.0% -1.7% 0.0% 0.0% Expenditure (204) (204) -1.7% -1.7% Activity Narrative: The FY 2017 demand for rental pool vehicles will remain consistent for FY 2016 levels and the 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. Forecasted expenditures for FY 2016 are higher than budgeted due to the replacement of two aging vehicles. Appropriated Budget Reconciliations Equipment Services Fund (654) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 16,854,693 $ 16,854,693 FY 2016 Revised Budget $ 16,854,693 $ 16,854,693 FY 2017 Baseline Budget $ 16,854,693 $ 16,854,693 $ 69,810 $ 71,632 (2,070) 248 (69,810) $ (122,479) 52,669 - 16,854,693 $ 0.0% 16,854,693 0.0% Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Risk Management Adjustment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 516 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Fund (654) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 967,500 $ - FY 2016 Revised Budget $ 967,500 $ - $ (967,500) $ (536,000) (431,500) - $ - $ - $ 1,006,500 $ 539,500 - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2017 Baseline Budget Agenda Item: Adjustments: Non Recurring Non Recurring Carry Forward Repairs and Maintenance Capital Equipment Other Non Recurring Upgrade Fleet and Fuel Management System Capital Equipment $ 284,000 255,500 $ 450,000 17,000 - 467,000 FY 2017 Adopted Budget $ 1,006,500 $ - Equipment Services Fund (654) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 3,311,190 $ 2,609,046 $ 2,609,046 $ 3,691,658 $ 3,563,658 Sources: Operating Total Sources: $ $ 17,637,703 17,637,703 $ $ 16,854,693 16,854,693 $ $ 16,854,693 16,854,693 $ $ 16,433,029 16,433,029 $ $ 16,854,693 16,854,693 $ $ $ $ 16,133,029 428,000 16,561,029 $ $ 16,854,693 967,500 17,822,193 $ $ 16,854,693 967,500 17,822,193 $ 16,854,693 1,006,500 17,861,193 Uses: Operating Non-Recurring Total Uses: $ 17,008,870 248,380 17,257,250 Structural Balance $ 628,833 $ - $ - $ 300,000 $ - Accounting Adjustments $ 15 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 3,691,658 3,691,658 $ 1,641,546 1,641,546 $ 1,641,546 1,641,546 $ 3,563,658 3,563,658 $ 2,557,158 2,557,158 517 Maricopa County Annual Business Strategies FY 2017 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 and maintain fiscally efficient, operationally safe, and aesthetically appropriate facilities to the citizens and employees of Maricopa County so they can do business in 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, 2021, Facilities Management will meet the increasing demands for facility improvements by completing 100% of projects on schedule and within established budget parameters. Status: The Facilities Management Department is currently completing 90% of projects on schedule and within established budget parameters. Department is on track to achieve this goal by June 30, 2021. Safe Communities By June 30, 2021, Facilities Management will enhance safety for Maricopa County residents and visitors by responding to 100% 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 90% of those tasks within an average of 10 days to sustain maintenance of our facilities' infrastructure according to industry standards. Status: The Operations and Maintenance (O&M) division continues to strategically align services to meet customer expectations. As of December 31, 2015, the O&M electronic maintenance management system shows an average completion time of 2.7 hours, which is well within the established goal of 24 hour response time. Department Specific By June 30, 2021, to emphasize optimal flexibility and maintain residual value over the long term, 100% of newly constructed administrative facilities will utilize planning strategies focused on allowing adaptable re-uses. Status: This is a new goal for FY 2017 and data will be available in FY 2018. 518 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Safe Communities By 2017, ensure that fewer than 10% of group involved demonstrations in County buildings on County property disrupt County business. Status: This goal was met in FY 2015 and is expected to be met in FY 2016. The department will review this goal during the FY 2018 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2017 ADOPTED FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED REVISED VS ADOPTED % VAR SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ $ 236,815 $ 236,815 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 251,945 $ 251,945 $ 235,141 $ 235,141 $ - 0.0% 0.0% FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ $ 278,021 $ 278,021 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ODIR - EXECUTIVE MANAGEMENT RWAY - REAL ESTATE SERVICES 99AS - INDIRECT SUPPORT $ $ 323,295 $ 323,295 $ 24,000 $ 191,200 215,200 $ 24,000 $ 191,200 215,200 $ 30,516 $ 201,786 232,302 $ 18,000 $ 213,200 231,200 $ (6,000) 22,000 16,000 TOTAL PROGRAMS $ 838,131 $ 450,341 $ 450,341 $ 484,247 $ 466,341 $ 16,000 BLDR - BUILDINGS AND GROUNDS FAMT - FACILITIES MAINTENANCE 70OM - FACILITIES OPERATION AND MAINT $ 5,963,891 $ 14,968,900 20,932,791 $ 6,265,672 $ 15,482,207 21,747,879 $ 6,281,274 $ 15,445,235 21,726,509 $ 6,534,872 $ 15,203,323 21,738,195 $ 6,282,169 $ 37,989,463 44,271,632 $ (895) (22,544,228) (22,545,123) 0.0% -146.0% -103.8% PKMT - PARKING MANAGEMENT SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ 115,166 $ 3,860,132 3,975,298 $ 120,419 $ 4,004,500 4,124,919 $ 120,419 $ 4,004,500 4,124,919 $ 119,287 $ 3,990,882 4,110,169 $ 302,535 $ 4,020,524 4,323,059 $ (182,116) (16,024) (198,140) -151.2% -0.4% -4.8% FACM - FACILITIES CONSTRUCTION MGMT FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ 22,978,578 $ 21,769,179 44,747,757 $ 23,571,760 $ 23,252,451 46,824,211 $ 24,831,292 $ 23,252,451 48,083,743 $ 21,295,416 $ 20,931,578 42,226,994 $ 19,676,143 $ 19,676,143 $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RWAY - REAL ESTATE SERVICES SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 424,585 $ 694,352 124,657 93,761 777,336 2,114,691 $ 408,819 $ 264,873 143,802 339,886 1,441,822 2,599,202 $ 408,819 $ 264,873 143,802 334,571 1,456,114 2,608,179 $ 430,703 $ 260,583 146,440 419,176 1,050,903 2,307,805 $ 454,754 $ 275,976 149,284 170,113 1,067,292 2,117,419 $ (45,935) (11,103) (5,482) 164,458 388,822 490,760 -11.2% -4.2% -3.8% 49.2% 26.7% 18.8% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 535,144 $ 789,828 1,324,972 $ 328,194 $ 739,717 1,067,911 $ 328,194 $ 739,717 1,067,911 $ 361,754 $ 739,726 1,101,480 $ 451,300 $ 750,497 1,201,797 $ (123,106) (10,780) (133,886) -37.5% -1.5% -12.5% TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 626 $ 626 $ 530,598 $ 530,598 $ 530,598 $ 530,598 $ 486,091 $ 486,091 $ 664,912 $ 664,912 $ (134,314) (134,314) -25.3% -25.3% TOTAL PROGRAMS $ 73,096,135 $ 76,894,720 $ 78,141,859 $ 71,970,734 $ 72,254,962 $ -25.0% 11.5% 7.4% 3.6% USES $ $ $ $ 519 5,155,149 23,252,451 28,407,600 5,886,897 20.8% 100.0% 59.1% 7.5% Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 236,815 $ 236,815 $ 235,141 235,141 $ $ 235,141 $ 235,141 $ 251,945 $ 251,945 $ 235,141 235,141 $ $ - 0.0% 0.0% $ SUBTOTAL $ 601,316 $ 601,316 $ 215,200 215,200 $ $ 215,200 $ 215,200 $ 232,302 $ 232,302 $ 231,200 231,200 $ $ 16,000 16,000 7.4% 7.4% ALL REVENUES $ 838,131 $ 450,341 $ 450,341 $ 484,247 $ 466,341 $ 16,000 3.6% 450,341 $ 466,341 $ 16,000 3.6% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 838,131 $ FY 2016 ADOPTED FY 2015 ACTUAL 450,341 $ FY 2016 REVISED 484,247 $ FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 10,983,085 $ 3,252 328,436 4,217,597 109,382 (2,884,500) 2,585,068 15,342,320 $ 12,870,944 $ 6,264 327,852 5,202,537 140,722 (4,260,456) 2,446,934 16,734,797 $ 12,871,253 $ 6,264 327,852 5,202,335 140,615 (4,260,456) 2,446,934 16,734,797 $ 12,513,603 $ 4,176 263,951 5,035,190 111,882 (3,618,105) 2,585,545 16,896,242 $ 12,579,386 $ 6,264 310,616 5,431,210 123,853 (4,320,856) 2,584,267 16,714,740 $ 291,867 17,236 (228,875) 16,762 60,400 (137,333) 20,057 2.3% 0.0% 5.3% -4.4% 11.9% 1.4% -5.6% 0.1% SUBTOTAL $ 2,072,160 $ 94,616 10,174 197,629 2,374,579 $ 2,005,491 $ 139,088 6,500 (40,160) 298,497 2,409,416 $ 2,005,491 $ 139,088 6,500 (40,160) 288,357 2,399,276 $ 1,950,218 $ 114,919 9,599 (238,964) 504,861 2,340,633 $ 1,732,295 $ 138,826 (418,160) 416,310 1,869,271 $ 273,196 262 6,500 378,000 (127,953) 530,005 13.6% 0.2% 100.0% 941.2% -44.4% 22.1% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 77,543 $ 329,174 30,167 31,198,160 1,371,261 5,784 7,289 534,832 21,774,147 21,627 55,349,984 $ 58,100 $ 1,600 420,517 176,591 32,123,523 1,580,669 14,576 63,292 609,745 22,834,063 (146,487) 14,318 57,750,507 $ 58,100 $ 1,600 420,517 176,591 33,370,662 1,580,669 14,576 63,292 609,745 22,834,063 (146,487) 14,318 58,997,646 $ 25,000 $ 557,122 36,309 29,669,322 1,428,539 7,150 36,682 486,228 20,522,696 (61,524) 16,195 52,723,719 $ 58,100 $ 1,600 926,070 58,044 27,534,413 1,471,652 15,056 69,879 563,684 22,974,886 (399,000) 259,664 53,534,048 $ (505,553) 118,547 5,836,249 109,017 (480) (6,587) 46,061 (140,823) 252,513 (245,346) 5,463,598 0.0% 0.0% -120.2% 67.1% 17.5% 6.9% -3.3% -10.4% 7.6% -0.6% 172.4% -1713.5% 9.3% SUBTOTAL $ 29,252 $ 29,252 $ - $ - $ - $ - $ - $ - $ 46,000 $ 80,763 126,763 $ (46,000) (80,763) (126,763) N/A N/A N/A ALL EXPENDITURES $ 73,096,135 $ 76,894,720 $ 78,131,719 $ 71,960,594 $ 72,244,822 $ 5,886,897 7.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 10,140 $ 10,140 $ 10,140 $ 10,140 $ 10,140 $ 10,140 $ - 0.0% 0.0% TOTAL USES $ 73,096,135 $ 76,894,720 $ 78,141,859 $ 71,970,734 $ 72,254,962 $ 5,886,897 7.5% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN CAPITAL 0920 - CAPITAL EQUIPMENT 0956 - CAPITAL-ALLOCATION IN $ $ 520 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FUND TOTAL SOURCES $ 560,110 $ 560,110 $ 450,341 $ 450,341 $ 450,341 $ 450,341 $ 484,247 $ 484,247 $ 466,341 $ 466,341 $ 16,000 16,000 3.6% 3.6% $ FUND TOTAL SOURCES $ 278,021 $ 278,021 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 838,131 $ 838,131 $ 450,341 $ 450,341 $ 450,341 $ 450,341 $ 484,247 $ 484,247 $ 466,341 $ 466,341 $ 16,000 16,000 3.6% 3.6% 255 DETENTION OPERATIONS OPERATING FY 2015 ACTUAL FUND / FUNCTION CLASS 100 GENERAL MAJOR MAINTENANCE OPERATING OPERATING NON RECURRING NON PROJECT CENTRAL COURT BLDG SOUTH COURT TOWER EMERGENCY SVCS ADMIN IMP LIFE SAFETY PROJECTS WEST COURT BLDG $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 7,365,000 $ 35,164,570 19,211 1,319,111 24,297 733,534 83,451 44,709,174 $ 7,877,906 $ 38,147,513 52,804 3,772,524 49,850,747 $ 7,877,906 $ 38,147,513 52,804 3,578,759 221,000 100,000 49,977,982 $ 7,753,021 $ 37,043,109 52,804 700,000 206,719 94,898 45,850,551 $ 7,877,906 $ 38,098,140 139,321 46,115,367 $ 0.0% 49,373 0.1% (86,517) -163.8% 3,578,759 100.0% N/A 221,000 100.0% 100,000 100.0% N/A 3,862,615 7.7% FUND TOTAL USES $ 5,879,315 $ 17,751,586 2,213,313 2,542,747 28,386,961 $ 6,726,998 $ 19,381,975 435,000 500,000 27,043,973 $ 6,726,998 $ 19,381,975 1,100,916 953,988 28,163,877 $ 6,526,947 $ 17,538,332 1,100,916 953,988 26,120,183 $ 6,726,998 $ 19,387,545 25,052 26,139,595 $ (5,570) (25,052) 1,100,916 953,988 2,024,282 0.0% 0.0% N/A 100.0% 100.0% 7.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 66,160,471 $ 6,935,664 $ 73,096,135 $ 72,134,392 $ 4,760,328 $ 76,894,720 $ 72,134,392 $ 6,007,467 $ 78,141,859 $ 68,861,409 $ 3,109,325 $ 71,970,734 $ 72,090,589 $ 164,373 $ 72,254,962 $ 43,803 5,843,094 5,886,897 0.1% 97.3% 7.5% FUND TOTAL USES $ 255 DETENTION OPERATIONS MAJOR MAINTENANCE OPERATING OPERATING NON RECURRING NON PROJECT 4TH AVE JAIL MAINTENANCE LBJ COMPLEX $ 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 PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 15.50 17.50 33.00 13.00 19.00 32.00 13.00 19.00 32.00 13.00 19.00 32.00 32.00 32.00 (13.00) 13.00 - (100.0%) 68.4% 0.0% 4.00 120.00 124.00 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 6.00 1.00 2.00 2.00 30.00 41.00 6.00 1.00 2.00 2.00 30.00 41.00 6.00 1.00 2.00 2.00 30.00 41.00 6.00 1.00 2.00 2.00 30.00 41.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 169.00 197.00 .00 .00 197.00 197.00 2.70 70.80 73.50 270.50 2.70 70.80 73.50 73.50 N/A N/A N/A 37.3% 521 Maricopa County Annual Business Strategies FY 2017 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 Director - Facilities Mgt Director - Protective Services 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 IT Operations Manager Locksmith Office Assistant Specialized Operations Supervisor - PW PC/LAN Technician Plumber Procurement Officer - Dept Program Coordinator Public Works Chief Appraiser Real Estate Chief Officer Real Estate Manager - County Real Property Manager Real Property Specialist Real Property Supervisor Security Officer Security Officer Manager Security Officer Supervisor Technical Program Supv Trades Generalist Trades Specialist Trades Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Specialist Lead Warehouse/Inventory Supervisor Department Total 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 2016 ADOPTED 1.00 2.00 4.00 1.00 1.00 1.00 1.00 4.00 10.00 2.00 8.00 2.00 3.00 8.00 1.00 1.00 1.00 5.00 8.00 4.00 1.00 2.00 5.00 1.00 4.00 1.00 1.00 2.00 1.00 17.00 2.00 5.00 1.00 12.00 2.00 2.00 1.00 1.00 1.00 12.00 3.00 1.00 29.00 10.00 8.00 3.00 1.00 197.00 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 2.00 2.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 10.00 10.00 2.00 2.00 8.00 8.00 2.00 2.00 3.00 3.00 8.00 8.00 1.00 1.00 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 5.00 5.00 1.00 1.00 4.00 4.00 1.00 1.00 2.00 2.00 1.00 1.00 20.00 20.00 2.00 2.00 7.00 7.00 1.00 1.00 1.00 1.00 12.00 12.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 12.00 2.00 3.00 30.00 30.00 4.00 4.00 8.00 8.00 3.00 3.00 1.00 1.00 197.00 197.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 1.00 0.0% 2.00 0.0% 6.00 2.00 50.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 1.00 N/A 1.00 0.0% 4.00 0.0% 10.00 0.0% 2.00 0.0% 8.00 0.0% 2.00 0.0% 3.00 0.0% 8.00 0.0% 1.00 0.0% 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 0.0% 1.00 0.0% 4.00 0.0% N/A 1.00 0.0% 2.00 0.0% N/A 1.00 0.0% 20.00 0.0% 2.00 0.0% 1.00 1.00 N/A 7.00 0.0% 3.00 2.00 200.0% 1.00 0.0% 1.00 1.00 N/A 12.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% (1.00) (100.0%) 12.00 0.0% 3.00 1.00 50.0% 59.50 59.50 N/A 2.00 2.00 N/A 5.00 5.00 N/A N/A 30.00 0.0% 4.00 0.0% 8.00 0.0% 3.00 0.0% 1.00 0.0% N/A 270.50 73.50 37.3% FY 2015 ADOPTED 137.00 32.00 169.00 FY 2016 ADOPTED 165.00 32.00 197.00 FY 2016 FY 2016 REVISED FORECAST 165.00 165.00 32.00 32.00 197.00 197.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 238.50 73.50 44.5% 32.00 0.0% 270.50 73.50 37.3% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS Department Total 522 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Facilities Management Staffing Variance Analysis In FY 2017, Protective Services will become part of Facilities Management. This move causes a variance in their staffing for the addition of the 73.50 Protective Services positions into Facilities Management. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $316,008 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $16,057 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $1,216 for the impact of the changes in retirement contribution rates. • Decrease Other Base Adjustments by $176,819. • Increase Internal Service Charges by $18,000 for additional vehicle maintenance costs. • Increase Allocations In by $31,732 for additional RDSA HR services. • Decrease Internal Service Charges by $17 for the impact of the changes in discretionary charges. • Increase Internal Service Charges by $2,557 for the impact of the changes in the radio charges. • Increase Internal Service Charges by $6,538 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $91,173 for the impact of the changes in the base level telecommunication charges. • Increase Personnel Savings by $323,704 from 6.56% to 8.26%. • Increase Revenue by $16,000 for additional real estate revenue. General Fund (100) Non Recurring • Budget general supplies of $4,500 for additional computer scanner training software. • Budget supplies allocation in of $25,826 for OET Information Technology non-recurring costs. • Budget capital equipment of $46,000 for the replacement of three aging computer servers. • Budget capital allocation in of $62,995 for OET Information Technology non-recurring costs. Detention Fund (255) Operating • Increase Regular Benefits by $42,413 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $1,328 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $149 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $4,242 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $23,891 for the impact of the changes in the base level telecommunication charges. • Increase Personnel Savings by $63,797 from 3.06% to 6.00%. 523 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Detention Fund (255) Non Recurring • Budget supplies allocation in of $7,284 for OET Information Technology non-recurring costs. • Budget capital allocation in of $17,768 for OET Information Technology non-recurring costs. Programs and Activities Facilities Operations & Maintenance Program The purpose of the Facilities Operations & Maintenance Program is to provide facilities, buildings, and grounds operations and maintenance services to Maricopa County departments so they can work and conduct business in a clean, 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. Percent of County facilities operating within energy efficiency standards (measured by kilowatts per sq foot). FY 2016 FY 2016 FORECAST REVISED 99.5% 100.0% FY 2015 ACTUAL 99.9% FY 2017 ADOPTED 100.0% REV VS ADOPTED % VAR 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 54.6% 42.8% 47.2% 100.0% 57.2% 133.6% 94.7% 100.0% 100.0% 95.0% (5.0%) -5.0% N/A N/A N/A 24.7% N/A N/A Activities that comprise this program include: • Facilities General Maintenance • Facilities Systems Maintenance Facilities General Maintenance Activity The purpose of the Facilities General Maintenance Activity is to provide well-maintained and clean facilities to Maricopa County Departments and their customers so they can conduct business in a clean environment. Mandates: Administrative mandate. 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 2016 FY 2016 REVISED FORECAST 100.0% 99.5% FY 2015 ACTUAL 99.9% 100.0% 100.0% $ 2.07 $ 5,119,441 844,450 $ 5,963,891 100.0% 2,850,584 2,850,584 2,886,907 2,886,907 $ 2.20 $ 5,450,418 830,856 $ 6,281,274 524 FY 2017 ADOPTED 100.0% 2.29 $ 5,520,917 1,013,955 $ 6,534,872 0.0% 100.0% 2,886,907 2,886,907 2,850,584 2,850,584 $ REV VS ADOPTED % VAR 0.0% 0.0% 0.0% 36,323 36,323 1.3% 1.3% 2.18 $ 0.03 1.2% $ 5,451,313 830,856 $ 6,282,169 $ (895) (895) -0.0% 0.0% -0.0% $ $ Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The FY 2017 budget supports Facilities Management in meeting 100% of the demand. The services within this Activity include Cemetery Grounds, Clean Buildings, County Property Access Road Maintenance and Repairs, County Owned Vacant Lot Maintenance and Repairs, Grounds Maintenance and Repairs, Indigent Burial Programs, Interior Plants, and Pest and Bird Control Measures. There has been a slight increase in square feet of facilities required to be cleaned, however, the budget is sufficient for this increase due to savings in other areas of this Activity. Facilities Systems Maintenance Activity The purpose of the Facilities Systems 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 energy-efficient buildings that are responsibly and properly maintained. Mandates: Administrative mandate. Measure Type Result Result Result Output Expenditure Ratio Expenditure Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of facilities maintenance performed on 54.6% 42.8% 47.2% 100.0% 57.2% 133.6% a time-based schedule or based on quantified material and equipment condition. Percent Detention Security System is functional 94.7% 100.0% 100.0% 95.0% (5.0%) -5.0% 24/7/365. Percent of County facilities operating within N/A N/A N/A 24.7% N/A N/A energy efficiency standards (measured by kilowatts per sq foot). Number of square feet of facilities maintained. 40,626,851 40,070,360 40,875,100 10,587,110 (29,483,250) -73.6% Total expenditure per square foot maintained. $ 0.37 $ 0.39 $ 0.37 $ 3.59 $ (3.20) -830.9% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 10,650,218 4,318,682 $ 14,968,900 $ 10,624,035 4,821,200 $ 15,445,235 $ 10,669,851 4,533,472 $ 15,203,323 $ 21,615,682 16,373,718 $ 37,989,400 $(10,991,647) (11,552,518) $(22,544,165) -103.5% -239.6% -146.0% Activity Narrative: The FY 2017 budget now includes County utilities in both Fund 100 and 255. This change was a result of the strategic planning process for FY 2017. The strategic planning process caused numerous changes in the Program and Activity structure for all results, demands, and outputs. This is the cause of the variances between FY 2016 and FY 2017. Capital Facilities Development Program The purpose of the Capital Facilities Development Program is to provide consultant, general contractor, and vendor oversight of new vertical construction projects and renovations to Maricopa County departments so they can have facilities that are unencumbered by construction defects or legal claims. Program Results Measure Description Percent of construction projects requested that are evaluated by Facilities Management and recommended to the Board of Supervisors. Percent of construction projects completed void of litigation. Percent of construction projects completed void of warranty claims for defective workmanship. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 76.7% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 87.0% N/A N/A N/A N/A N/A 95.7% N/A N/A Activities that comprise this program include: • Facility Construction Management 525 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Facility Construction Management Activity The purpose of the Facility Construction Management Activity is to provide consultant, general contractor, and vendor oversight of new vertical construction projects and renovations to County Departments so they can have facilities that are unencumbered by construction defects or legal claims. Mandates: Administrative mandate. Measure Type Result Result Result Output Demand Measure Description Percent of construction projects requested that are evaluated by Facilities Management and recommended to the Board of Supervisors. Percent of construction projects completed void of litigation. Percent of construction projects completed void of warranty claims for defective workmanship. Number of new or renovated facility construction projects completed. Number of new or renovated construction projects funded. FY 2015 ACTUAL N/A FY 2016 FY 2016 FORECAST REVISED N/A N/A FY 2017 ADOPTED 76.7% REV VS ADOPTED % VAR N/A N/A N/A N/A N/A 87.0% N/A N/A N/A N/A N/A 95.7% N/A N/A 90 225 225 115 (110) -48.9% N/A N/A N/A 120 N/A N/A Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 14,278,911 10,552,381 $ 24,831,292 $ 11,249,724 11,728,854 $ 22,978,578 $ 11,098,885 10,196,531 $ 21,295,416 $ 11,178,666 8,497,477 $ 19,676,143 $ 3,100,245 2,054,904 $ 5,155,149 21.7% 19.5% 20.8% 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. The Activity also includes the Annual Program Maintenance. The decrease in expenditures in the General and Detention Fund for FY 2016 is due to a reduction of non recurring major maintenance projects in FY 2017. The FY 2017 strategic planning process caused numerous changes in the Program and Activity structure for all results, demands, and outputs. This is the cause of the variances between FY 2016 and FY 2017. Protective Services Program The purpose of the Protective Services Program is to provide security, 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. Program Results Measure Description Percent of parking spaces utilized in County garages and lots. Percent of safety and security issues responded to by Protective Services to secure the County's work and business environment. Percent of ID Badge requests responded to by Protective Services Admin Staff. FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 93.0% 94.8% FY 2017 ADOPTED 97.3% REV VS ADOPTED VAR % 4.3% 4.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Parking Management • 526 Security Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Facilities Management 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 Measure Description Percent of parking spaces utilized in County garages and lots. Output Number of vehicles parked in County garages and lots. Demand Number of vehicles requesting to park in County garages and lots. Expenditure Ratio Total expenditures per vehicle parked in County garages and spaces. Expenditure 100 - GENERAL TOTAL USES FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED 100.0% 93.0% 94.8% 97.3% REV VS ADOPTED VAR % 4.3% 4.6% 1,007,818 980,500 997,654 980,500 - 0.0% 1,007,818 980,500 997,654 980,500 - 0.0% $ 0.11 $ 115,166 $ 115,166 $ 0.12 $120,419 $120,419 $ 0.12 $ 119,287 $ 119,287 $ 0.31 $ 302,535 $ 302,535 $ (0.19) -151.2% $(182,116) $(182,116) -151.2% -151.2% Activity Narrative: Protective Services has noticed an increase of parking spaces being utilized in FY 2016 and expects to see that trend continue to increase into FY 2017. Shuttle bus service for employees and jurors was previously budgeted in the Security Activity. However, this is included in the Parking Management Activity according to the strategic plan. Funding for this service was moved from the Security Activity to the Parking Management Activity for FY 2017 which has increased the expenditure for this Activity. 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. 527 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Facilities Management Measure Type Result Measure FY 2015 Description ACTUAL Percent of safety and security issues responded 100.0% to by Protective Services to secure the County's work and business environment. Result 100.0% Percent of ID Badge requests responded to by Protective Services Admin Staff. Output Number of incidents reported on County 11,336 properties that were responded to by Protective Services. Output Number of ID Badge Actions that were 30,095 processed by Protective Services Admin Staff. Demand Number of incident responses needed. 11,336 Demand Number of ID Badge requests processed. 30,095 Expenditure Ratio Total expenditure per incident response by $ 340.52 Protective Services. Expenditure Ratio Total number of ID Badge requests. 128.26 $ Revenue 100 - GENERAL $ 236,815 TOTAL SOURCES $ 236,815 Expenditure 100 - GENERAL $3,811,190 255 - DETENTION OPERATIONS 48,942 TOTAL USES $3,860,132 FY 2016 FY 2016 FY 2017 REV VS ADOPTED REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 7,200 8,100 7,200 - 0.0% 35,700 33,604 35,700 - 0.0% $ 7,200 30,000 556.18 $ 8,100 29,329 493.19 $ 7,200 30,000 557.89 $ 112.17 $ 118.88 $ $ $ 235,141 235,141 $ 235,141 $ 235,141 $ $ $3,955,558 48,942 $4,004,500 $3,941,961 48,921 $3,990,882 $3,971,582 48,942 $4,020,524 0.0% 0.0% $ (1.71) 0.0% 0.0% -0.3% 112.52 $ (0.34) -0.3% 235,141 235,141 $ $ - 0.0% 0.0% $(16,024) -0.4% 0.0% $(16,024) $ (0) Activity Narrative: Shuttle bus service for employees and jurors was previously budgeted in this Activity. For FY 2017 this is included in the Parking Management Activity according to the strategic plan. Funding for this service was moved from the Security Activity to the Parking Management Activity for FY 2017 which has decreased the expenditure for this Activity. Protective Services has also had some increased costs that have been added to their operating budget due to employee and benefits costs and vehicle maintenance cost increases. 528 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 34,006,424 $ 215,200 FY 2016 Revised Budget $ 34,006,424 $ 215,200 $ 4,141,089 $ 4,141,089 235,141 235,141 $ 38,147,513 $ 450,341 $ 301,167 $ 316,008 (16,057) 1,216 (350,540) $ (127,104) - 2,557 6,538 91,173 (323,704) - Adjustments: Restatements Prot Svcs to Facilities Mgmt Agenda Item: FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Other Base Adjustments Vehicle Maintenance RDSA HR Allocations Discretionary Adjustment Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 6.56% to 8.26% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (176,819) 18,000 31,732 (17) (323,704) $ - $ - 16,000 16,000 $ 38,098,140 $ -0.1% 466,341 3.6% Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2016 Adopted Budget $ 7,877,906 $ - FY 2016 Revised Budget $ 7,877,906 $ - FY 2017 Baseline Budget $ 7,877,906 $ - FY 2017 Adopted Budget Percent Change from Baseline Amount $ 7,877,906 $ 0.0% - 529 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 52,804 $ - FY 2016 Revised Budget $ 52,804 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: $ FY 2017 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring Computer Scanner Training Software OET Information Technology Supplies Replace (3) Computer Servers OET Information Technology Capital Equipment (52,804) (52,804) $ - - $ - Agenda Item: $ $ 139,321 139,321 - 139,321 $ - 4,500 25,826 46,000 62,995 FY 2017 Adopted Budget $ Detention Fund (255) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 19,333,033 $ - FY 2016 Revised Budget $ 19,333,033 $ - $ 48,942 $ 48,942 - $ 19,381,975 $ - $ 41,234 $ 42,413 (1,328) 149 (35,664) $ 4,242 23,891 (63,797) - 19,387,545 $ 0.0% - Adjustments: Restatements Prot Svcs to Facilities Mgmt Agenda Item: FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 3.06% to 6.00% Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (63,797) $ Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2016 Adopted Budget $ 6,726,998 $ - FY 2016 Revised Budget $ 6,726,998 $ - FY 2017 Baseline Budget $ 6,726,998 $ - FY 2017 Adopted Budget Percent Change from Baseline Amount $ 6,726,998 $ 0.0% - 530 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring OET Information Technology Supplies OET Information Technology Capital Equipment Agenda Item: $ $ FY 2017 Adopted Budget - 25,052 $ - 7,284 17,768 $ 531 25,052 25,052 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Finance Finance Analysis by Jack L. Patton, Principal 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 2019, Finance will be able to conduct 90% of requested training within 3 business weeks. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Fiscal Strength and Responsibility By 2021, when financing is identified as the appropriate funding mechanism for new Board-approved capital projects, the department of Finance will identify and obtain appropriate financing at a rate in line with Maricopa County’s AAA bond rating. Status: This is a new goal for FY 2017 and data will be available in FY 2018. 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, 2021, 90% of users will be satisfied with the ease of use, including speed of invoice payment processing as related to the CGI Accounts Payable Workflow. Status: No information is currently available, implementation date is July, 1, 2016. 532 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES CLCT - COLLECTIONS 18CL - COLLECTIONS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 342,294 $ 342,294 $ 285,000 $ 285,000 $ 285,000 $ 285,000 $ 309,097 $ 309,097 $ 285,000 $ 285,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 342,294 $ 285,000 $ 285,000 $ 309,097 $ 285,000 $ - 0.0% CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 316,988 $ 316,988 $ 342,439 $ 342,439 $ 385,689 $ 385,689 $ 360,702 $ 360,702 $ 294,453 $ 294,453 $ 91,236 91,236 23.7% 23.7% FINR - FINANCIAL MGMT REPORTING PYPR - PAYMENT PROCESSING 18FM - FINANCIAL MANAGEMENT $ - $ 367,714 367,714 $ - $ 505,988 505,988 $ 18,616 $ 475,894 494,510 $ - $ 489,944 489,944 $ 1,823,655 $ 336,810 2,160,465 $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 1,778,325 $ 236,080 2,014,405 $ 1,769,595 $ 154,176 48,393 1,972,164 $ 1,728,378 $ 154,176 48,915 1,931,469 $ 1,498,029 $ 167,179 51,336 1,716,544 $ - $ 159,917 191,514 351,431 $ 1,728,378 (5,741) (142,599) 1,580,038 100.0% -3.7% -291.5% 81.8% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 27,034 $ 13,872 40,906 $ 24,276 $ 10,534 34,810 $ 33,199 $ 10,534 43,733 $ 26,557 $ 10,531 37,088 $ 39,312 $ 9,740 49,052 $ (6,113) 794 (5,319) -18.4% 7.5% -12.2% TOTAL PROGRAMS $ 2,740,013 $ 2,855,401 $ 2,855,401 $ 2,604,278 $ 2,855,401 $ USES $ $ (1,805,039) -9696.2% 139,084 29.2% (1,665,955) -336.9% - 0.0% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 342,294 $ 342,294 $ 285,000 285,000 $ $ 285,000 $ 285,000 $ 309,097 $ 309,097 $ 285,000 285,000 $ $ - 0.0% 0.0% 342,294 $ 285,000 $ 285,000 $ 309,097 $ 285,000 $ - 0.0% 342,294 $ 285,000 FY 2015 FY 2016 ADOPTED ACTUAL $ 285,000 $ 309,097 $ 285,000 FY 2016 FY 2016 FY 2017 REVISED FORECAST ADOPTED $ 0.0% REVISED VS ADOPTED VAR % 1,857,804 $ 28 640,659 (365,427) 349,973 2,483,037 $ 2,275,013 $ 821,672 (494,353) 2,602,332 $ 2,253,170 $ 814,137 10,093 (471,122) 2,606,278 $ 2,065,125 $ 19 745,642 (384,938) 2,425,848 $ 2,162,273 $ 822,676 (366,618) 2,618,331 $ 90,897 (8,539) 10,093 (104,504) (12,053) 4.0% N/A -1.0% 100.0% -22.2% N/A -0.5% SUBTOTAL $ 47,766 $ 11,472 59,238 $ 42,566 $ 42,566 $ 42,566 $ 42,566 $ 30,989 $ 63 31,052 $ 49,221 $ 49,221 $ (6,655) (6,655) -15.6% N/A -15.6% 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 81,121 $ 729 190 7,700 41,084 12,906 8,685 45,323 (20,932) 20,932 197,738 $ 2,740,013 $ 92,559 $ 8,500 5,000 8,000 34,002 3,000 12,542 46,900 210,503 $ 2,855,401 $ 88,613 $ 8,500 5,000 8,000 34,002 3,000 12,542 46,900 206,557 $ 2,855,401 $ 62,356 $ 7,700 37,609 780 8,379 42,028 (11,474) 147,378 $ 2,604,278 $ 48,106 $ 8,500 5,000 8,100 51,988 3,000 14,755 48,400 187,849 $ 2,855,401 $ 40,507 (100) (17,986) (2,213) (1,500) 18,708 - 45.7% 0.0% 0.0% -1.3% -52.9% 0.0% -17.6% -3.2% N/A N/A 9.1% 0.0% TOTAL USES $ 2,740,013 $ 2,855,401 $ 2,855,401 $ 2,604,278 $ 2,855,401 $ SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 533 - 0.0% Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 REVISED FY 2016 ADOPTED FY 2017 ADOPTED FY 2016 FORECAST REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 342,294 $ 342,294 $ 285,000 $ 285,000 $ 285,000 $ 285,000 $ 309,097 $ 309,097 $ 285,000 $ 285,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 342,294 $ 342,294 $ 285,000 $ 285,000 $ 285,000 $ 285,000 $ 309,097 $ 309,097 $ 285,000 $ 285,000 $ - 0.0% 0.0% FY 2015 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,740,012 $ 1 2,740,013 $ 2,855,401 $ 2,855,401 $ 2,855,401 $ 2,855,401 $ 2,604,278 $ 2,604,278 $ 2,855,401 $ 2,855,401 $ - 0.0% N/A 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,740,012 $ 1 $ 2,740,013 $ 2,855,401 $ - $ 2,855,401 $ 2,855,401 $ - $ 2,855,401 $ 2,604,278 $ - $ 2,604,278 $ 2,855,401 $ - $ 2,855,401 $ - 0.0% N/A 0.0% Staffing by Program and Activity PROGRAM/ACTIVITY COLLECTIONS COLLECTIONS PROGRAM TOTAL FINANCIAL MANAGEMENT FINANCIAL MGMT REPORTING PAYMENT PROCESSING PROGRAM TOTAL GENERAL OVERHEAD INFRASTRUCTURE PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2016 REVISED FY 2016 ADOPTED FY 2015 ADOPTED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 4.00 4.00 4.00 4.00 5.00 5.00 5.00 5.00 4.00 4.00 (1.00) (1.00) (20.0%) (20.0%) 8.00 8.00 8.00 8.00 .00 7.00 7.00 8.00 8.00 26.00 6.00 32.00 26.00 (1.00) 25.00 N/A (14.3%) 357.1% - - 1.00 1.00 - - (1.00) (1.00) (100.0%) (100.0%) 25.00 2.00 27.00 39.00 25.00 1.00 1.00 27.00 39.00 23.00 1.00 1.00 25.00 38.00 24.00 1.00 1.00 26.00 39.00 1.00 1.00 2.00 38.00 (23.00) (23.00) - (100.0%) 0.0% 0.0% (92.0%) 0.0% 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 2015 ADOPTED 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 2016 ADOPTED 2.00 5.00 1.00 1.00 1.00 1.00 3.00 1.00 2.00 15.00 4.00 3.00 39.00 FY 2016 FY 2016 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 4.00 4.00 1.00 1.00 2.00 2.00 14.00 15.00 4.00 4.00 2.00 2.00 38.00 39.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 2.00 0.0% 5.00 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% 2.00 0.0% 15.00 1.00 7.1% 3.00 (1.00) (25.0%) 2.00 0.0% 38.00 0.0% FY 2015 ADOPTED 39.00 39.00 FY 2016 ADOPTED 39.00 39.00 FY 2016 FY 2016 REVISED FORECAST 38.00 39.00 38.00 39.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 38.00 0.0% 38.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total 534 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Finance General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $49,966 for the impact of the changes in the health/dental premium rates. • Increase Personnel Benefits Savings by $999 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular benefits by $232 for the impact of the changes in retirement contribution rates. • Decrease Other Services by $35,543 based on actual and forecasted levels • Decrease Internal Service Charges by $794 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $18,282 for the impact of the changes in base level telecommunication charges. • Increase Vacancy Savings by $31,144 to take rate from 3.05% to 4.17%, consistent with vacancy trend. 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 88.9% REV VS ADOPTED VAR % (11.1%) -11.1% 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. 535 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Measure Description Percent of collectible accounts that are paying. Output Total number of collectible accounts internal to County Collections Unit (CCU). Number of accounts sent to Private Collections. Total number of accounts at County Collections Unit. Number of accounts to County Collections Unit per Fiscal Year. Expenditure per collectible accounts internal to $ County Collections Unit (CCU). Output Output Demand Expenditure Ratio Revenue FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 88.9% REV VS ADOPTED VAR % -11.1% (11.1%) 2,364 2,261 2,542 2,542 281 12.4% 6,456 14,500 69,334 14,500 - 0.0% 126,995 114,500 119,293 119,293 4,793 4.2% 13,120 14,500 14,730 14,740 240 1.7% 33.53 $ 42.65 $ 35.48 $ 28.96 $ 13.69 32.1% 100 - GENERAL TOTAL SOURCES $ $ 342,294 342,294 $ $ 285,000 285,000 $ $ 309,097 309,097 $ $ 285,000 285,000 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 316,988 316,988 $ $ 385,689 385,689 $ $ 360,702 360,702 $ $ 294,453 294,453 $ $ 91,236 91,236 23.7% 23.7% Expenditure Activity Narrative: Due to new laws regarding the placement of liens on motor vehicles, collection revenue fees continue to be negatively affected. FY 2017 revenues are expected to be remaining consistent with the FY 2016 Forecast amounts and below the FY 2015 actuals. Financial Management and Reporting The purpose of the Financial Management and Reporting Program is to provide timely equipment, capital and technology project funding, financial reports, and financial systems and report training to departments and County Management so they can manage projects and County resources. Program Results Measure Description Percent of monthly Executive Variance Reports produced within 10 business days of month-end close, Percent of new capital project debt issuances with rates in line with Maricopa County's AAA bond rating. Percent of financial systems and report classes provided within 3 weeks of request. Percent of financial systems and report class participants, who respond to a survey following training that they are confident in their ability to build reports. Percent of Accounts Payable payments processed within 5 business days. FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% 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 100.0% 97.0% 97.8% 97.0% 0.0% 0.0% Activities that comprise this program include: • Financial Management and Reporting • Payment Processing Financial Management and Reporting Activity The purpose of the Financial Management and Reporting Activity is to provide timely equipment, capital and technology project funding, financial reports and financial systems and report training to departments and County management so they can manage projects and County resources. 536 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates: Administrative mandate. Measure Type Result Result Result Result Output Output Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of monthly Executive Variance Reports produced within 10 business days of month-end close. Percent of new capital project debt issuances with rates in line with Maricopa County's AAA bond rating. Percent of financial systems and report classes provided within 3 weeks of request. Percent of financial systems and report class participants, who respond to a survey following training that they are confident in their ability to build reports. Number of reports produced. Number of Executive Variance monthly reports. Number of financial systems and report classes conducted. Number of participants in financial system and report classes. Number of reports required/requested. Number of training classes requested. Expenditure per report produced. 100 - GENERAL TOTAL USES FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 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 48 48 54 48 53 48 54 48 - 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 48 N/A N/A $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% - $ $ 6 N/A 344.74 18,616 18,616 17 6 0.0% N/A N/A N/A N/A N/A $ 33,771.39 $ (33,426.65) -9696.2% $ $ - $ 1,823,655 $ 1,823,655 $ (1,805,039) -9696.2% $ (1,805,039) -9696.2% Activity Narrative: Finance continues to meet the goal for producing Financial Reports in a timely manner. The remainder of this activity is new for FY 2017 and historic information is not currently available. As a result of the County’s effort to implement an integrated Financial System (ERP), financial system and report classes were not offered in FY2016. They are expected to resume in FY 2017 when needed training for the new system is identified. The department is currently collecting information and reporting should be available in FY 2018. 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 Output Demand Expenditure Ratio Expenditure Measure Description Percent of Accounts Payable payments processed within 5 business days. Number of Accounts Payable payments processed. Number of Accounts Payable payment requests. Expenditure per Accounts Payable payment processed. 100 - GENERAL TOTAL USES FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 97.0% 97.8% FY 2017 ADOPTED 97.0% REV VS ADOPTED VAR % 0.0% 0.0% 96,473 87,000 89,669 87,000 - 0.0% 104,501 90,500 94,346 94,348 3,848 4.3% $ 3.81 $ 5.47 $ 5.46 $ 3.87 $ 1.60 29.2% $ $ 367,714 367,714 $ $ 475,894 475,894 $ $ 489,944 489,944 $ $ 336,810 336,810 $ $ 139,084 139,084 29.2% 29.2% 537 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: 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 and is expected to improve even more as the new CGI system is implemented in July of 2016. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,855,401 $ 285,000 FY 2016 Revised Budget $ 2,855,401 $ 285,000 FY 2017 Baseline Budget $ 2,855,401 $ 285,000 $ 49,199 $ 49,966 (999) 232 (49,199) $ (35,543) - (794) 18,282 (31,144) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 3.05% to 4.17% Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (35,543) (31,144) $ 538 2,855,401 $ 0.0% 285,000 0.0% Maricopa County Annual Business Strategies FY 2017 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 strategic human resources leadership, administrative, and operational services, to and in partnership with, Maricopa County leaders, current, and prospective employees, so they can individually and collectively contribute to a high-performing, fully-engaged workforce that fulfills the County's mission. Vision Professional, fully-engaged employees who support fulfillment of Maricopa County departments' missions. Strategic Goals Government Operations By 2022, the voluntary turnover rate for fully accomplished (or equivalent) employees will be at or below 10%. Status: With the implementation of the new Employee Engagement Survey and enhanced employee development tools we expect to achieve this goal by the deadline. 539 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % MERT - MERIT SYSTEM RULES COMPLIANCE 31ED - EMPLOYEE AND MANAGEMENT RLT $ $ 12 $ 12 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ $ 54,065 $ 9,165 63,230 $ 41,000 $ 14,000 55,000 $ 41,000 $ 14,000 55,000 $ 44,520 $ 13,188 57,708 $ 41,000 $ 14,000 55,000 $ - 0.0% 0.0% 0.0% TOTAL PROGRAMS $ 63,242 $ 55,000 $ 55,000 $ 57,708 $ 55,000 $ - 0.0% DVTY - DIVERSITY 20DV - DIVERSITY $ $ 86,148 $ 86,148 $ 72,880 $ 72,880 $ 72,159 $ 72,159 $ 71,954 $ 71,954 $ 77,112 $ 77,112 $ (4,953) (4,953) -6.9% -6.9% EPMS - EMPLOYEE AND MANAGEMENT RLT MERT - MERIT SYSTEM RULES COMPLIANCE STDV - EMPLOYEE DEVELOPMENT 31ED - EMPLOYEE AND MANAGEMENT RLT $ $ 469,030 $ 82,874 415,635 967,539 $ 452,312 $ 133,111 597,875 1,183,298 $ 404,575 $ 129,159 601,995 1,135,729 $ 390,892 $ 123,061 626,406 1,140,359 $ 372,065 $ 132,211 724,849 1,229,125 $ 32,510 (3,052) (122,854) (93,396) 8.0% -2.4% -20.4% -8.2% EMPL - EMPLOYMENT SERVICES 31ES - EMPLOYMENT SERVICES $ $ 553,327 $ 553,327 $ 677,975 $ 677,975 $ 724,859 $ 724,859 $ 721,938 $ 721,938 $ 770,099 $ 770,099 $ (45,240) (45,240) -6.2% -6.2% PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ $ 857,839 $ 398,130 1,255,969 $ 842,332 $ 422,715 1,265,047 $ 841,635 $ 421,472 1,263,107 $ 817,864 $ 426,284 1,244,148 $ 853,867 $ 420,747 1,274,614 $ (12,232) 725 (11,507) -1.5% 0.2% -0.9% ECOM - EMPLOYEE COMPENSATION 49EC - EMPLOYEE COMPENSATION $ $ 548,538 $ 548,538 $ 899,370 $ 899,370 $ 871,875 $ 871,875 $ 671,952 $ 671,952 $ 735,215 $ 735,215 $ 136,660 136,660 15.7% 15.7% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 58,616 $ 18,772 153,818 13,940 245,146 $ 71,763 $ 17,994 170,513 17,994 14,886 293,150 $ 75,678 $ 19,297 170,513 19,297 14,886 299,671 $ 76,453 $ 24,837 178,860 18,976 111 299,237 $ 44,159 $ 159,687 115,100 318,946 $ 31,519 19,297 10,826 19,297 (100,214) (19,275) 41.6% 100.0% 6.3% 100.0% -673.2% -6.4% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 32,856 32,856 $ 35,817 $ 12,708 48,525 $ 35,817 $ 12,708 48,525 $ 40,724 $ 12,703 53,427 $ 57,894 $ 12,628 70,522 $ (22,077) 80 (21,997) -61.6% 0.6% -45.3% TOTAL PROGRAMS $ 3,689,523 $ 4,440,245 $ 4,415,925 $ 4,203,015 $ 4,475,633 $ (59,708) -1.4% USES $ Sources by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED 54,065 54,065 $ $ $ SUBTOTAL $ 9,177 9,177 $ $ ALL REVENUES $ 63,242 $ 55,000 TOTAL SOURCES $ 63,242 $ 55,000 MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 55,000 55,000 FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 55,000 55,000 $ $ 57,708 57,708 $ $ 55,000 55,000 $ $ - 0.0% 0.0% - $ - $ - $ $ - $ $ - $ $ - N/A N/A $ 55,000 $ 57,708 $ 55,000 $ - 0.0% $ 55,000 $ 57,708 $ 55,000 $ - 0.0% 540 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 2,399,633 $ 263 885,956 (636) (3,102) 3,282,114 $ 2,382,877 $ 919,598 (3,883) 3,298,592 $ 2,382,877 $ 919,598 (3,883) 3,298,592 $ 2,401,140 $ 704 916,544 (2,491) 3,315,897 $ 2,379,716 $ 976,029 (3,645) 3,352,100 $ SUBTOTAL $ 83,601 $ 9,173 92,774 $ 45,857 $ 3,150 49,007 $ 45,857 $ 3,150 49,007 $ 48,669 $ 48,669 $ 45,626 $ 2,033 47,659 $ 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 $ 11,146 $ 242,993 6,218 2,383 35,606 2,828 8,333 9,413 (4,610) 325 314,635 $ 3,689,523 $ 36,384 $ 969,041 19,446 1,420 55,492 4,402 12,525 10,220 (16,284) 1,092,646 $ 4,440,245 $ 36,384 $ 944,721 19,446 1,420 55,492 4,402 12,525 10,220 (16,284) 1,068,326 $ 4,415,925 $ 36,001 $ 730,598 21,855 1,263 54,580 2,264 7,104 7,892 (23,108) 838,449 $ 4,203,015 $ 36,384 $ 910,603 19,446 1,420 78,867 4,402 14,532 10,220 1,075,874 $ 4,475,633 $ 34,118 (23,375) (2,007) (16,284) (7,548) (59,708) 0.0% 3.6% 0.0% 0.0% -42.1% 0.0% -16.0% 0.0% -100.0% N/A -0.7% -1.4% TOTAL USES $ 3,689,523 $ 4,440,245 $ 4,415,925 $ 4,203,015 $ 4,475,633 $ (59,708) -1.4% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 3,161 (56,431) (238) (53,508) 0.1% N/A -6.1% -6.1% N/A -1.6% 231 1,117 1,348 0.5% 35.5% 2.8% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 63,242 $ 63,242 $ 55,000 $ 55,000 $ 55,000 $ 55,000 $ 57,708 $ 57,708 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 63,242 $ 63,242 $ FY 2015 ACTUAL 55,000 $ 55,000 $ FY 2016 ADOPTED 55,000 $ 55,000 $ FY 2016 REVISED 57,708 $ 57,708 $ FY 2016 FORECAST FUND TOTAL USES $ - $ 3,658,203 31,320 3,689,523 $ - $ 3,985,245 385,000 70,000 4,440,245 $ 185,800 $ 3,806,445 353,680 70,000 4,415,925 $ 185,800 $ 3,806,445 150,770 60,000 4,203,015 $ - $ 4,262,723 202,910 10,000 4,475,633 $ 185,800 (456,278) 150,770 60,000 (59,708) 100.0% -12.0% 42.6% 85.7% -1.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,658,203 $ 31,320 $ 3,689,523 $ 3,985,245 $ 455,000 $ 4,440,245 $ 3,992,245 $ 423,680 $ 4,415,925 $ 3,992,245 $ 210,770 $ 4,203,015 $ 4,262,723 $ 212,910 $ 4,475,633 $ (270,478) 210,770 (59,708) -6.8% 49.7% -1.4% FUND / FUNCTION CLASS 100 GENERAL LEARNING MANAGEMENT OPER OPERATING JOB ANALYSIS CONSULTANT LEARNING MANAGEMENT $ 541 55,000 $ 55,000 $ - 0.0% 0.0% 55,000 $ 0.0% 55,000 $ 0.0% FY 2017 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Resources Staffing by Program and Activity PROGRAM/ACTIVITY FY 2015 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 OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL PAYROLL AND RECORDS MGMT PAYROLL RECORDS MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % .88 .88 .80 .80 .80 .80 .80 .80 .80 .80 - 0.0% 0.0% 5.25 5.25 1.10 11.60 5.00 4.20 1.30 10.50 4.00 4.20 1.30 9.50 4.00 4.20 1.30 9.50 4.00 4.20 1.30 9.50 - 0.0% 0.0% 0.0% 0.0% 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 9.70 9.70 10.70 10.70 10.70 10.70 10.70 10.70 - 0.0% 0.0% .80 .95 .30 .20 2.25 1.15 1.25 .30 .30 3.00 1.15 1.25 .30 .00 .30 3.00 1.15 1.25 .30 .30 3.00 .55 1.00 1.45 3.00 (.60) (.25) 1.45 (.30) - (52.2%) (20.0%) (100.0%) N/A (100.0%) 0.0% 9.50 6.50 16.00 46.00 9.25 6.75 16.00 46.00 9.25 6.75 16.00 46.00 9.25 6.75 16.00 46.00 9.25 6.75 16.00 46.00 - 0.0% 0.0% 0.0% 0.0% 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 2016 ADOPTED 1.00 3.00 1.00 3.00 1.00 2.00 1.00 4.00 1.00 4.00 2.00 3.00 2.00 5.00 3.00 1.00 2.00 4.00 3.00 46.00 FY 2016 FY 2016 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 2.00 2.00 1.00 1.00 46.00 46.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 1.00 0.0% 3.00 0.0% 1.00 0.0% 3.00 0.0% 0.0% 1.00 2.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 0.0% 4.00 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 1.00 50.0% (1.00) (100.0%) 46.00 0.0% FY 2015 ADOPTED 46.00 46.00 FY 2016 ADOPTED 46.00 46.00 FY 2016 FY 2016 REVISED FORECAST 46.00 46.00 46.00 46.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 46.00 4.3% 46.00 4.3% Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Services Mgr Compensation Analyst 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 Training Officer Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total 542 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Resources General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $60,693 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $2,450 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $246 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $80 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $22,077 for the impact of the changes in the base level telecommunication charges. • Increase Other Services by $28,504 for the Learning Management System taxes. Programs and Activities Diversity and Inclusion Program The purpose of the Diversity and Inclusion Program is to provide diversity training, education and information services to 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 and inclusion. Percent of Diversity & Inclusion class participants who respond to post-training survey who indicate that their knowledge, understanding and/or awareness increased. FY 2015 ACTUAL N/A N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A 60.0% 60.0% FY 2017 ADOPTED 88.0% 95.0% REV VS ADOPTED VAR % N/A N/A 35.0% 58.3% Activities that comprise this program include: • Diversity and Inclusion Diversity and Inclusion Activity The purpose of the Diversity and Inclusion Activity is to provide diversity training, education and information services to 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. 543 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Expenditure FY 2015 ACTUAL 0.0% Measure Description Percent of employees reporting satisfied or very satisfied with overall workplace diversity & inclusion. Percent of Diversity & Inclusion class participants who respond to post-training survey who indicate that their knowledge, understanding and/or awareness increased. Number of diversity and inclusion classes provided. Number of diversity and inclusion classes requested. Expenditure per diversity & inclusion class provided. 100 - GENERAL TOTAL USES FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A 60.0% 60.0% REV VS ADOPTED % VAR N/A N/A 35.0% 95.0% 58.3% N/A 40 40 40 - 0.0% 177 40 40 40 - 0.0% N/A $ $ $ FY 2017 ADOPTED 88.0% 86,148 86,148 1,803.98 $ 1,798.85 $ 1,927.80 $ (123.82) -6.9% 72,159 72,159 $ $ 71,954 71,954 $ $ 77,112 77,112 $ $ (4,953) (4,953) -6.9% -6.9% $ $ Activity Narrative: The Diversity and Inclusion Activity transitioned in FY 2016 and while diversity events and activities still took place, the services provided by the Division changed. The department has experienced a hardship with the tool they currently use to conduct surveys and is limited in what information it provides. While the department anticipates having the same number of classes in the future, the type of events will change in FY 2017. This activity will be reviewed and likely revamped during the FY 2018 Strategic Business Plan update. Employee and Management Relations Program The purpose of the Employee and Management Relations Program is to provide organizational development services, competency-based training, and strategic interventions to all County departments so they can retain a productive and professional workforce. Program Results Measure Description Percent of complaints that warrant an investigation. 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 core competency courses. Percent of participants who agree they can apply the knowledge, skills, and abilities gained from core competency courses. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 80.0% 83.3% 83.3% 83.3% 0.0% 0.0% N/A 98.1% 98.1% 98.1% 0.0% 0.0% N/A 98.1% 98.1% 98.1% 0.0% 0.0% Activities that comprise this program include: • Employee and Management Relations • Merit System Rules Compliance • Employee Development Employee and Management Relations Activity The purpose of the Employee and Management Relations Activity is to provide advice, consultations, and investigative services to 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. 544 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Output Output Output Demand Demand Demand Demand Expenditure Ratio Measure Description Percent of complaints that warrant an investigation. Number of employee/department consultations provided. Number of investigations completed. Number of unemployment claim responses provided. Number of Employee Relations trainings provided. Total number of complaints, consultations, unemployment claims, and employee relations trainings. Number of employee/department consultations requested. Number of complaints received. Number of unemployment claims responses required. Number of Employee Relations training topics requested. Total activity expenditure per complaint resolution, consultation, unemployment claim response, and employee relation training delivered. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 304 508 391 508 - 0.0% 14 N/A 16 568 15 507 16 568 - 0.0% 0.0% N/A N/A N/A 16 N/A N/A N/A N/A N/A 1,124 N/A N/A 304 508 391 400 (108) -21.3% 63 N/A 16 568 49 507 56 506 40 (62) 250.0% -10.9% N/A N/A N/A 16 N/A N/A N/A N/A N/A $ 331.02 N/A N/A 32,510 32,510 8.0% 8.0% Expenditure 100 - GENERAL TOTAL USES $ $ 469,030 469,030 $ $ 404,575 404,575 $ $ 390,892 390,892 $ $ 372,065 372,065 $ $ Activity Narrative: The department developed new measures in FY 2017 in order to better track investigations and unemployment claims. Historical comparison is not available. 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 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of participants reporting satisfied or N/A 98.1% 98.1% 98.1% 0.0% 0.0% very satisfied that the stated goals and objectives of the class were met in core competency courses. Percent of participants who agree they can N/A 98.1% 98.1% 98.1% 0.0% 0.0% apply the knowledge, skills, and abilities gained from core competency courses. Number of Employee Development sponsored 180 420 420 420 0.0% trainings. Number of training courses developed in-house N/A N/A N/A 80 N/A N/A by Employee Development staff. Number of participant registrations for training 5,197 8,000 8,000 8,000 0.0% classes. Expenditure per participant in Employee $ 79.98 $ 75.25 $ 78.30 $ 90.61 $ (15.36) -20.4% Development sponsored trainings. 100 - GENERAL TOTAL USES $ $ 415,635 415,635 $ $ 601,995 601,995 $ $ 626,406 626,406 $ $ 724,849 724,849 $ $ (122,854) (122,854) -20.4% -20.4% Activity Narrative: The department is in the final stages of the implementation of a Learning Management System. This system is expected to be fully functional by mid FY 2017. This activity 545 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 Adopted Budget should be reassessed during the FY 2018 Strategic Business Plan update process to accommodate the new system. Base Adjustments: General Fund (100) Non Recurring • Carry forward $10,000 from FY 2016 for final 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 2015 ACTUAL 80.0% FY 2016 FY 2016 REVISED FORECAST 83.3% 83.3% FY 2017 ADOPTED 83.3% REV VS ADOPTED VAR % 0.0% 0.0% 23 9 38 12 38 12 38 12 - $ 5 15 3,603.22 $ 12 20 3,398.92 $ 12 20 3,238.45 $ 12 20 3,479.24 $ 100 - GENERAL TOTAL SOURCES $ $ 12 12 $ $ - $ $ - $ $ - $ $ 100 - GENERAL TOTAL USES $ $ 82,874 82,874 $ $ 129,159 129,159 $ $ 123,061 123,061 $ $ 132,211 132,211 $ $ (80.32) - 0.0% 0.0% 0.0% 0.0% -2.4% N/A N/A Expenditure (3,052) (3,052) -2.4% -2.4% 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 2015 ACTUAL N/A N/A FY 2016 FY 2016 REVISED FORECAST 91.4% 91.4% 96.0% Activities that comprise this program include: • Employment Services 546 96.0% FY 2017 ADOPTED 91.4% 96.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of customers reporting satisfied or N/A 91.4% 91.4% 91.4% 0.0% 0.0% very satisfied with the quality of candidates referred to departments by the Employment Services Division. Percent of customers reporting satisfied or N/A 96.0% 96.0% 96.0% 0.0% 0.0% very satisfied with the level of customer service provided by the Employment Services support staff. The number of qualified candidates referred to 30,795 37,500 37,500 37,500 0.0% departments. The number of recruitment and selection 66 120 120 120 0.0% training class participants. The number of career development training 74 120 120 120 0.0% class participants. The number of job requisitions (for number of 4,521 5,000 5,000 5,000 0.0% vacant positions). The number of applications received for 106,012 128,000 128,000 128,000 0.0% review. Expenditure per qualified candidate referred $ 17.97 $ 19.33 $ 19.25 $ 20.54 $ (1.21) -6.2% to departments. 100 - GENERAL TOTAL USES $ $ 553,327 553,327 $ $ 724,859 724,859 $ $ 721,938 721,938 $ $ 770,099 770,099 $ $ (45,240) (45,240) -6.2% -6.2% 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 2015 ACTUAL 100.0% 99.8% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 100.0% 99.9% Activities that comprise this program include: • Payroll • FY 2017 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Records Management Payroll Activity The purpose of the Payroll Activity is to provide payroll services to employees so they can be timely and accurately paid for their services. Mandates: Administrative mandate. 547 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of paychecks accurately processed. Number of paychecks issued. The number of bus cards processed. Number of paychecks required. Expenditure per paycheck issued. FY 2017 FY 2016 FY 2016 FY 2015 REV VS ADOPTED % FORECAST ADOPTED VAR REVISED ACTUAL 0.0% 99.9% 100.0% 0.0% 100.0% 99.8% 0.0% 370,256 366,672 370,256 347,947 -17.2% (285) 1,303 1,375 1,660 1,607 0.0% 370,256 366,672 370,256 347,947 -1.5% 2.23 $ 2.31 $ (0.03) 2.27 $ $ 2.47 $ 100 - GENERAL TOTAL SOURCES $ $ 54,065 54,065 $ $ 41,000 41,000 $ $ 44,520 44,520 $ $ 41,000 41,000 $ $ 100 - GENERAL TOTAL USES $ $ 857,839 857,839 $ $ 841,635 841,635 $ $ 817,864 817,864 $ $ 853,867 853,867 $ $ - 0.0% 0.0% Expenditure (12,232) (12,232) -1.5% -1.5% Activity Narrative: The number of bus cards will not increase until FY 2018 when the current bus cards expire and new ones are issued. Until then, the number of bus cards issued will vary based on new employee applications or voluntary terminations. 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 2015 ACTUAL 100.0% 50,919 36,199 87,522 FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 52,273 38,930 25,000 32,111 77,273 71,040 REV VS ADOPTED VAR % 0.0% 0.0% (5,361) -10.3% 4,509 18.0% (2,309) -3.0% FY 2017 ADOPTED 100.0% 46,912 29,509 74,964 $ 12,669 4.55 $ 13,068 5.45 $ 9,732 6.00 $ 11,728 5.61 $ 100 - GENERAL TOTAL SOURCES $ $ 9,165 9,165 $ $ 14,000 14,000 $ $ 13,188 13,188 $ $ 14,000 14,000 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 398,130 398,130 $ $ 421,472 421,472 $ $ 426,284 426,284 $ $ 420,747 420,747 $ $ 725 725 0.2% 0.2% (1,340) (0.16) -10.3% -2.9% Expenditure Activity Narrative: The number of job related transactions is 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. 548 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 36.0% FY 2016 FY 2016 REVISED FORECAST 36.0% 36.0% 35.0% 35.0% FY 2017 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 36.0% 36.0% N/A REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 36.0% 35.0% 35.0% 35.0% 0.0% 122 2,600 50 2,500 50 3,197 135 2,500 85 - 170.0% 0.0% 11,397 450 210 11,458 11,008 2446.2% 2,964 2,500 2,500 2,500 - 0.0% 2,722 2,050 2,050 2,050 - 0.0% 242 450 450 450 - 0.0% 0.0% $ 185.07 $ 348.75 $ 268.78 $ 294.09 $ 54.66 15.7% $ $ 548,538 548,538 $ $ 871,875 871,875 $ $ 671,952 671,952 $ $ 735,215 735,215 $ $ 136,660 136,660 15.7% 15.7% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: In FY 2015, the County had a performance based retention pay plan and market study adjustment which accounts for the higher than average numbers in critical recruitment and retention salary adjustments reviewed and individual salary recommendations prepared. The Department is working with the Board of Supervisors’ Chairman’s Office as well as a comprehensive 549 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2017 Adopted Budget job analysis consultant to reevaluate Employee Compensation strategies for retaining valued employees. Base Adjustments: General Fund (100) • Carry forward $202,910 from FY 2016 for a consultant to conduct a comprehensive job analysis of County positions as well as related training for Department staff. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Base Adjustments HR System Operations Adj 55,000 $ 7,000 $ 7,000 - $ 3,992,245 $ 55,000 $ 168,688 $ 168,688 (7,200) $ (7,200) - $ 4,153,733 $ 55,000 $ 58,489 $ 60,693 (2,450) 246 21,997 $ (80) 22,077 - $ 4,234,219 $ 1.9% 55,000 0.0% $ 28,504 $ 28,504 - $ 4,262,723 $ 2.6% 55,000 0.0% C-31-16-009-2-00 Agenda Item: C-31-16-009-2-00 $ $ FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment 3,985,245 $ Agenda Item: FY 2016 Revised Budget Adjustments: Base Adjustments HR System Operations Adj Reallocations Reallocation Between Depts Reallocation to Non Departmental for Service Awards $ (7,200) Agenda Item: $ FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Base Adjustments Taxes for the Learning Management System Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount 550 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Resources General Fund (100) (continued) Expenditures Revenue JOB ANALYSIS CONSULTANT FY 2016 Adopted Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon - $ (31,320) $ (31,320) - $ 353,680 $ - $ (353,680) $ 31,320 (385,000) - $ - $ - $ 202,910 $ 202,910 - $ 202,910 $ C-49-16-009-2-00 Agenda Item: C-49-16-009-2-00 FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward 385,000 $ Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Non Recurring & Capital Budget Recon Other Non Recurring $ Agenda Item: FY 2017 Adopted Budget Expenditures Revenue LEARNING MANAGEMENT FY 2016 Adopted Budget $ 70,000 $ - FY 2016 Revised Budget $ 70,000 $ - $ (70,000) $ (70,000) - $ - $ - $ 10,000 $ 10,000 - $ 10,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2017 Adopted Budget 551 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Analysis by Lauren M. Cochran, Management and Budget Supervisor Summary Mission The mission of the Human Services Department is to provide and coordinate essential support and social services to vulnerable populations so they can have enhanced economic, education, and social opportunities and to strengthen communities. Vision All Maricopa County residents have equal access to opportunities to improve their lives. Strategic Goals Department Specific By the 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: The Human Services Department (HSD) is implementing a new Customer Satisfaction Survey in FY 2017. Department Specific By the 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: In FY 2015, HSD created Partnership Principles that provide the framework for establishing public and private partnerships centered on providing efficient and effective client services while operating in the best interest of the community. In FY 2015 and FY 2016, eleven partnerships were created to maintain and develop a strong human services system. It is expected that HSD will increase the total number of partnerships by 50% by the end of FY 2018. Department Specific By the 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: In FY 2016, HSD received a total of $4,846,856 in additional funding to serve vulnerable populations. Since the FY 2015 Adopted Budget, HSD has increased its funding by 15%. 552 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Specific By the end of FY 2018, Maricopa County Human Services Department will implement 80% of the service delivery assessments (e.g. youth workforce services, adult workforce services, senior services, community action services, and housing assistance) process improvement and recommendations for greater efficiency. Status: A service delivery assessment of senior services was completed in FY 2015. In FY 2015 and FY 2016, 100% of the recommendations from the assessment were implemented, including a revised case assignment process, usage of GIS mapping, scheduling of home visits, revision of database forms, and a telecommuting process, which will further improve efficiency and effectiveness. It is expected that the other five service delivery assessments will be completed by the end of FY 2018. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES CDBG - COMMUNITY DEV BLOCK GRANT HMAD - HOME INVESTMENT PARTNERSHIPS WTHR - WEATHERIZATION 17CD - COMMUNITY DEVELOPMENT $ $ 2,199,124 5,196,183 1,694,088 9,089,395 FY 2016 ADOPTED $ $ FY 2016 REVISED 6,071,996 13,993,819 1,939,790 22,005,605 $ $ $ FY 2016 FORECAST 6,071,996 14,199,319 1,903,717 22,175,032 $ $ $ 2,345,950 4,292,542 1,791,482 8,429,974 $ $ $ $ 1,234,465 480,655 3,665,463 1,081,625 6,462,208 $ 1,765,199 198,075 3,014,664 1,165,949 6,143,887 $ 1,734,550 285,899 3,448,162 1,230,470 6,699,081 $ 1,703,188 244,277 3,578,515 1,174,850 6,700,830 $ $ 21,132,445 21,132,445 $ $ 22,152,448 22,152,448 $ $ 25,204,541 25,204,541 $ $ 25,172,649 25,172,649 SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ 8,636,032 2,373,365 11,009,397 $ 9,783,070 1,466,827 11,249,897 $ 13,655,052 2,254,415 15,909,467 $ BDFS - BUDGET AND FINANCIAL SERVICES POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ $ 3,690,819 77,817 3,768,636 $ $ 3,838,024 3,838,024 $ $ 60 2,891,080 2,891,140 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (2,239,378) $ (2,239,378) $ - $ $ - $ $ 65,389,861 $ 73,756,757 $ COAA - COMMUNITY ACTION AGENCY EHSN - EMERGENCY SHELTER NIGHTS FAST - FINANCIAL ASSISTANCE SAIL - SR ADULT INDEPENDENT LIVING 22CS - COMMUNITY SERVICES $ CDEV - CHILD DEV AND EARLY CHILDHD ED 22ED - CHILD DEV AND EARLY CHILDHD ED $ TOTAL PROGRAMS $ 48,345,207 $ $ 553 $ $ FY 2017 ADOPTED $ REVISED VS ADOPTED VAR % 2,548,185 3,719,749 1,879,340 8,147,274 $ $ (3,523,811) (10,479,570) (24,377) (14,027,758) -58.0% -73.8% -1.3% -63.3% 4.7% -11.9% 0.3% 1.8% 1.2% $ $ 1,816,843 251,864 3,459,345 1,252,109 6,780,161 $ 82,293 (34,035) 11,183 21,639 81,080 $ $ 24,635,120 24,635,120 $ $ (569,421) (569,421) -2.3% -2.3% 11,321,585 2,651,428 13,973,013 $ 9,425,445 4,037,741 13,463,186 $ (4,229,607) 1,783,326 (2,446,281) -31.0% 79.1% -15.4% 3,736,800 3,736,800 $ $ $ 4,703,324 4,703,324 $ 1,012,505 (77,817) 934,688 N/A 27.4% -100.0% 24.8% (8,413) $ (8,413) $ - $ $ 57,729,065 $ 58,004,853 $ $ $ (16,027,692) N/A N/A -21.7% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2015 ACTUAL PROGRAM / ACTIVITY USES CDBG - COMMUNITY DEV BLOCK GRANT HLDS - HOMELESS LOW DEMAND SHELTER HMAD - HOME INVESTMENT PARTNERSHIPS WTHR - WEATHERIZATION 17CD - COMMUNITY DEVELOPMENT $ COAA - COMMUNITY ACTION AGENCY EHSN - EMERGENCY SHELTER NIGHTS FAST - FINANCIAL ASSISTANCE SAIL - SR ADULT INDEPENDENT LIVING 22CS - COMMUNITY SERVICES $ CDEV - CHILD DEV AND EARLY CHILDHD ED 22ED - CHILD DEV AND EARLY CHILDHD ED $ FY 2016 ADOPTED 2,678,863 300,000 4,186,509 1,719,081 8,884,453 $ 2,070,893 873,383 2,903,224 2,233,740 8,081,240 $ $ 21,163,159 21,163,159 SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ 7,929,220 2,248,063 10,177,283 BDFS - BUDGET AND FINANCIAL SERVICES 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 RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 1 1 $ 6,076,508 360,564 13,994,947 1,942,046 22,374,065 $ 2,090,903 708,639 3,014,664 2,399,661 8,213,867 $ $ 22,406,248 22,406,248 $ 9,887,974 1,479,235 11,367,209 $ - $ (2,898) 4 (37,349) 3,220,653 3,180,410 $ $ TOTAL PROGRAMS $ $ FY 2016 REVISED $ $ $ $ $ 6,071,996 360,564 14,199,319 1,903,717 22,535,596 $ 2,046,718 796,463 3,448,162 2,429,214 8,720,557 $ $ 25,204,541 25,204,541 $ $ $ $ 24,635,120 24,635,120 $ $ 569,421 569,421 11,321,585 2,651,428 13,973,013 $ 9,425,445 4,037,741 13,463,186 $ 298,246 88,468 330,619 70,360 79,990 134,270 1,001,953 $ 282,240 155,105 293,737 234,326 82,575 561,697 1,609,680 $ 1,757,322 472,980 72,116 2,302,418 $ 1,875,990 601,458 70,897 2,548,345 $ $ $ $ $ 6,768 $ 3,384 4,512 (6,768) 3,838,024 3,845,920 $ 279,227 50,989 323,297 257,541 80,048 168,605 1,159,707 $ - $ (443,306) (443,306) $ 1,776,550 457,761 59,256 2,293,567 $ $ $ 105,134 103,902 105,198 314,234 $ 67,770,773 $ 76,137,669 $ $ $ $ $ $ $ $ 153,440 103,404 185,314 442,158 $ 564,871 564,871 $ 60,383,030 $ 60,112,773 $ 3,523,811 360,564 10,479,570 24,377 14,388,322 $ $ 13,655,052 2,254,415 15,909,467 $ $ $ 25,179,584 25,179,584 $ $ 2,548,185 3,719,749 1,879,340 8,147,274 (82,293) (308,625) (11,183) (21,639) (423,740) $ $ $ $ 2,129,011 1,105,088 3,459,345 2,450,853 9,144,297 $ 1,327 1,560 3,883 6,770 $ 2,345,950 49,735 4,292,542 1,791,482 8,479,709 2,008,511 1,043,575 3,578,515 2,373,594 9,004,195 (1) $ 1 (10,338) (10,338) $ 51,476,208 $ REVISED VS ADOPTED % VAR FY 2017 ADOPTED FY 2016 FORECAST $ $ $ 58.0% 100.0% 73.8% 1.3% 63.8% -4.0% -38.7% -0.3% -0.9% -4.9% 2.3% 2.3% 4,229,607 (1,783,326) 2,446,281 31.0% -79.1% 15.4% (3,013) (104,116) 29,560 23,215 (2,527) (393,092) (449,973) -1.1% -204.2% 9.1% 9.0% -3.2% -233.1% -38.8% (99,440) (143,697) (11,641) (254,778) -5.6% N/A -31.4% -19.6% -11.1% 105,134 103,902 (459,673) (250,637) 100.0% 100.0% -437.0% -79.8% 16,024,896 21.0% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2015 ACTUAL 48,339,759 48,339,759 SUBTOTAL $ 3,235 2,213 5,448 ALL REVENUES $ TOTAL SOURCES $ FY 2016 ADOPTED $ $ $ FY 2016 REVISED 64,764,961 624,900 65,389,861 $ - 48,345,207 $ 48,345,207 $ $ $ $ FY 2016 FORECAST 73,131,857 624,900 73,756,757 $ $ $ $ - 65,389,861 $ 65,389,861 $ 554 57,667,362 259,684 57,927,046 REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ $ $ $ 4,360 73,447 77,807 73,756,757 $ 73,756,757 $ 57,702,576 57,702,576 $ $ (15,429,281) (624,900) (16,054,181) -21.1% -100.0% -21.8% $ $ 26,489 26,489 58,004,853 $ 57,729,065 $ (16,027,692) -21.7% 58,004,853 $ 57,729,065 $ (16,027,692) -21.7% $ 26,489 26,489 N/A N/A N/A Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED 13,151,980 $ 2,184 18,881 5,424,735 30,000 (5,447,980) 7,066,837 20,246,637 $ 15,587,523 $ 7,286,629 12,154 (4,546,199) 4,553,569 22,893,676 $ 13,972,254 $ 6,636 15,953 6,167,389 2,034 (9,794,158) 10,581,070 20,951,178 $ 15,094,833 $ 12,876 11,577 6,651,145 5,070 (5,431,036) 5,349,896 21,694,361 $ SUBTOTAL $ 1,267,855 $ 10,716 14,764 699,741 (66,669) 42,600 1,969,007 $ 1,006,807 $ 23,000 22,550 423,925 (91,232) 91,232 1,476,282 $ 1,646,961 $ 35,383 23,389 682,134 (278,297) 279,145 2,388,715 $ 1,467,084 $ 31,008 33,524 511,333 (147,135) 147,602 2,043,416 $ 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 $ 20,390 $ 9,138 20,169,362 1,426,694 220,361 5,648,592 2,305,648 265,443 156,763 9,228 42,017 116,394 (3,622,053) 2,051,732 28,819,709 $ 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 $ 30,393 $ 10,135 27,271,157 1,766,544 576,991 19,000,673 2,495,505 330,388 278,198 15,038 121,491 122,379 (194,316) 567,642 52,392,218 $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 80,000 197,611 56,858 106,386 440,855 ALL EXPENDITURES $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ $ $ (4,208,482) (18,420) 13,954 (3,635,985) (5,250) (4,352,961) 5,131,546 (7,075,598) -30.1% -277.6% 87.5% -59.0% -258.1% -44.4% 48.5% -33.8% $ 759,978 (35,800) (4,121) 455,260 (278,297) 278,504 1,175,524 46.1% -101.2% -17.6% 66.7% -100.0% 99.8% 49.2% 34,809 $ 9,965 26,530,295 1,843,012 242,535 4,206,057 2,465,927 277,312 213,085 20,231 121,950 134,381 (99,086) 302,639 36,303,112 $ 41,034 $ 44,268 20,083,424 1,697,152 922,629 4,334,501 2,833,813 224,387 220,243 14,925 172,450 253,378 (66,665) 66,665 30,842,204 $ (10,641) (34,133) 7,187,733 69,392 (345,638) 14,666,172 (338,308) 106,001 57,955 113 (50,959) (130,999) (127,651) 500,977 21,550,014 -35.0% -336.8% 26.4% 3.9% -59.9% 77.2% -13.6% 32.1% 20.8% 0.8% -41.9% -107.0% -65.7% 88.3% 41.1% $ 35,000 231,335 69,204 335,539 $ 24,000 24,000 $ - $ 88,053 241,699 69,204 398,956 51,476,208 $ 67,770,773 $ 76,131,067 $ 60,376,428 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ $ - $ $ 6,602 6,602 $ $ 6,602 6,602 TOTAL USES $ 51,476,208 $ 67,770,773 $ 76,137,669 $ 60,383,030 555 REVISED VS ADOPTED VAR % $ $ 18,180,736 $ 25,056 1,999 9,803,374 7,284 (5,441,197) 5,449,524 28,026,776 $ 886,983 71,183 27,510 226,874 641 1,213,191 $ $ $ 88,053 217,699 69,204 374,956 N/A 100.0% 90.1% 100.0% 94.0% 60,106,171 $ 16,024,896 21.0% $ $ 6,602 6,602 $ $ - 0.0% 0.0% $ 60,112,773 $ 16,024,896 21.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED FY 2015 ACTUAL FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 2,213 2,213 $ $ - $ $ - $ $ - $ $ - $ $ $ FUND TOTAL SOURCES $ 7,167,102 7,167,102 $ $ 20,143,632 20,143,632 $ $ 20,143,632 20,143,632 $ $ 6,427,403 6,427,403 $ $ 6,231,776 6,231,776 $ $ (13,911,856) (13,911,856) -69.1% -69.1% $ FUND TOTAL SOURCES $ 41,175,892 41,175,892 $ $ 45,246,229 45,246,229 $ $ 53,613,125 53,613,125 $ $ 51,577,450 51,577,450 $ $ 51,497,289 51,497,289 $ $ (2,115,836) (2,115,836) -3.9% -3.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 48,345,207 48,345,207 FY 2015 ACTUAL $ $ 65,389,861 65,389,861 FY 2016 ADOPTED $ $ 73,756,757 73,756,757 FY 2016 REVISED $ $ 58,004,853 58,004,853 FY 2016 FORECAST $ $ 57,729,065 57,729,065 FY 2017 ADOPTED $ $ $ $ 2,260,912 120,000 2,380,912 $ FUND TOTAL USES $ 2,260,911 2,260,911 $ FUND TOTAL USES $ 6,906,511 6,906,511 $ $ $ FUND TOTAL USES $ 42,308,786 42,308,786 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 51,476,208 51,476,208 217 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 $ $ $ 2,260,912 120,000 2,380,912 $ $ 2,260,912 117,890 2,378,802 20,143,632 20,143,632 $ $ 20,143,632 20,143,632 $ $ $ $ 45,246,229 45,246,229 $ $ 53,613,125 53,613,125 $ $ $ 67,650,773 120,000 67,770,773 $ $ $ 76,017,669 120,000 76,137,669 - N/A N/A (16,027,692) -21.7% (16,027,692) -21.7% REVISED VS ADOPTED VAR % $ $ 2,260,912 122,796 2,383,708 6,427,403 6,427,403 $ $ 6,231,776 6,231,776 $ $ 13,911,856 13,911,856 69.1% 69.1% $ $ 51,576,825 51,576,825 $ $ 51,497,289 51,497,289 $ $ 2,115,836 2,115,836 3.9% 3.9% $ $ $ 60,265,140 117,890 60,383,030 $ $ $ 59,989,977 122,796 60,112,773 $ $ $ 16,027,692 (2,796) 16,024,896 21.1% -2.3% 21.0% $ (2,796) (2,796) 0.0% -2.3% -0.1% 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 SR ADULT INDEPENDENT LIVING 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 WORKFORCE DEVELOPMENT JOB SEEKER SERVICES YOUTH SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 212.00 212.00 219.50 219.50 229.50 229.50 226.50 226.50 371.50 371.50 142.00 142.00 61.9% 61.9% 4.00 1.00 1.25 6.25 4.00 1.00 .50 2.00 7.50 4.00 1.00 .50 3.00 8.50 4.00 1.00 .50 2.00 7.50 3.75 2.25 2.00 8.00 (.25) 1.25 (.50) (1.00) (.50) (6.3%) 125.0% (100.0%) (33.3%) (5.9%) 12.50 28.25 40.75 12.00 .50 31.00 43.50 12.00 .50 31.00 43.50 12.00 .50 31.00 43.50 12.00 1.00 31.00 44.00 .50 .50 0.0% 100.0% 0.0% 1.1% 8.00 4.00 3.00 15.00 6.00 4.00 3.00 13.00 5.00 2.00 3.00 3.00 1.00 14.00 4.00 2.00 3.00 3.00 1.00 13.00 4.00 2.00 3.00 3.00 1.00 13.00 (1.00) (1.00) (20.0%) 0.0% 0.0% 0.0% 0.0% (7.1%) 1.18 1.38 2.44 5.00 1.18 1.38 3.44 6.00 1.85 1.05 3.10 6.00 1.85 1.05 3.10 6.00 6.00 6.00 (1.85) (1.05) 2.90 - (100.0%) (100.0%) 93.5% 0.0% 84.00 9.00 93.00 372.00 98.00 11.00 109.00 398.50 89.00 13.00 102.00 403.50 89.00 13.00 102.00 398.50 88.75 13.25 102.00 544.50 (.25) .25 141.00 (0.3%) 1.9% 0.0% 34.9% 556 Maricopa County Annual Business Strategies FY 2017 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 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 Head Start Professional Dev Coach Health Educator Human Resources Analyst Human Resources Manager Human Resources Specialist Human Services Program Administrator IT Operations Manager 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 Programmer/Analyst - Senior/Lead 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 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 2016 ADOPTED 5.00 4.00 12.00 1.00 11.00 1.00 1.00 4.00 1.00 1.00 5.50 39.00 21.00 59.00 32.00 1.00 1.00 1.00 1.00 5.00 2.00 1.00 5.00 1.00 2.00 1.00 7.00 45.00 2.00 4.00 3.00 5.00 1.00 28.00 3.00 2.00 1.00 1.00 1.00 2.00 12.00 3.00 42.00 7.00 11.00 398.50 FY 2016 FY 2016 REVISED FORECAST 5.00 5.00 4.00 4.00 16.00 16.00 2.00 2.00 12.00 12.00 1.00 1.00 2.00 2.00 4.00 3.00 1.00 1.00 1.00 1.00 5.50 5.50 39.00 40.00 28.00 28.00 47.00 52.00 34.00 33.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 6.00 2.00 2.00 1.00 1.00 2.00 2.00 5.00 5.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 6.00 6.00 45.00 43.00 1.00 1.00 6.00 7.00 3.00 3.00 4.00 4.00 1.00 1.00 1.00 1.00 28.00 28.00 3.00 3.00 2.00 2.00 1.00 1.00 2.00 2.00 11.00 11.00 3.00 3.00 39.00 39.00 7.00 7.00 9.00 9.00 403.50 398.50 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 5.00 0.0% 4.00 0.0% 21.00 5.00 31.3% 2.00 0.0% 21.00 9.00 75.0% 1.00 0.0% 2.00 0.0% 3.00 (1.00) (25.0%) N/A 1.00 0.0% 1.00 0.0% 5.50 0.0% 71.00 32.00 82.1% 68.00 40.00 142.9% 68.00 21.00 44.7% 57.00 23.00 67.6% 1.00 0.0% 1.00 0.0% (1.00) (100.0%) N/A N/A 1.00 0.0% 5.00 1.00 25.0% (6.00) (100.0%) 1.00 1.00 N/A 2.00 0.0% 1.00 0.0% 3.00 1.00 50.0% 5.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% (1.00) (100.0%) 1.00 0.0% 6.00 0.0% 60.00 15.00 33.3% 1.00 0.0% 6.00 0.0% 4.00 1.00 33.3% 4.00 0.0% 1.00 0.0% 1.00 0.0% 29.00 1.00 3.6% 3.00 0.0% 2.00 0.0% 1.00 0.0% N/A N/A 2.00 0.0% 11.00 0.0% 3.00 0.0% 39.00 0.0% N/A 7.00 0.0% 9.00 0.0% 544.50 141.00 34.9% FY 2015 ADOPTED FY 2016 ADOPTED 1.00 5.00 392.50 398.50 FY 2016 REVISED 15.00 5.00 383.50 403.50 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 15.00 0.0% 6.00 1.00 20.0% 523.50 140.00 36.5% 544.50 141.00 34.9% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 217 CDBG HOUSING TRUST 222 HUMAN SERVICES GRANTS Department Total 5.00 367.00 372.00 557 FY 2016 FORECAST 15.00 5.00 378.50 398.50 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Services Significant Variance Analysis The Human Services Department applied to be the provider of Head Start Services for the entire County service area (with the exception of the City of Phoenix). If awarded there will be an increase of 144 FTE offset by a reduction of 4.0 FTE in other grants. 1.0 FTE was added to the CDBG Housing Trust based on changes in grant funding. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $18,428 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $75 for the impact of the changes in retirement contribution rates. • Decrease Internal Services Charges by $2,624 for the impact of the changes in risk management charges. General Fund (100) Non-Recurring • Increase Regular Benefits by $1,305 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $7 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $6,306 for the impact of the changes in the base level telecommunication charges. • Increase Personal Services by $98,198 for the addition of 1.0 FTE Special Projects Manager for the Homelessness Program. • Increase General Supplies by $16,980 for the purchase of supplies for the Special Projects Manager. CDBG Housing Trust Fund (217) Operating • Increase Regular Benefits by $7,887 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $36 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $750 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $15,174 for the impact of the changes in the base level telecommunication charges. • Increase Internal Service Charges by $5,978 for the increase in Central Service Cost Allocation charges. • Decrease Personnel Savings by $9,101 from 2.10% to 0.00%. • Decrease expenditures by $13,949,282 to reflect an expected decrease in grant awards for FY 2017. • Decrease revenues by $13,911,856 to reflect an expected decrease in grant awards for FY 2017. Human Services Grant Fund (222) Operating • Increase Regular Benefits by $512,381 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $1,596 for the impact of the changes in retirement contribution rates. 558 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • • • Department Strategic Plans and Budgets Human Services Increase Personnel Benefits Savings by $69,079 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. Decrease Internal Service Charges by $21,461 for the impact of the changes in risk management charges. Increase Internal Services Charges by $133,721 for the impact of changes in the base level telecomm charges. Increase Internal Service Charges by $112,692 for the increase in Central Service Cost Allocation charges. Increase Personnel Savings by $2,987,148 from 11.53% to 18.25%. Increase expenditures by $8,568,358 to reflect an expected increase in grant awards for FY 2017. Increase revenue by $6,251,060 to reflect an expected increase in grant awards for FY 2017. Programs and Activities Community Development Program The purpose of the Community Development Program is to provide community development improvements, affordable housing investment, homeless assistance through shelter operations and housing, and energy-efficient housing opportunities to Maricopa County residents, Maricopa Urban County communities (10 cities/towns and unincorporated Maricopa County), Consortium members (8 towns/cities and Maricopa Urban County), and nonprofit agencies so they can empower low-, moderate-, and middle-income residents to develop viable communities, preserve and expand suitable housing, and stabilize neighborhoods. Program Results Measure Description Percent of CDBG-funded public infrastructure projects completed Percentage of low-moderate income residents benefitting from completed projects Percent of eligible HOME-funded activities completed Percent of low-moderate income residents benefitting from completed projects Percent of homes weatherized meeting air leakage reduction standards FY 2015 ACTUAL 57.1% FY 2016 REVISED 66.7% FY 2016 FORECAST 66.7% FY 2017 ADOPTED 75.0% 79.2% 80.0% 80.0% 66.7% (13.3%) -16.7% 73.8% 15.6% 15.6% 21.0% 5.4% 35.0% 0.1% 16.3% 16.3% 12.0% (4.3%) -26.2% 85.6% 80.0% 80.0% 80.0% 0.0% 0.0% Activities that comprise this program include: • Community Development Block Grant (CDBG) • Weatherization • REV VS ADOPTED VAR % 8.3% 12.5% Home Investment Partnerships Program Community Development Block Grant (CDBG) Activity The purpose of the Community Development Block Grant (CDBG) Activity is to provide financial and compliance services to Maricopa Urban County (10 towns/cities and unincorporated Maricopa County) and non-profits so they can provide community development 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. 559 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of CDBG-funded public infrastructure projects completed Percentage of low-moderate income residents benefitting from completed projects Number of eligible public infrastructure projects completed with CDBG funds Number of eligible public infrastructure projects funded with CDBG funds Expenditure per project completed with CDBG funds FY 2015 ACTUAL 57.1% FY 2016 REVISED 66.7% FY 2016 FORECAST 66.7% FY 2017 ADOPTED 75.0% 79.2% 80.0% 80.0% 66.7% REV VS ADOPTED VAR % 8.3% 12.5% (13.3%) -16.7% -50.0% 4 8 8 4 (4) 7 6 6 6 - 0.0% $ 669,715.75 $ 758,999.50 $ 293,243.75 $ 637,046.25 $ 121,953.25 16.1% 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 2,199,124 $ 2,199,124 $ 6,071,996 $ 6,071,996 $ 2,345,950 $ 2,345,950 $ 2,548,185 $ 2,548,185 $ (3,523,811) $ (3,523,811) -58.0% -58.0% 217 - CDBG HOUSING TRUST TOTAL USES $ 2,678,863 $ 2,678,863 $ 6,071,996 $ 6,071,996 $ 2,345,950 $ 2,345,950 $ 2,548,185 $ 2,548,185 $ 3,523,811 $ 3,523,811 58.0% 58.0% Expenditure Activity Narrative: The decrease in revenue and expenditures in FY 2017 is due to lower carryover from prior years. These funds were required to be expended by the end of FY 2016. The percent of projects completed will increase in FY 2017 due to stricter time requirements being imposed on contracts. The decrease in the percentage of low-moderate income residents benefiting from completed projects is due to a new set of projects for FY 2017. These projects have different service areas and a different compliment of residents benefitting. Home Investment Partnerships Program Activity The purpose of the Home Investment Partnerships Program Activity is to provide financial and compliance services to HOME 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 Description Percent of eligible HOME-funded activities completed Percent of low-moderate income residents benefitting from completed projects Number of eligible projects completed with HOME funds Number of eligible projects funded with HOME funds Expenditure per project completed with HOME funds FY 2015 ACTUAL 73.8% FY 2016 REVISED 15.6% FY 2016 FORECAST 15.6% FY 2017 ADOPTED 21.2% 0.1% 16.3% 16.3% 12.0% REV VS ADOPTED VAR % 5.6% 36.3% (4.3%) -26.2% 45 9 9 17 8 88.9% 61 60 60 35 (25) -41.7% $ 93,033.53 $1,577,702.11 $ 476,949.11 $ 218,808.76 $1,358,893.35 86.1% 217 - CDBG HOUSING TRUST 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 5,196,183 $ 5,196,183 $ 13,993,819 205,500 $ 14,199,319 $ 3,993,292 299,250 $ 4,292,542 $ 3,576,749 143,000 $ 3,719,749 $ (10,417,070) (62,500) $ (10,479,570) -74.4% -30.4% -73.8% 217 - CDBG HOUSING TRUST 222 - HUMAN SERVICES GRANTS TOTAL USES $ 4,186,509 $ 4,186,509 $ 13,993,819 205,500 $ 14,199,319 $ 3,993,292 299,250 $ 4,292,542 $ 3,576,749 143,000 $ 3,719,749 $ 10,417,070 62,500 $ 10,479,570 74.4% 30.4% 73.8% Expenditure Activity Narrative: Carryover revenues into FY 2016 were lower than anticipated. FY 2017 revenues and expenditures are aligned with FY 2016 forecast. The number of projects to be funded and completed is based on tasks associated with individual funded projects. The change in the Percent of eligible HOME funded activities completed is due to the types of activities involved in the projects as well as the project end date. With more projects ending in FY 2017, more activities will be completed. 560 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Weatherization Activity The purpose of the Weatherization Activity is to provide weatherization services to low-income residents so they can have homes that will be more affordable and energy efficient. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Revenue 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 2015 ACTUAL 85.6% FY 2016 REVISED 80.0% FY 2016 FORECAST 80.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 80.0% 104 140 140 125 (15) -10.7% 289 300 300 200 (100) -33.3% $ 16,529.63 $ 13,597.98 $ 12,796.30 $ 15,034.72 $ (1,436.74) -10.6% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,694,088 $ 1,694,088 $ 1,903,717 $ 1,903,717 $ 1,791,482 $ 1,791,482 $ 1,879,340 $ 1,879,340 $ $ (24,377) (24,377) -1.3% -1.3% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 1,719,081 $ 1,719,081 $ 1,903,717 $ 1,903,717 $ 1,791,482 $ 1,791,482 $ 1,879,340 $ 1,879,340 $ $ 24,377 24,377 1.3% 1.3% Expenditure Activity Narrative: The number of homes being weatherized is expected to decrease in FY 2017 due to a decrease in funding as well as to weatherization efforts becoming more costly per home. The number of homes referred for weatherization services is expected to decrease due to revised application requirements as well as homeowners being referred to other home rehabilitation services. 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. 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 Self-Sufficiency Matrix Income or Employment domain Percent of respondents to MCHSD annual customer satisfaction survey, Community Action Program subcontractor section, who are satisfied or very satisfied with services received Percent of persons receiving case management services who stay in their homes Percent of emergency shelter nights provided to both men and women FY 2015 ACTUAL 61.9% FY 2016 REVISED 70.0% FY 2016 FORECAST 70.0% FY 2017 ADOPTED 75.0% N/A 79.6% 79.6% 90.0% 10.4% 13.1% 98.0% 97.9% 98.6% 98.0% 0.1% 0.1% 9.7% 6.0% 6.0% 44.1% 38.1% 634.2% 561 REV VS ADOPTED VAR % 5.0% 7.1% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activities that comprise this program include: • Community Action Agency • Emergency Shelter Nights • • Financial Assistance Senior Adult Independent Living Community Action Agency Activity The purpose of the Community Action Agency Activity is to provide goods and materials (clothing/diapers, etc.), basic needs service referrals, and case management services to low-income individuals and families so they can move toward self-sufficiency. Mandates: Discretionary service. Measure Type Result 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 Self-Sufficiency Matrix Income or Employment domain Output 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.) Output Output Output Output Demand Demand Expenditure Ratio Expenditure Ratio FY 2015 ACTUAL 61.9% FY 2016 REVISED 70.0% FY 2016 FORECAST 70.0% FY 2017 ADOPTED 75.0% REV VS ADOPTED VAR % 5.0% 7.1% 8 8 10 13 5 62.5% 21 40 40 60 20 50.0% 1,254 651 2,031 1,440 789 121.2% 5,613 6,239 6,255 6,268 29 0.5% 7,658 8,458 10,354 10,356 1,898 22.4% 8 8 13 13 5 62.5% 66 72 40 60 (12) -16.7% $ 258,861.63 $ 255,839.75 $ 200,851.10 $ 163,770.08 $ 92,069.67 36.0% Expenditure per HAMC household receiving family self-sufficiency case management services $ 159,299.46 $ 73,097.07 $ 50,212.78 $ 47,311.36 $ 25,785.72 35.3% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,234,465 $ 1,234,465 $ 1,734,550 $ 1,734,550 $ 1,703,188 $ 1,703,188 $ 1,816,843 $ 1,816,843 $ $ 82,293 82,293 4.7% 4.7% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ $ $ $ (82,293) (82,293) 0.0% -4.7% -4.0% 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 Revenue Expenditure 304,384 1,766,509 $ 2,070,893 312,168 1,734,550 $ 2,046,718 305,323 1,703,188 $ 2,008,511 312,168 1,816,843 $ 2,129,011 $ Activity Narrative: Human Services is implementing a new customer service/satisfaction survey so a new baseline needs to be established. Additional funding will be received for the Housing Authority of Maricopa County increasing the number of households that will receive case management services. This increased funding is due to the increased self-sufficiency being experienced by those receiving the service. The number of individuals receiving goods and materials is expected to stabilize due to the number of partnerships and donations received. The increase in the basic needs service referrals and utility discount enrollment services will remain at FY 2016 forecasted levels due to an increase in the number of outreach events as well as the increased number of partnerships. Community Action Programs contracts will increase as HSD has created two new service areas in Peoria and Surprise. 562 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Emergency Shelter Nights Activity The purpose of the Emergency Homeless Shelter Nights Activity is to provide emergency shelter nights to low-income and vulnerable individuals and families so they can have a safe place to sleep when an emergency displaces them from their homes. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of emergency shelter nights provided 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 ACTUAL 9.7% FY 2016 REVISED 6.0% FY 2016 FORECAST 6.0% REV VS ADOPTED VAR % 38.1% 634.2% FY 2017 ADOPTED 44.1% 198,866 144,237 144,237 819,996 2,055,315 2,160,070 2,160,070 1,861,500 675,759 468.5% (298,570) -13.8% $ 4.39 $ 5.52 $ 7.24 $ 1.35 $ 4.17 75.6% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 480,655 480,655 $ $ 285,899 285,899 $ $ 244,277 244,277 $ $ 251,864 251,864 $ $ (34,035) (34,035) -11.9% -11.9% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 450,000 423,383 873,383 $ 510,564 285,899 796,463 $ 799,298 244,277 $ 1,043,575 $ 853,224 251,864 $ 1,105,088 $ (342,660) 34,035 (308,625) -67.1% 11.9% -38.7% Expenditure $ $ $ Activity Narrative: Funding was previously split between Homeless Low Demand Shelter Nights (HLDS) and Emergency Shelter Nights (EHSN). A new activity will be created during the FY 2018 Strategic Business Planning process. In previous years, measures were counted based on the homeless point in time count. The department is now using information provided by the shelters that are currently funded. 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 REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of respondents to MCHSD annual N/A 79.6% 79.6% 90.0% 10.4% 13.1% customer satisfaction survey, Community Action Program subcontractor section, who are satisfied or very satisfied with services received Number of low-income households that receive 3,223 5,349 6,873 6,876 1,527 28.5% financial assistance Number of low-income individuals and families 3,223 7,214 6,947 6,948 (266) -3.7% requesting financial assistance Expenditure per low-income household $ 900.78 $ 644.64 $ 520.66 $ 503.10 $ 141.53 22.0% receiving financial assistance 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 3,665,463 $ 3,665,463 $ 3,448,162 $ 3,448,162 $ 3,578,515 $ 3,578,515 $ 3,459,345 $ 3,459,345 $ $ 11,183 11,183 0.3% 0.3% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 2,903,224 $ 2,903,224 $ 3,448,162 $ 3,448,162 $ 3,578,515 $ 3,578,515 $ 3,459,345 $ 3,459,345 $ $ (11,183) (11,183) -0.3% -0.3% Expenditure 563 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: A new customer service/satisfaction survey will be implemented in FY 2017. The number of low-income individuals and families requesting and receiving financial assistance will increase due to the two additional service areas created in FY 2016. Senior Adult Independent Living Activity The purpose of the Senior Adult Independent Living Activity is to provide case management services to elderly and disabled individuals so they can live self-sufficiently at home. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of persons receiving case management services who stay in their homes Number of people who receive case management services Number of eligible persons referred to case management by Area Agency on Aging Expenditure per person receiving case management services FY 2015 ACTUAL 98.0% $ FY 2016 REVISED 97.9% FY 2016 FORECAST 98.6% FY 2017 ADOPTED 98.0% REV VS ADOPTED VAR % 0.1% 0.1% 14,063 3,055 3,107 3,134 79 4,284 5,355 5,857 4,650 (705) 158.84 $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL SOURCES 2,213 1,079,412 $ 1,081,625 $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 1,206,527 1,027,213 $ 2,233,740 $ 66.26 $ 54.58 $ 1,230,470 $ 1,230,470 $ 1,174,850 $ 1,174,850 $ $ 1,198,744 1,230,470 $ 2,429,214 $ 1,198,744 1,174,850 $ 2,373,594 $ 1,198,744 1,252,109 $ 2,450,853 2.6% -13.2% 65.16 $ 1.10 1.7% 1,252,109 $ 1,252,109 $ 21,639 21,639 N/A 1.8% 1.8% (21,639) (21,639) 0.0% -1.8% -0.9% $ Expenditure $ $ Activity Narrative: The number of eligible persons referred to case management is expected to decrease due to services outside case management not currently being open to new clients as a result of funding constraints. This results in eligible persons not wanting to receive a referral because they are unable to receive the necessary direct services they require. Base Adjustments: General Fund (100) Operating • Increase Personnel Savings by $39,855 from 3.03% to 3.52%. • Increase Personnel by $23,976 due to changes in pay rates. 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 children 0-5 with the greatest need (based on Head Start standards) and their families so they can achieve school readiness and family stability. Program Results Measure Description Percent of 4-5 year old children who are considered school ready according to the Percent of families who are referred to community resources Percent of parents who participate in a parent activity (parent conference, parent-child playgroup, parent education) FY 2015 ACTUAL 100.0% FY 2016 REVISED 89.5% FY 2016 FORECAST 89.5% FY 2017 ADOPTED 90.9% N/A N/A N/A 91.4% N/A N/A N/A N/A N/A 100.0% N/A N/A 564 REV VS ADOPTED VAR % 1.4% 1.6% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 children ages 0-5 with the greatest need (based on Head Start standards) and their families so they can achieve school readiness and family stability. Mandates: Discretionary service. Measure Type Result Result Result Output Output Output Demand Demand 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 Percent of families who are referred to community resources Percent of parents who participate in a parent activity (parent conference, parent-child playgroup, parent education) Total number of children enrolled in the program Number of families receiving a community referral Total number of families enrolled in the program Number of children who have applied for the program Number of families with identified needs for social and/or community support Expenditure per child enrolled in the program FY 2015 ACTUAL 100.0% FY 2016 REVISED 89.5% FY 2016 FORECAST 89.5% FY 2017 ADOPTED 90.9% N/A N/A N/A 91.4% N/A N/A N/A N/A N/A 100.0% N/A N/A 2,206 (562) -20.3% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 21,132,445 $ 21,132,445 $ 25,204,541 $ 25,204,541 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 2,464 2,768 2,639 REV VS ADOPTED VAR % 1.4% 1.6% N/A N/A N/A 1,250 N/A N/A N/A N/A N/A 1,250 N/A N/A 14,000 (1,000) -6.7% 1,500 N/A N/A 4,473 15,000 N/A 8,588.94 13,208 N/A $ 2,276.42 N/A $ 2,385.79 $ 2,791.83 $ (515.41) -22.6% $ 25,172,649 $ 25,172,649 $ 24,635,120 $ 24,635,120 $ $ (569,421) (569,421) -2.3% -2.3% $ $ $ 569,421 569,421 N/A 2.3% 2.3% Expenditure 21,163,159 $ 21,163,159 25,204,541 $ 25,204,541 6,935 25,172,649 $ 25,179,584 24,635,120 $ 24,635,120 $ Activity Narrative: The increase in revenue and expenditures reflects the receipt of the Early Head Start – Child Care Partnership grant of approximately $2.5 million. The number of children enrolled in the program is expected to decrease due to the converting of classrooms to have less half day or partial day classrooms and more all-day or extended day classrooms. This will better serve the needs of the parents and the children but reduces the number of children served overall. 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. 565 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of customers enrolled in Workforce Innovation and Opportunity Act program that entered employment 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, and employment FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A FY 2017 ADOPTED 85.0% N/A 66.0% REV VS ADOPTED VAR % N/A N/A N/A N/A 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 Innovation and Opportunities Act (WIOA) 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. 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 85.0% REV VS ADOPTED % VAR N/A N/A N/A N/A N/A 2,400 N/A N/A N/A N/A N/A 5,100 N/A N/A N/A N/A N/A $ 3,927.27 N/A N/A Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 8,636,032 $ 8,636,032 $ 13,655,052 $ 13,655,052 $ 11,321,585 $ 11,321,585 $ 9,425,445 $ 9,425,445 $ (4,229,607) $ (4,229,607) -31.0% -31.0% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 7,929,220 $ 7,929,220 $ 13,655,052 $ 13,655,052 $ 11,321,585 $ 11,321,585 $ 9,425,445 $ 9,425,445 $ 4,229,607 $ 4,229,607 31.0% 31.0% Expenditure Activity Narrative: Measures are new for FY 2017. Therefore comparison to previous years is not possible. Changes were made based on the change from the Workforce Investment Act to the Workforce Innovation and Opportunity Act. Youth Services Activity The purpose of the Youth Services Activity is to provide case management services to Workforce Innovation and Opportunities Act (WIOA) eligible youth ages 14-21 so they can become job ready and economically self-sufficient. Mandates: Discretionary service. 566 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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, and employment Number of youth ages 14-24 receiving case management services Number of youth requesting case management services Expenditure per youth receiving case management services FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 66.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 10,284 N/A N/A N/A N/A N/A 4,800 N/A N/A N/A N/A N/A $ 392.62 N/A N/A 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 2,373,365 $ 2,373,365 $ 2,254,415 $ 2,254,415 $ 2,651,428 $ 2,651,428 $ 4,037,741 $ 4,037,741 $ 1,783,326 $ 1,783,326 79.1% 79.1% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 2,248,063 $ 2,248,063 $ 2,254,415 $ 2,254,415 $ 2,651,428 $ 2,651,428 $ 4,037,741 $ 4,037,741 $ (1,783,326) $ (1,783,326) -79.1% -79.1% Expenditure Activity Narrative: This activity has new measures for FY 2017. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,260,912 $ - FY 2016 Revised Budget $ 2,260,912 $ - FY 2017 Baseline Budget $ 2,260,912 $ - 18,503 $ 18,428 75 (18,503) $ 23,976 - (2,624) (39,855) - 2,260,912 $ 0.0% - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Change in Pay Rates Risk Management Adjustment Personnel Savings Vacancy Savings based on Senior Adult Independent Living to 3.52% FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ $ $ 23,976 (39,855) $ 567 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Services General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 120,000 $ - FY 2016 Revised Budget $ 120,000 $ - (120,000) $ (120,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Base Telecom Adjustment Non Recurring Other Non Recurring 1.0 FTE Special Projects Manager - Homelessness Project Supplies and Services for Homelessness Project $ - $ - $ 1,312 1,305 7 6,306 6,306 115,178 115,178 $ - 122,796 $ $ $ $ $ $ 98,198 16,980 FY 2017 Adopted Budget Percent Change from Baseline Amount $ - CDBG Housing Trust Fund (217) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 20,143,632 $ 20,143,632 FY 2016 Revised Budget $ 20,143,632 $ 20,143,632 FY 2017 Baseline Budget $ 20,143,632 $ 20,143,632 Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Central Service Cost Allocation Personnel Savings Decrease Vcancy Savings from 2.10% to 0.00% Grants Grant Reconciliation Agenda Item: $ $ $ 7,923 $ 7,887 36 29,503 $ (750) 15,174 5,978 9,101 - 9,101 $ (13,949,282) $ (13,911,856) (13,949,282) (13,911,856) FY 2017 Adopted Budget Percent Change from Baseline Amount $ 568 6,231,776 $ -69.1% 6,231,776 -69.1% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Services CDBG Housing Trust Fund (217) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED Sources: Operating Total Sources: $ $ 7,167,102 7,167,102 $ $ 20,143,632 20,143,632 $ $ 20,143,632 20,143,632 $ $ 6,427,403 6,427,403 $ $ 6,231,776 6,231,776 Uses: Operating Total Uses: $ $ 6,906,511 6,906,511 $ $ 20,143,632 20,143,632 $ $ 20,143,632 20,143,632 $ $ 6,427,403 6,427,403 $ $ 6,231,776 6,231,776 Structural Balance $ 260,591 $ - $ - $ - $ - Accounting Adjustments $ 9 $ - $ - $ - $ - (183,893) (183,893) $ (444,493) (444,493) $ (444,493) $ FY 2017 ADOPTED $ $ (444,493) $ FY 2016 FORECAST Beginning Spendable Fund Balance Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance (444,493) $ FY 2016 REVISED (183,893) $ (444,493) (444,493) $ (183,893) (183,893) (183,893) $ (183,893) (183,893) Human Services Grant Fund (222) Revenue Expenditures OPERATING FY 2016 Adopted Budget Adjustments: Grants Human Svc Grant Recon May 2016 $ 8,366,896 8,366,896 $ 53,613,125 $ (8,366,896) $ (8,366,896) $ 45,246,229 $ 444,898 $ 512,381 (69,079) 1,596 (2,762,196) $ (21,461) 133,721 112,692 (2,987,148) C-22-16-037-2-00 $ 45,246,229 $ 8,366,896 8,366,896 $ 53,613,125 Agenda Item: C-22-16-037-2-00 FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Central Service Cost Allocation Personnel Savings Increase Vacancy Savings from 11.53% to 18.25% Grants Grant Reconciliation 45,246,229 Agenda Item: FY 2016 Revised Budget Adjustments: Grants Human Svc Grant Recon May 2016 $ (8,366,896) (8,366,896) $ 45,246,229 Agenda Item: $ $ (2,987,148) $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 569 - 8,568,358 8,568,358 $ 6,251,060 6,251,060 51,497,289 $ 51,497,289 13.8% 13.8% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED $ Sources: Operating Total Sources: $ $ 41,175,892 41,175,892 $ $ 45,246,229 45,246,229 $ $ 53,613,125 53,613,125 Uses: Operating Total Uses: $ $ 42,308,786 42,308,786 $ $ 45,246,229 45,246,229 $ $ Structural Balance $ (1,132,894) $ - Accounting Adjustments $ - $ 17 (255,317) $ FY 2016 FORECAST Beginning Spendable Fund Balance Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance (255,317) $ FY 2016 REVISED $ (1,388,194) (1,388,194) $ (1,388,194) $ (1,387,569) $ $ 51,577,450 51,577,450 $ $ 51,497,289 51,497,289 53,613,125 53,613,125 $ $ 51,576,825 51,576,825 $ $ 51,497,289 51,497,289 $ - $ 625 $ - $ - $ - $ - (255,317) (255,317) $ 570 (255,317) $ FY 2017 ADOPTED (255,317) (255,317) $ (1,387,569) (1,387,569) $ (1,387,569) (1,387,569) Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2017 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 and other County 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 2019, ICJIS infrastructure, processes, and staff expertise will be used to expand electronic data exchanges so that at least 20% of all data integration will involve non-criminal justice county department data. Status: As of January 2016, ICJIS has installed an enhanced version of the Nagios monitoring software. ICJIS has increased the level of monitoring and alerting for electronic data exchanges. ICJIS stakeholder agencies are involved in prioritizing data exchanges that are monitored and are also cooperating in the methods for alerting key staff and analyzing issues to reduce outages. 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 is working with stakeholders and especially the Office of Enterprise Technology and the Office of Management and Budget to assess opportunities to create data exchanges for non-criminal justice departments. ICJIS is currently looking at options for the Treasurer's Office, County Procurement, and the Advantage financial system. We still believe ICJIS infrastructure, staff expertise, and other resources are uniquely situated to assist all county departments with electronic data exchanges. 571 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2017 Adopted Budget Integrated Criminal Justice Information System Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % USES DTEX - ELECTRONIC DATA EXCAHNGE 42EX - ELECTRONIC DATA EXCAHNGE $ $ 1,565,812 $ 1,565,812 $ 1,674,878 $ 1,674,878 $ 1,674,878 $ 1,674,878 $ 1,660,420 $ 1,660,420 $ 1,606,797 $ 1,606,797 $ 68,081 68,081 4.1% 4.1% SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ - $ - $ 12,441 $ 12,441 $ 12,441 $ 12,441 $ 9,950 $ 9,950 $ 13,942 $ 13,942 $ (1,501) (1,501) -12.1% -12.1% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 35,816 $ 2,748 38,564 $ 40,328 $ 3,340 43,668 $ 40,328 $ 3,340 43,668 $ 40,726 $ 3,321 44,047 $ 49,940 $ 3,630 53,570 $ (9,612) (290) (9,902) -23.8% -8.7% -22.7% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ (102) $ (102) $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 1,604,274 $ 1,730,987 $ 1,730,987 $ 1,714,417 $ 1,674,309 $ 56,678 3.3% Uses by Category CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2015 ACTUAL FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED FY 2017 ADOPTED REVISED VS ADOPTED % VAR 761,882 $ 188,650 950,532 $ 750,208 $ 198,581 1,144 949,933 $ 750,208 $ 198,581 1,144 949,933 $ 758,893 $ 191,335 588 950,816 $ 747,288 $ 205,129 952,417 $ SUBTOTAL $ 102,470 $ 102,470 $ 5,125 $ 10,000 15,125 $ 5,125 $ 10,000 15,125 $ 76,990 $ 4,545 81,535 $ 5,125 $ 10,000 15,125 $ 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 $ 278,110 $ 34,403 188,921 47,037 1,326 1,150 325 551,272 $ 1,604,274 $ 417,513 $ 25,314 255,200 55,822 2,000 10,000 80 765,929 $ 1,730,987 $ 417,513 $ 25,314 255,200 55,822 2,000 10,000 80 765,929 $ 1,730,987 $ 342,488 $ 23,632 251,959 53,704 2,219 8,029 35 682,066 $ 1,714,417 $ 258,750 $ 27,000 346,556 67,381 7,000 80 706,767 $ 1,674,309 $ 158,763 (1,686) (91,356) (11,559) 2,000 3,000 59,162 56,678 TOTAL USES $ 1,604,274 $ 1,730,987 $ 1,730,987 $ 1,714,417 $ 1,674,309 $ 56,678 FY 2016 ADOPTED FY 2016 REVISED SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 0.4% -3.3% 100.0% -0.3% 2,920 (6,548) 1,144 (2,484) 0.0% 0.0% 0.0% - 38.0% -6.7% -35.8% -20.7% 100.0% 30.0% 0.0% N/A 7.7% 3.3% 3.3% Uses by Fund and Function FY 2015 ACTUAL FUND / FUNCTION CLASS 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT $ FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED FUND TOTAL USES $ 1,604,274 $ 1,604,274 $ 1,656,954 $ 74,033 1,730,987 $ 1,656,954 $ 74,033 1,730,987 $ 1,640,384 $ 74,033 1,714,417 $ 1,674,309 $ 1,674,309 $ (17,355) 74,033 56,678 -1.0% 100.0% 3.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,604,274 $ - $ 1,604,274 $ 1,656,954 $ 74,033 $ 1,730,987 $ 1,656,954 $ 74,033 $ 1,730,987 $ 1,640,384 $ 74,033 $ 1,714,417 $ 1,674,309 $ - $ 1,674,309 $ (17,355) 74,033 56,678 -1.0% 100.0% 3.3% Staffing by Program and Activity PROGRAM/ACTIVITY ELECTRONIC DATA EXCAHNGE ELECTRONIC DATA EXCAHNGE PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED 6.00 6.00 6.00 FY 2016 ADOPTED 6.00 6.00 6.00 572 FY 2016 REVISED 6.00 6.00 6.00 FY 2016 FORECAST 6.00 6.00 6.00 FY 2017 ADOPTED 6.00 6.00 6.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2017 Adopted Budget Integrated Criminal Justice Information System Staffing by Market Range Title MARKET RANGE TITLE Data Architect IT Consultant IT Division Manager IT Program Manager Programmer/Analyst - Senior/Lead Software Architect Department Total FY 2015 ADOPTED 1.00 2.00 1.00 1.00 1.00 6.00 FY 2016 ADOPTED FY 2015 ADOPTED 6.00 6.00 FY 2016 ADOPTED 6.00 6.00 2.00 1.00 1.00 1.00 1.00 6.00 FY 2016 REVISED FY 2016 FORECAST 2.00 1.00 1.00 1.00 1.00 6.00 FY 2017 ADOPTED 2.00 1.00 1.00 1.00 1.00 6.00 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% Staffing by Fund DEPARTMENT/FUND 255 DETENTION OPERATIONS Department Total FY 2016 FY 2016 FORECAST REVISED 6.00 6.00 6.00 6.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 6.00 0.0% 6.00 0.0% General Adjustments Base Adjustments: Detention Fund (255) Operating • Increase Regular Benefits by $7,523 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $146 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $75 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $290 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $9,613 for the impact of the changes in the base level telecommunication charges. Programs and Activities Electronic Data Exchange Program The purpose of the Electronic Data Exchange Program is to provide reliable online electronic information to criminal justice stakeholders so they can have timely, accurate, and complete information to efficiently make decisions to protect public and officer safety. 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 2015 FY 2016 FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% 99.5% Activities that comprise this program include: • Electronic Data Exchange Activity 573 99.5% 99.5% REV VS RECOMM VAR % 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2017 Adopted Budget Integrated Criminal Justice Information System Electronic Data Exchange Activity The purpose of the Electronic Data Exchange Activity is to provide reliable online electronic information to criminal justice agencies so they can have timely, accurate, and complete information to make decisions to protect public and officer safety. Mandates: Administrative mandate. 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 2015 ACTUAL 100.0% FY 2016 FY 2016 FY 2017 REV VS RECOMM REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 99.5% 99.5% 99.5% 0.0% 0.0% 52 32 32 32 - 0.0% 52 $30,111.77 32 $52,339.94 32 $51,888.13 32 $50,212.41 - 0.0% $2,127.53 4.1% $1,565,812 $1,565,812 $1,674,878 $1,674,878 $1,660,420 $1,660,420 $1,606,797 $1,606,797 $ 68,081 4.1% $ 68,081 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 continues to be consistent in their services. For FY 2017 the decrease in budget is due to the IBM Software Settlement being completed in FY 2016. Appropriated Budget Reconciliations Detention Fund (255) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,656,954 $ - FY 2016 Revised Budget $ 1,656,954 $ - FY 2017 Baseline Budget $ 1,656,954 $ - $ 7,452 $ 7,523 (146) 75 9,903 $ 290 9,613 - 1,674,309 $ 1.0% - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 574 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2017 Adopted Budget Internal Audit Analysis by Ron Forster, Senior Business Systems 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 2020, 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 2015. The Department is on track to maintain 100% in FY 2016. Fiscal Strength By September 2021, 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 is accountable Responsibility to its citizens. Status: Internal Audit maintained a 100% completion rate in FY 2015. The Department is on track to maintain 100% in FY 2016. Fiscal Strength By September 2022, 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 93.6% of audit recommendations within three years of being reported. The Department is expected to exceed this level in FY 2016. 575 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % USES AUDT - AUDIT SERVICES 23AS - INTERNAL AUDIT SERVICES $ $ 1,649,340 $ 1,649,340 $ 1,698,128 $ 1,698,128 $ 1,698,128 $ 1,698,128 $ 1,671,801 $ 1,671,801 $ 1,716,560 $ 1,716,560 $ (18,432) (18,432) -1.1% -1.1% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ 14,145 $ 6,283 126,839 602 147,869 $ 14,105 $ 6,319 126,277 (4,518) 635 142,818 $ 14,105 $ 6,319 126,277 (4,518) 635 142,818 $ 14,232 $ 6,404 126,351 649 147,636 $ 14,299 $ 6,456 127,965 647 149,367 $ (194) (137) (1,688) (4,518) (12) (6,549) -1.4% -2.2% -1.3% 100.0% -1.9% -4.6% $ 10,203 $ 4,536 14,739 $ 10,363 $ 4,048 14,411 $ 10,363 $ 4,048 14,411 $ 10,673 $ 3,765 14,438 $ 18,097 $ 3,994 22,091 $ (7,734) 54 (7,680) -74.6% 1.3% -53.3% TOTAL PROGRAMS $ 1,811,948 $ 1,855,357 $ 1,855,357 $ 1,833,875 $ 1,888,018 $ (32,661) -1.8% $ INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 1,272,474 $ 9,763 694 411,291 10,000 (30,726) 1,673,496 $ 1,329,035 $ 33,563 451,037 (20,701) 1,792,934 $ 1,329,836 $ 33,563 450,236 (20,701) 1,792,934 $ 1,328,710 $ 15,071 88 446,710 (14,701) 1,775,878 $ 1,331,630 $ 33,049 475,082 (21,899) 1,817,862 $ (1,794) 514 (24,846) 1,198 (24,928) -0.1% 1.5% N/A -5.5% N/A 5.8% -1.4% SUBTOTAL $ 5,104 $ 19,935 25,039 $ 4,487 $ 4,487 $ 4,487 $ 4,487 $ 5,179 $ 5,179 $ 4,543 $ 4,543 $ (56) (56) -1.2% N/A -1.2% 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 SUBTOTAL $ ALL EXPENDITURES $ 70,058 $ 1,430 15,207 5,531 21,142 45 113,413 $ 1,811,948 $ 15,684 $ 1,500 200 15,452 5,000 20,000 100 57,936 $ 1,855,357 $ 15,684 $ 1,500 200 15,452 5,000 20,000 100 57,936 $ 1,855,357 $ 11,770 $ 1,797 83 15,408 4,170 19,526 64 52,818 $ 1,833,875 $ 15,700 $ 1,400 200 23,213 5,000 20,000 100 65,613 $ 1,888,018 $ (16) 100 (7,761) (7,677) (32,661) -0.1% 6.7% 0.0% -50.2% 0.0% 0.0% 0.0% -13.3% -1.8% TOTAL USES $ 1,811,948 $ 1,855,357 $ 1,855,357 $ 1,833,875 $ 1,888,018 $ (32,661) -1.8% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,811,948 $ 1,811,948 $ 1,855,357 $ 1,855,357 $ 1,855,357 $ 1,855,357 $ 1,833,875 $ 1,833,875 $ 1,888,018 $ 1,888,018 $ (32,661) (32,661) -1.8% -1.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,811,948 $ 1,811,948 $ 1,855,357 $ 1,855,357 $ 1,855,357 $ 1,855,357 $ 1,833,875 $ 1,833,875 $ 1,888,018 $ 1,888,018 $ (32,661) (32,661) -1.8% -1.8% 576 Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % .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 .15 1.29 .10 .01 1.55 - 0.0% 0.0% 0.0% 0.0% 0.0% 16.45 16.45 18.00 16.20 16.20 17.75 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 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 2015 ADOPTED 1.00 1.00 1.00 3.00 2.00 2.75 5.00 2.25 18.00 FY 2016 ADOPTED FY 2015 ADOPTED 18.00 18.00 FY 2016 ADOPTED 17.75 17.75 1.00 1.00 3.00 2.50 7.00 3.25 17.75 FY 2016 REVISED 1.00 1.00 3.00 1.00 1.00 1.50 7.50 1.75 17.75 FY 2016 FORECAST 1.00 1.00 3.00 1.00 1.00 1.50 7.50 1.75 17.75 FY 2017 ADOPTED 1.00 1.00 3.00 1.00 1.00 1.50 7.50 1.75 17.75 REVISED TO ADOPTED VARIANCE VAR % 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 2016 FY 2016 REVISED FORECAST 17.75 17.75 17.75 17.75 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 17.75 0.0% 17.75 0.0% General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $26,136 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $830 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $134 for the impact of the changes in retirement contribution rates. • Decrease Other Pay and Other Benefits by $9,036 based on forecast. • Decrease Internal Service Charges by $54 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $7,275 for the impact of the changes in the base level telecommunication charges. • Decrease Personnel Benefits Savings by $9,036 to reduce the rate from 3.64% to 3.16% based on forecast for the Department. 577 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2017 Adopted Budget Programs and Activities Internal Audit Services Program The purpose of the Internal Audit Services Program is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Program Results Measure Description Percent of Board of Supervisors satisfied with the Internal Audit Services Program. Percent of audit recommendations implemented within three years. Percent of audit reports completed within 180 days after fiscal year-end. FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 93.6% 95.2% 95.2% 95.2% (0.0%) -0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Audit Services Audit Services Activity The purpose of the Audit Services Activity is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Mandates: Administrative mandate. Measure Type Result Result Result Output Output Output Demand Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Board of Supervisors satisfied with 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% the Internal Audit Services Program. Percent of audit recommendations 93.6% 95.2% 95.2% 95.2% (0.0%) -0.0% implemented within three years. N/A 100.0% Percent of audit reports completed within 180 100.0% 100.0% 0.0% 0.0% days after fiscal year-end. Number of audit reports completed. 18 20 20 20 0.0% Number of Board of Supervisor surveys 79 40 40 40 0.0% received. Number of audit recommendations for the last 453 356 356 332 (24) -6.7% six years minus the three most recent fiscal years. Number of audit reports demanded by the 18 20 20 20 0.0% Board of Supervisors (annually survey BOS for audit coverage); expressed as a number. Total Activity Expenditure per audit report. $ 91,630.00 $ 84,906.40 $ 83,590.05 $ 85,828.00 $ (921.60) -1.1% 100 - GENERAL TOTAL USES $ 1,649,340 $ 1,649,340 $ 1,698,128 $ 1,698,128 $ 1,671,801 $ 1,671,801 $ 1,716,560 $ 1,716,560 $ $ (18,432) (18,432) -1.1% -1.1% 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 2017 as in FY 2016. 578 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,855,357 $ - FY 2016 Revised Budget $ 1,855,357 $ - FY 2017 Baseline Budget $ 1,855,357 $ - $ 25,440 $ 26,136 (830) 134 7,221 $ (9,036) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Pay and other Benefits Risk Management Adjustment Base Telecom Adjustment Personnel Savings Decrease Vacancy Savings from 3.64% to 3.16% Agenda Item: $ $ (9,036) (54) 7,275 9,036 $ FY 2017 Adopted Budget Percent Change from Baseline Amount 9,036 $ 579 - 1,888,018 $ 1.8% - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Analysis by Ron Forster, Senior Business Systems 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 2017, 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 began implementing an Electronic Document Management System (EDMS) in September 2011. Each court was brought online individually, with the final court being implemented in August 2015. Since that time, all 26 courts have been accepting and scanning civil cases, small claims cases, and eviction actions into 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 is estimated to begin in FY 2017, which will include electronic processing of criminal traffic and misdemeanor cases. Safe Communities By June 2017, 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: For FY 2016, court case filings have been up approximately 5% from the prior year. In FY 2017, case filings are anticipated to continue to grow. Case clearance rates for FY 2016 in the Justice Courts are often in excess of 100% (terminations divided by new filings), with an overall clearance rate of 97.8% through the first half of the fiscal year. Case processing times remain stable. Safe Communities By June 2017, the development of the administrative infrastructure required by Supreme Court Administrative Order 2008-59 to support the administrative and operations 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 adopted by the Bench to help 580 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget professionalize the organization. The Best Practices Committee also moved forward a number of initiatives that standardize and improve Justice Court case processing and customer service. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED REVISED VS ADOPTED % VAR FY 2017 ADOPTED MCAD - MISDEMEANOR CRIM ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ 10,309,863 10,309,863 $ $ 9,729,543 9,729,543 $ $ 9,729,543 9,729,543 $ $ 9,527,170 9,527,170 $ $ 10,038,224 10,038,224 $ $ 308,681 308,681 3.2% 3.2% CIVT - CIVIL TRAFFIC FDET - FORCIBLE DETAINER SMCV - SMALL CIVIL 80CV - CIVIL AND TAX JUSTICE $ $ $ 3,179,041 7,878,841 11,057,882 $ $ 4,045,447 8,362,529 12,407,976 $ $ 3,249,545 7,641,064 10,890,609 $ $ 3,249,545 7,641,064 10,890,609 $ $ 3,470,511 4,159 7,709,788 11,184,458 (70,504) 237,777 167,273 -2.2% N/A 3.1% 1.5% POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ - $ $ - $ $ - $ $ - $ $ 774 774 $ $ 774 774 N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 9,308 9,308 $ $ 7,800 7,800 $ $ 7,800 7,800 $ $ 8,267 8,267 $ $ 7,800 7,800 $ $ - 0.0% 0.0% TOTAL PROGRAMS $ 21,503,629 $ 20,627,952 $ 20,627,952 $ 21,943,413 $ 21,104,680 $ 476,728 2.3% CTRF - CRIMINAL TRAFFIC MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI 80CJ - CRIMINAL JUSTICE $ 1,529,440 2,091,867 641,220 4,262,527 $ 2,048,150 1,878,551 603,383 4,530,084 $ 2,038,063 1,884,585 609,972 4,532,620 $ 1,660,982 1,986,091 630,975 4,278,048 $ 1,675,086 2,098,446 660,852 4,434,384 $ 362,977 (213,861) (50,880) 98,236 17.8% -11.3% -8.3% 2.2% 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 $ 7,803,860 1,590,746 3,767,310 673,822 817,333 2,099,846 16,752,917 $ 8,818,888 1,491,582 3,613,421 650,377 741,898 2,003,875 17,320,041 $ $ 8,233,574 1,529,621 3,766,151 653,348 769,364 2,022,471 16,974,529 $ 8,370,971 1,640,834 3,737,662 682,877 859,042 2,216,271 17,507,657 $ $ 8,823,887 1,465,774 3,623,683 601,588 724,792 2,026,247 17,265,971 452,916 (175,060) (113,979) (81,289) (134,250) (190,024) (241,686) 5.1% -11.9% -3.1% -13.5% -18.5% -9.4% -1.4% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 813,023 244,219 281,677 399,012 1,737,931 $ 840,848 $ 379,612 405,289 (25,944) 307,235 1,907,040 $ 864,128 380,910 411,844 301,692 1,958,574 $ 848,621 296,033 398,112 296,517 1,839,283 $ 803,172 288,273 461,931 178,095 530,900 2,262,371 $ 60,956 92,637 (50,087) (178,095) (229,208) (303,797) 7.1% 24.3% -12.2% N/A -76.0% -15.5% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 484,102 81,398 565,500 $ $ 295,939 72,211 368,150 $ $ 280,224 72,216 352,440 $ $ 280,224 72,216 352,440 $ $ 293,353 75,768 369,121 $ (203,878) (9,182) (213,060) -72.8% -12.7% -60.5% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,470,136 1,470,136 $ $ 1,448,836 1,448,836 $ $ 1,448,836 1,448,836 $ $ 1,736,431 1,736,431 $ $ 1,053,482 1,053,482 $ $ 395,354 395,354 27.3% 27.3% TOTAL PROGRAMS $ 24,592,632 $ 25,558,441 $ 25,558,441 $ 25,196,441 $ 25,823,394 $ (264,953) -1.0% $ USES $ $ $ $ $ $ 581 $ $ $ $ $ $ $ $ $ $ Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 11,036,852 11,036,852 $ $ 10,851,324 10,851,324 $ $ 10,851,324 10,851,324 $ $ 11,971,616 11,971,616 $ $ 11,162,974 11,162,974 $ $ 311,650 311,650 2.9% 2.9% $ SUBTOTAL $ 9,790,371 9,790,371 $ $ 9,022,213 9,022,213 $ $ 9,022,213 9,022,213 $ $ 9,308,106 9,308,106 $ $ 9,288,401 9,288,401 $ $ 266,188 266,188 3.0% 3.0% $ $ $ 8,574 644,731 653,305 $ $ 8,267 655,424 663,691 $ $ 7,800 746,615 754,415 $ $ 7,800 746,615 754,415 $ SUBTOTAL $ 9,308 667,098 676,406 $ 774 (101,884) (101,110) ALL REVENUES $ 21,503,629 $ 20,627,952 $ 20,627,952 $ 21,943,413 $ 21,104,680 $ 476,728 2.3% TOTAL SOURCES $ PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 21,503,629 $ 20,627,952 $ 20,627,952 $ 21,943,413 $ 21,104,680 $ 476,728 2.3% 14,095,153 $ 837,646 89,716 6,776,851 (5,030,837) 5,659,685 22,428,214 $ (234,037) (38,296) 16,765 (462,338) 114,149 192,962 (192,962) (603,757) -1.7% -4.8% 15.7% -7.3% 100.0% 4.0% -3.5% -2.8% 524,681 100,000 624,681 $ (15,436) (57,878) (73,314) -3.0% -137.4% -13.3% $ $ $ (1,443) 638,378 52,350 (25,869) (218,036) 10,768 (35,427) (8,603) 412,118 (264,953) -71.7% 54.1% 4.4% -17.3% -58.4% 14.7% -40.5% -7.5% 12.9% -1.0% $ (264,953) -1.0% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 13,749,969 $ 761,149 45,652 5,942,805 67 (4,507,353) 5,136,018 21,128,307 $ 13,891,792 $ 777,658 106,481 6,314,111 114,149 (4,837,875) 5,466,723 21,833,039 $ 13,861,116 $ 799,350 106,481 6,314,513 114,149 (4,837,875) 5,466,723 21,824,457 $ $ 563,195 42,122 605,317 $ 509,245 42,122 551,367 $ SUBTOTAL $ 651,560 66,998 718,558 SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 1,488 649,227 1,189,285 206,314 386,133 78,300 112,434 122,586 2,745,767 24,592,632 $ $ $ $ 2,012 1,180,515 1,200,869 149,724 373,158 73,481 87,558 115,300 3,182,617 25,558,441 $ $ $ 2,012 1,136,363 1,199,671 149,724 374,349 55,108 87,558 115,300 3,120,085 25,558,441 TOTAL USES $ 24,592,632 $ 25,558,441 $ 25,558,441 SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ $ $ 13,825,633 $ 740,174 67,135 6,257,969 47,543 (4,783,038) 5,459,741 21,615,157 $ 1,030,945 41,986 1,072,931 $ $ $ $ 880 561,319 1,166,445 209,831 384,458 46,079 28,400 110,941 2,508,353 25,196,441 $ $ 3,455 542,137 1,148,519 175,593 591,194 62,713 122,985 123,903 2,770,499 25,823,394 $ 25,196,441 $ 25,823,394 $ $ $ 9.9% -13.6% -13.4% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 14,178,669 14,178,669 $ $ 13,511,769 13,511,769 $ $ 13,511,769 13,511,769 $ $ 13,989,353 13,989,353 $ $ 13,702,070 13,702,070 $ $ 190,301 190,301 1.4% 1.4% $ $ 726,689 726,689 $ $ 737,183 737,183 $ $ 737,183 737,183 $ $ 758,949 758,949 $ $ 737,183 737,183 $ $ - 0.0% 0.0% $ 1,030 1,030 $ $ 774 774 $ $ - $ $ - $ $ - $ $ $ 774 774 N/A N/A N/A $ $ 6,597,241 6,597,241 $ $ 6,379,000 6,379,000 $ $ 6,379,000 6,379,000 $ $ 7,195,111 7,195,111 $ $ 6,664,653 6,664,653 $ $ 285,653 285,653 4.5% 4.5% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 21,503,629 21,503,629 $ $ $ 20,627,952 20,627,952 $ $ $ 20,627,952 20,627,952 $ $ $ 21,943,413 21,943,413 $ $ $ 21,103,906 774 21,104,680 $ $ $ 475,954 774 476,728 2.3% N/A 2.3% FUND TOTAL SOURCES 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING FUND TOTAL SOURCES 237 JUST COURTS PHOTO ENFORCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 245 JUSTICE COURTS SPECIAL REVENUE OPERATING FUND TOTAL SOURCES 582 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Justice Courts Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT ELEC DOCUMENT MGMNT SYSTEM FY 2015 ACTUAL $ $ 17,463,058 17,463,058 $ $ FY 2016 REVISED $ $ 17,825,008 512,000 18,337,008 692,464 692,464 $ $ $ $ - $ FY 2016 FORECAST $ $ 17,825,008 512,000 18,337,008 737,183 737,183 $ $ $ $ - $ $ 6,437,110 6,437,110 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 24,592,632 24,592,632 FUND TOTAL USES 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING FUND TOTAL USES 237 JUST COURTS PHOTO ENFORCEMENT NON RECURRING NON PROJECT FUND TOTAL USES 245 JUSTICE COURTS SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ FY 2016 ADOPTED FY 2017 ADOPTED $ $ 17,648,382 512,000 18,160,382 737,183 737,183 $ $ $ $ - $ $ 6,379,000 105,250 6,484,250 $ $ $ 24,941,191 617,250 25,558,441 REVISED VS ADOPTED VAR % $ $ 17,812,231 500,327 18,312,558 574,539 574,539 $ $ 737,183 737,183 $ $ $ $ - $ $ 9,000 9,000 $ $ (9,000) (9,000) N/A N/A $ $ 6,664,653 100,000 6,764,653 $ $ 6,356,270 105,250 6,461,520 $ $ 6,379,000 105,250 6,484,250 $ (285,653) 5,250 (280,403) -4.5% 5.0% -4.3% $ $ $ 24,941,191 617,250 25,558,441 $ $ $ 24,579,191 617,250 25,196,441 $ $ $ 25,214,067 609,327 25,823,394 $ $ $ (272,876) 7,923 (264,953) -1.1% 1.3% -1.0% $ 12,777 (500,327) 512,000 24,450 - 0.1% N/A 100.0% 0.1% 0.0% 0.0% Staffing by Program and Activity PROGRAM/ACTIVITY CIVIL AND TAX JUSTICE CIVIL SMALL CLAIMS CIVIL TRAFFIC FORCIBLE DETAINER INJUNCTIONS AGAINST HARASS ORDERS OF PROTECTION SMALL CIVIL PROGRAM TOTAL CRIMINAL JUSTICE CRIMINAL TRAFFIC MISDEMEANOR CRIM ADJUDICATION MISDEMEANOR DUI PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 29.00 100.00 59.00 11.00 11.00 34.00 244.00 29.00 101.00 59.00 11.00 11.00 34.00 245.00 29.00 99.00 59.00 11.00 11.00 35.00 244.00 (1.00) 1.00 - 0.0% (1.0%) 0.0% 0.0% 0.0% 2.9% 0.0% 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 28.00 33.00 11.00 72.00 2.00 2.00 7.7% 0.0% 0.0% 2.9% 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 5.00 23.00 337.00 10.00 4.00 4.00 4.00 22.00 337.00 10.00 4.00 4.00 6.00 24.00 340.00 1.00 1.00 3.00 0.0% 0.0% 0.0% 20.0% 4.3% 0.9% 583 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Justice Courts Staffing by Market Range Title MARKET RANGE TITLE Admin & Operations Mgr Administrator Attorney Business Systems Analyst Communicatn Ofcr/Govt Liaison 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 Training Officer Department Total 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 2016 ADOPTED 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 1.00 26.00 1.00 121.50 25.00 113.00 25.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 336.50 FY 2016 REVISED 1.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 26.00 1.00 121.00 25.00 114.00 26.00 1.00 6.00 1.00 1.00 1.00 1.00 337.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 1.00 26.00 1.00 121.00 25.00 114.00 26.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 337.00 FY 2015 ADOPTED 333.00 3.00 336.00 FY 2016 ADOPTED 332.50 4.00 336.50 FY 2016 REVISED 334.00 3.00 337.00 FY 2016 FORECAST 333.00 4.00 337.00 FY 2016 FORECAST FY 2017 ADOPTED 1.00 1.00 4.00 1.00 1.00 1.00 2.00 1.00 26.00 1.00 121.00 25.00 115.00 27.00 1.00 6.00 1.00 1.00 1.00 1.00 2.00 340.00 REVISED TO ADOPTED VARIANCE VAR % N/A 0.0% 0.0% 0.0% (1.00) (100.0%) N/A 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 1.00 0.9% 1.00 3.8% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 2.00 N/A 3.00 0.9% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT Department Total FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 337.00 3.00 0.9% 3.00 0.0% 340.00 3.00 0.9% Staffing Variance Analysis The Department increased staff by 2.0 FTE to support the enhanced Video Court operations. An additional 2.0 FTE were also added for court personnel training on the Electronic Document Management System. The Communications Officer created in FY 2016 Revised will be offset by the elimination of the Legislative Analyst position in FY 2017. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $442,540 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $21,920 for the vacancy factor applied to the impact of the changes in health, dental and retirement rates. • Increase Regular Benefits by $1,189 for the impact of changes in retirement contribution rates. • Increase Allocation Out to Justice Courts Special Revenue Fund by $110,932 due to the impact of changes in benefit rates. • Increase Other Personnel and Services by $50,294 for the net change in personnel. • Increase Internal Services Charges by $10,459 for the impact of changes in discretionary telecom charges. 584 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Justice Courts • Increase Internal Service Charges by $9,182 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $195,042 for the impact of the changes in the base level telecommunication charges. • Increase Personnel by $147,170 for the addition of two trainers. • Increase Personnel by $120,433 for the addition of two video court clerks. • Increase Vacancy Savings by $70,254 from 4.83% in FY 2016 to 5.07% in FY 2017 based on prior year actuals and FY 2016 Forecast. • Increase Revenue $190,301 based on actual and forecasted levels. • Reallocate Rent by $500,327 to Non Recurring Non Project for the anticipated opening of the Southwest Justice Courts in FY 2017. • Increase Allocations out to Justice Courts Special Revenue Fund by $147,170 for the addition of two new trainers. • Reallocate an additional $22,415 to the Office of Enterprise Technology for the EDMS Project Manager that has been selected to support the Justice Courts. General Fund (100) Non Recurring Non Project • Reallocate Rent by $500,327 from Operating for the anticipated opening of the Southwest Justice Courts. Justice Courts Judicial Enhancement Fund (204) Operating • Increase Regular Benefits by $3,938 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $19 for the impact of changes in retirement contribution rates. • Increase Training & Education $9,623 based on prior year actuals and forecast levels. • Increase Vacancy Savings by $13,580 from 0.00% in FY 2016 to 4.73% in FY 2017 based on prior year actuals and FY 2016 Forecast. Justice Courts Photo Enforcement Fund (237) Operating • Increase Revenue by $774 for interest on Fund Balance. • Increase Expenditures by $9,000 for one-time eligible expenditures. Justice Courts Special Revenue Fund (245) Operating • Increase Court Fee Revenue by $169,985 based on trend analysis. • Increase Allocation In from General Fund Operating by $147,170 for two new trainers and an additional $22,415 to offset the increased cost for the EDMS Project Manager. Justice Courts Special Revenue Fund (245) Non Recurring Non Project • Increase Expenditures by $100,000 for Courtroom Video Equipment. 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. 585 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of Civil Traffic cases resolved in 90 days. Percent of Small Claims cases resolved within 180 days. Percent of Forcible Detainer cases resolved within 10 days. Percent of Injuctions Against Harrassment issued within 24 hours. Percent of Orders of Protection issued within 24 hours. Percent of Small Civil cases resolved within 365 days. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 94.0% REV VS ADOPTED VAR % N/A N/A 64.4% 60.0% 73.4% 70.0% 10.0% 16.7% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 63.7% N/A N/A 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. The time frame for many of the result measures were modified for the FY17 strategic plan and therefore historical data is not available. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Civil Traffic cases resolved in 90 days. Number of Civil Traffic cases resolved. Number of Civil Traffic (CIVT) cases filed. Cost per Civil Traffic case resolved. FY 2015 ACTUAL N/A $ 93,935 104,116 83.08 FY 2016 FY 2016 REVISED FORECAST N/A N/A $ 115,000 120,100 76.73 $ 112,156 123,878 73.41 FY 2017 ADOPTED 94.0% $ 115,448 120,100 72.51 100 - GENERAL 237 - JUST COURTS PHOTO ENFORCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE $ 1,229,803 995 $ 1,344,542 - $ 1,507,049 - $ 1,101,051 - 2,239,713 1,905,003 2,538,398 2,077,990 TOTAL SOURCES $ 3,470,511 $ 3,249,545 $ 4,045,447 $ 3,179,041 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE $ 5,298,068 574,960 1,930,832 $ 5,289,149 452,563 3,082,175 $ 5,377,328 438,003 2,418,243 TOTAL USES $ 7,803,860 $ 8,823,887 $ 8,233,574 REV VS ADOPTED VAR % N/A N/A $ $ 448 4.22 (243,491) - 0.4% 0.0% 5.5% -18.1% N/A 172,987 9.1% $ (70,504) -2.2% $ 5,349,053 544,494 2,477,424 $ (59,904) (91,931) 604,751 -1.1% -20.3% 19.6% $ 8,370,971 $ 452,916 Expenditure 5.1% Activity Narrative: The number of cases filed and subsequent case resolutions is expected to continue to increase from FY 2015 Actuals and FY 2016 Forecast in FY 2017. The anticipated Demand for cases filed for FY 2016 Revised was a bit aggressive but will remain for FY 2017 as the Department expects the upward trend to continue. The reduction in expenditures in the special revenue fund is due 586 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget to a correction of allocations within multiple activities and is based on Forecast. The time frame for the result measure was modified for the FY17 strategic plan and therefore historical data is not available. 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 2015 ACTUAL 64.4% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE $ 1,234,605 350 355,791 $ 1,203,925 7,798 254,051 $ 1,203,556 2,485 323,580 $ 1,257,084 7,798 375,952 TOTAL USES $ 1,590,746 $ 1,465,774 $ 1,529,621 $ 1,640,834 10,659 10,342 149.24 FY 2016 REVISED 60.0% $ 10,500 11,000 139.60 FY 2016 FORECAST 73.4% $ 10,703 11,349 142.92 FY 2017 ADOPTED 70.0% 10,848 10,948 151.26 $ REV VS ADOPTED VAR % 10.0% 16.7% 348 (52) (11.66) 3.3% -0.5% -8.4% $ (53,159) (121,901) -4.4% 0.0% -48.0% $ (175,060) -11.9% $ 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. 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 10 days. Number of Forcible Detainer cases resolved. Number of Forcible Detainer (FDET) cases filed. Cost per Forcible Detainer case resolved. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A $ 59.14 $ 56.53 $ 59.49 $ 58.03 $ 100 - GENERAL TOTAL SOURCES $ $ 4,159 4,159 $ $ - $ $ - $ $ - $ $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE $ 3,058,177 381 708,752 $ 3,142,727 8,467 472,489 $ 3,133,043 2,485 630,623 $ 3,033,407 8,467 695,788 $ 109,320 (223,299) 3.5% 0.0% -47.3% TOTAL USES $ 3,767,310 $ 3,623,683 $ 3,766,151 $ 3,737,662 $ (113,979) -3.1% 63,700 63,570 64,100 64,400 FY 2017 ADOPTED 100.0% 63,306 62,697 REV VS ADOPTED VAR % N/A N/A 64,405 64,590 305 190 0.5% 0.3% (1.50) -2.7% - N/A N/A Expenditure Activity Narrative: The time frame for the result measure was modified for the FY17 strategic plan and therefore historical data is not available. 587 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget Injunctions Against Harassment Activity The purpose of the Injunctions Against Harassment Activity is to provide injunctions against harassment (in the workplace) to litigants with cause so that they receive timely and just legal protections. Mandates: A.R.S. §§12-1809 and 12-1810 establish that any court may issue injunctions against harassment and against workplace harassment, respectively, when presented with an appropriate written petition. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % N/A N/A N/A 100.0% N/A N/A Percent of Injuctions Against Harrassment issued within 24 hours. Number of Injunctions Against Harassment 2,390 2,500 2,403 2,500 0.0% issued. Number of Injunctions Against Harassment 2,390 2,500 2,403 2,500 0.0% (INJH) requested. Cost per Injunction Against Harassment issued. $ 281.93 $ 240.64 $ 271.89 $ 273.15 $ (32.52) -13.5% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE 498,027 352 175,443 $ 499,246 7,129 95,213 $ 503,835 2,485 147,028 $ 477,352 7,129 198,396 $ 21,894 (103,183) 4.4% 0.0% -108.4% TOTAL USES 673,822 $ 601,588 $ 653,348 $ 682,877 $ (81,289) -13.5% $ Activity Narrative: The time frame for the result measure was modified for the FY17 strategic plan and therefore historical data is not available. Orders of Protection Activity The purpose of the Orders of Protection Activity is to provide orders of protection to litigants with cause so that they receive timely and just legal protections. Mandates: A.R.S. §13-3602 establishes that any court may issue orders of protection when presented with an appropriate written petition. The court must review the petition to determine whether there is adequate cause to believe that the defendant has committed or is likely to commit an act of domestic violence. If approved the order is filed and dispatched to the Constable or Sheriff for service to the defendant. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Orders of Protection issued within 24 hours. Number of Orders of Protection issued. Number of Orders of Protection (ORDP) requested. Cost per Order of Protection issued. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A 3,657 3,657 3,700 3,700 FY 2017 ADOPTED 100.0% 3,738 3,738 REV VS ADOPTED VAR % N/A N/A 3,700 3,700 - 0.0% 0.0% $ 223.50 $ 195.89 $ 205.82 $ 232.17 $ (36.28) -18.5% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE 639,720 181 177,432 $ 662,355 7,129 55,308 $ 635,697 2,485 131,182 $ 653,301 7,129 198,612 $ 9,054 (143,304) 1.4% 0.0% -259.1% TOTAL USES 817,333 $ 724,792 $ 769,364 $ 859,042 $ (134,250) -18.5% $ Activity Narrative: The time frame for the result measure was modified for the FY17 strategic plan and therefore historical data is not available. 588 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 365 days. Number of Small Civil cases resolved. Number of Small Civil (SMCV) cases filed. Cost per Small Civil case resolved. FY 2015 ACTUAL N/A $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE $ 4,417,309 495,460 2,797,019 $ 4,402,996 496,471 2,741,597 $ 4,753,456 533,026 3,076,047 $ 4,474,215 496,471 2,908,155 $ 71,219 166,558 1.6% 0.0% 6.1% TOTAL SOURCES $ 7,709,788 $ 7,641,064 $ 8,362,529 $ 7,878,841 $ 237,777 3.1% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE $ 1,545,301 435 554,110 $ 1,697,312 7,967 320,968 $ 1,562,497 2,485 457,489 $ 1,612,092 7,967 596,212 $ 85,220 (275,244) 5.0% 0.0% -85.8% TOTAL USES $ 2,099,846 $ 2,026,247 $ 2,022,471 $ 2,216,271 $ (190,024) -9.4% 57,756 60,163 36.36 FY 2016 FY 2016 REVISED FORECAST N/A N/A $ 66,000 66,000 30.70 $ 67,638 64,531 29.90 FY 2017 ADOPTED 63.7% $ 65,912 66,528 33.62 REV VS ADOPTED VAR % N/A N/A $ (88) 528 (2.92) -0.1% 0.8% -9.5% Expenditure Activity Narrative: Case filings have shown a significant increase thus far in FY 2016 and are reflected in Forecast. This trend is expected to continue. The time frame for the result measure was modified for the FY17 strategic plan and therefore historical data is not available. Criminal Justice Program The purpose of the Criminal Justice Program is to resolve felony and misdemeanor cases for defendants, victims, and the public so that they are afforded timely and just legal resolutions. Program Results Measure Description Percent of Criminal Traffic cases resolved within 180 days. Percent of Misdemeanor Criminal cases resolved within 180 days. Percent of Misdemeanor DUI cases resolved within 180 days. FY 2015 ACTUAL 76.0% FY 2016 REVISED 77.0% FY 2016 FORECAST 77.7% FY 2017 ADOPTED 80.0% 57.6% 61.0% 59.8% 66.0% 5.0% 8.2% 63.3% 70.0% 64.1% 70.0% 0.0% 0.0% Activities that comprise this program include: • Criminal Traffic • Misdemeanor DUI • REV VS ADOPTED VAR % 3.0% 3.9% 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. 589 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 76.0% FY 2016 REVISED 77.0% 35,681 36,856 37,000 38,000 $ 42.86 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE 997,374 672 531,394 $ 1,205,211 7,798 825,054 $ 1,529,440 $ 2,038,063 TOTAL USES FY 2016 FORECAST 77.7% $ 55.08 FY 2017 ADOPTED 80.0% 35,414 37,861 $ 46.90 REV VS ADOPTED VAR % 3.0% 3.9% 34,828 37,292 $ (2,172) (708) -5.9% -1.9% 6.99 12.7% 48.10 $ $ 1,039,822 2,485 618,675 $ 1,235,364 7,798 431,924 $ (30,153) 393,130 -2.5% 0.0% 47.6% $ 1,660,982 $ 1,675,086 $ 362,977 17.8% 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. Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Misdemeanor Criminal cases 57.6% 61.0% 59.8% 66.0% 5.0% 8.2% resolved within 180 days. Number of Misdemeanor Criminal cases 13,017 13,000 11,412 13,100 100 0.8% resolved. Number of Misdemeanor Criminal (MCAD) 13,544 13,500 12,102 13,648 148 1.1% cases filed. Cost per Misdemeanor Criminal case resolved. $ 160.70 $ 144.97 $ 174.04 $ 160.19 $ (15.22) -10.5% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE $ 8,527,398 225,152 1,557,313 $ 7,764,231 235,312 1,730,000 $ 7,728,848 220,635 1,577,687 $ 8,126,804 235,312 1,676,108 $ 362,573 (53,892) 4.7% 0.0% -3.1% TOTAL SOURCES $ 10,309,863 $ 9,729,543 $ 9,527,170 $ 10,038,224 $ 308,681 3.2% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE $ 1,735,254 880 355,733 $ 1,670,561 9,136 204,888 $ 1,680,768 2,485 302,838 $ 1,687,159 9,136 402,151 $ (16,598) (197,263) -1.0% 0.0% -96.3% TOTAL USES $ 2,091,867 $ 1,884,585 $ 1,986,091 $ 2,098,446 $ (213,861) -11.3% Expenditure 590 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 63.3% FY 2016 REVISED 70.0% $ 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE 463,418 315 177,487 $ 507,504 7,129 95,339 $ 480,194 2,485 148,296 $ 455,623 7,129 198,100 $ 51,881 (102,761) 10.2% 0.0% -107.8% TOTAL USES 641,220 $ 609,972 $ 630,975 $ 660,852 $ (50,880) -8.3% $ 591 $ 7,590 8,259 83.13 REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 70.0% 8,161 8,298 78.57 $ 8,000 9,300 76.25 FY 2016 FORECAST 64.1% $ 8,000 8,948 82.61 $ (352) (6.36) 0.0% -3.8% -8.3% Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 17,825,008 $ 13,511,769 FY 2016 Revised Budget $ 17,825,008 $ 13,511,769 Adjustments: Agenda Item: Reallocations Reallocation Between Depts Reallocate Funding for EDMS Project Manager to Ent Tech $ $ - (116,068) FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Allocation out to F245 for Benefit Increases Net Increase Other Personnel and Services Internal Service Charges Increase Discretionary Telecom Risk Management Adjustment Base Telecom Adjustment Personnel Additions and Related Costs Add 2 New Trainers Add 2 New Video Court Positions Personnel Savings Increase Vacancy Savings from 4.83% to 5.07% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Reallocate Rent for 3 Justice Courts to Non Recurring Reallocation Between Funds Increase Allocation out to F245 for 2 New Trainers (116,068) $ (116,068) $ 17,708,940 $ 13,511,769 Agenda Item: $ $ $ (110,932) 50,294 $ 10,459 $ 147,170 120,433 $ (70,254) $ $ $ (500,327) $ (147,170) 421,809 $ 442,540 (21,920) 1,189 351,394 $ (60,638) 10,459 - 9,182 195,042 267,603 - (70,254) - - $ (647,497) $ (500,327) (147,170) FY 2017 Tentative Budget Percent Change from Baseline Amount $ Adjustments: Agenda Item: Reallocations Reallocation Between Depts Reallocate Funding for EDMS Project Manager to Ent Tech FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ 190,301 190,301 - 17,834,646 $ 13,702,070 0.7% 1.4% (22,415) $ (22,415) - (22,415) $ 592 - 17,812,231 $ 13,702,070 0.6% 1.4% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Justice Courts General Fund (100) (continued) Expenditures Revenue NON-RECURRING FY 2016 Adopted Budget $ 512,000 $ - FY 2016 Revised Budget $ 512,000 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Reallocations Reallocation Between Functions Reallocate Rent for 3 Justice Courts from Operating - (512,000) $ - $ - $ 500,327 500,327 $ - $ 500,327 $ - Agenda Item: $ 500,327 FY 2017 Adopted Budget g Justice Courts Judicial Enhancement Fund (204) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 737,183 $ 737,183 FY 2016 Revised Budget $ 737,183 $ 737,183 FY 2017 Baseline Budget $ 737,183 $ 737,183 3,957 $ 3,938 19 (3,957) $ 9,623 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Training & Education Personnel Savings Increase Vacancy Savings from 0.00% to 4.73% Agenda Item: $ $ $ 9,623 $ (13,580) (13,580) FY 2017 Adopted Budget Percent Change from Baseline Amount $ 593 737,183 $ 0.0% - 737,183 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 1,195,094 $ 1,268,798 $ 1,268,798 $ 1,229,303 $ 1,413,713 Sources: Operating Total Sources: $ $ 726,689 726,689 $ $ 737,183 737,183 $ $ 737,183 737,183 $ $ 758,949 758,949 $ $ 737,183 737,183 Uses: Operating Total Uses: $ $ 692,464 692,464 $ $ 737,183 737,183 $ $ 737,183 737,183 $ $ 574,539 574,539 $ $ 737,183 737,183 Structural Balance $ 34,225 $ - $ - $ 184,410 $ - Accounting Adjustments $ (16) $ - $ - $ - $ - 1,268,798 1,268,798 $ $ 1,268,798 1,268,798 $ $ 1,413,713 1,413,713 $ $ 1,413,713 1,413,713 Expenditures Revenue Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,229,303 1,229,303 $ $ Justice Courts Photo Enforcement Fund (237) NON-RECURRING FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 9,000 9,000 $ 774 774 $ 9,000 $ 774 Adjustments: Non Recurring Other Non Recurring One-time Eligible Expenditures Agenda Item: $ 9,000 FY 2017 Adopted Budget g Justice Courts Photo Enforcement Fund (237) Fund Balance Summary FY 2016 ADOPTED FY 2015 ACTUAL FY 2016 FORECAST FY 2016 REVISED FY 2017 ADOPTED $ 7,195 $ 158 $ 158 $ 8,226 $ 8,226 $ $ $ - $ $ - $ $ - $ $ 1,030 1,030 $ 774 774 Uses: Non-Recurring Total Uses: $ - $ - $ - $ - $ 9,000 9,000 Structural Balance $ 1,030 $ - $ - $ - $ - Accounting Adjustments $ 1 $ - $ - $ - $ - $ $ 8,226 8,226 $ $ 158 158 $ $ 158 158 $ $ 8,226 8,226 $ $ - Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 594 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 6,379,000 $ 6,379,000 FY 2016 Revised Budget $ 6,379,000 $ 6,379,000 $ 116,068 116,068 $ 116,068 116,068 $ 6,495,068 $ 6,495,068 $ 147,170 147,170 $ 147,170 147,170 - Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2017 Baseline Budget Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Increase Allocation in from F100 for 2 New Trainers Agenda Item: $ $ 147,170 FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Increase Allocation in from F100 for EDMS Manager Increase Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ $ 6,642,238 $ 2.3% 6,642,238 2.3% $ 22,415 22,415 $ - $ - $ 22,415 22,415 6,664,653 $ 2.6% 6,664,653 2.6% 22,415 FY 2017 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON-RECURRING FY 2016 Adopted Budget $ 105,250 $ - FY 2016 Revised Budget $ 105,250 $ - (105,250) $ (105,250) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Courtroom Video Equipment $ - $ - $ 100,000 100,000 $ - $ 100,000 $ - Agenda Item: $ FY 2017 Adopted Budget g 595 100,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 669,783 $ 669,783 $ 669,783 $ 829,927 $ 1,563,518 Sources: Operating Total Sources: $ $ 6,597,241 6,597,241 $ $ 6,379,000 6,379,000 $ $ 6,379,000 6,379,000 $ $ 7,195,111 7,195,111 $ $ 6,664,653 6,664,653 $ $ $ $ 6,356,270 105,250 6,461,520 $ $ 6,379,000 105,250 6,484,250 $ $ 6,379,000 105,250 6,484,250 $ 6,664,653 100,000 6,764,653 Uses: Operating Non-Recurring Total Uses: $ 6,437,110 6,437,110 Structural Balance $ 160,131 $ - $ - $ 838,841 $ - Accounting Adjustments $ 13 $ - $ - $ - $ - $ $ 829,927 829,927 $ $ 564,533 564,533 $ $ 564,533 564,533 $ $ 1,563,518 1,563,518 $ $ 1,463,518 1,463,518 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 596 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Analysis by Kirstin Chernin - 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: The Department implemented the Youth Assessment System (AZYAS) Dispositional Tool and case plan in FY 2015. No status updates have been available. This goal will be reviewed during the FY 2018 Strategic Business Plan update process. Department Specific By June 2015, the Department will increase overall stakeholder satisfaction with services by 15%. Status: While the Department meets regularly with stakeholders, the Department does not have a method to establish the baseline for external stakeholder satisfaction. This goal will be reviewed during the FY 2018 Strategic Business Plan update process. Safe Communities By June 2015, the Department will reduce overrepresentation of minority youth in secure detention by 10%. Status: The detention population dropped 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 Juvenile Detention Alternative Initiative (JDAI). New data has not been made available since FY 2014. This goal will be reviewed during the FY 2018 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. 597 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Status: 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. More recent data is not available. This goal will be reviewed during the FY 2018 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % DVRN - JUVENILE COURT DIVERSION 27DV - JUVENILE COURT DIVERSION $ $ 2,920,575 $ 2,920,575 $ 2,233,021 $ 2,233,021 $ 2,303,070 $ 2,303,070 $ 2,044,402 $ 2,044,402 $ 2,037,702 $ 2,037,702 $ (265,368) (265,368) -11.5% -11.5% JCUS - JUV DETENTION CUSTODY AND CTRL 27JD - JUVENILE DETENTION $ $ 351,377 $ 351,377 $ 470,000 $ 470,000 $ 470,000 $ 470,000 $ 411,129 $ 411,129 $ 467,000 $ 467,000 $ (3,000) (3,000) -0.6% -0.6% JRPS - JUV RESTITUTION AND PUBLIC SVC JSTD - JUVENILE STANDARD SUPERVISION 27JP - COMMUNITY SUPERVISION $ $ 1,266 $ 285,166 286,432 $ 3,135 $ 602,072 605,207 $ 3,135 $ 617,072 620,207 $ 1,661 $ 362,291 363,952 $ 3,135 $ 544,821 547,956 $ (72,251) (72,251) 0.0% -11.7% -11.6% JVOH - JUVENILE OUT OF HOME CASE MGMT 27JT - JUVENILE TREATMENT $ $ 557,197 $ 557,197 $ 702,452 $ 702,452 $ 717,452 $ 717,452 $ 584,858 $ 584,858 $ 654,609 $ 654,609 $ (62,843) (62,843) -8.8% -8.8% JLED - JUVENILE LAW RELATED EDUCATION 27PR - JUVENILE CRIME PREVENTION $ $ 222,577 $ 222,577 $ 268,681 $ 268,681 $ 308,681 $ 308,681 $ 257,521 $ 257,521 $ 304,876 $ 304,876 $ (3,805) (3,805) -1.2% -1.2% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES 99AS - INDIRECT SUPPORT $ $ 5,866 $ 5,866 $ 6,550 $ 6,550 $ 6,550 $ 6,550 $ 4,588 $ 4,588 $ 7,550 $ 264,459 272,009 $ 1,000 264,459 265,459 15.3% N/A 4052.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 2,955,309 $ 2,955,309 $ 2,428,867 $ 2,428,867 $ 2,428,867 $ 2,428,867 $ 2,806,893 $ 2,806,893 $ 2,430,626 $ 2,430,626 $ 1,759 1,759 0.1% 0.1% TOTAL PROGRAMS $ 7,299,333 $ 6,714,778 $ 6,854,827 $ 6,473,343 $ 6,714,778 $ (140,049) -2.0% 2,027,373 $ 725,721 706,512 3,459,606 $ 2,313,678 $ 722,813 716,629 3,753,120 $ 2,005,219 $ 803,440 669,661 3,478,320 $ 2,004,502 $ 789,729 227,265 3,021,496 $ 2,166,691 $ 846,964 535,435 3,549,090 $ (161,472) (43,524) 134,226 (70,770) -8.1% -5.4% 20.0% -2.0% 2,448,302 $ 24,969,757 2,953,450 926,903 31,298,412 $ 3,296,693 $ 24,208,402 2,879,030 1,105,802 31,489,927 $ 3,388,268 $ 24,356,657 2,949,529 899,078 31,593,532 $ 2,565,320 $ 24,508,736 3,105,371 872,956 31,052,383 $ 3,108,455 $ 24,507,340 3,291,017 910,004 31,816,816 $ 279,813 (150,683) (341,488) (10,926) (223,284) 8.3% -0.6% -11.6% -1.2% -0.7% 2,033,296 $ 294,298 10,234,744 12,562,338 $ 2,240,307 $ 310,112 10,670,304 13,220,723 $ 2,040,901 $ 286,949 9,955,745 12,283,595 $ 1,792,648 $ 303,385 10,816,212 12,912,245 $ 1,731,633 $ 340,216 10,824,002 12,895,851 $ 309,268 (53,267) (868,257) (612,256) 15.2% -18.6% -8.7% -5.0% 548,269 $ 929,865 (2,665) 869,134 2,344,603 $ 551,230 $ 1,021,237 1,086,476 2,658,943 $ 445,500 $ 948,810 40,407 1,247,656 2,682,373 $ 403,238 $ 1,048,378 55,818 1,099,633 2,607,067 $ - $ 1,131,727 79,315 1,403,322 2,614,364 $ 445,500 (182,917) (38,908) (155,666) 68,009 100.0% -19.3% -96.3% -12.5% 2.5% 550,505 $ 381,680 932,185 $ 622,496 $ 388,506 1,011,002 $ 710,593 $ 289,449 1,000,042 $ 619,029 $ 291,350 910,379 $ 489,596 $ 273,216 762,812 $ 220,997 16,233 237,230 31.1% 5.6% 23.7% 1,387,667 $ 1,132,899 615,391 174,539 59,104 955,764 4,325,364 $ 1,391,714 $ 1,165,319 537,619 (186,128) 130,362 59,104 1,019,357 4,117,347 $ 1,394,436 $ 1,218,686 491,973 131,205 79,455 955,534 4,271,289 $ 1,360,503 $ 1,140,770 509,044 103,540 87,643 988,831 4,190,331 $ 1,375,853 $ 1,418,671 525,778 128,981 37,628 966,522 4,453,433 $ 18,583 (199,985) (33,805) 2,224 41,827 (10,988) (182,144) 1.3% -16.4% -6.9% N/A 1.7% 52.6% -1.1% -4.3% - $ 861,485 592,023 1,453,508 $ - $ 889,331 547,137 1,436,468 $ - $ 876,225 592,020 1,468,245 $ 60,816 $ 1,115,257 353,677 1,529,750 $ (60,816) (225,926) 193,460 (93,282) N/A -25.4% 35.4% -6.5% 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 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 RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 757,016 723,612 1,480,628 $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,007,973 $ 1,007,973 $ 1,039,196 $ 1,039,196 $ 1,039,196 $ 1,039,196 $ 1,032,196 $ 1,032,196 $ 1,042,196 $ 1,042,196 $ (3,000) (3,000) -0.3% -0.3% TOTAL PROGRAMS $ 57,411,109 $ 58,743,766 $ 57,784,815 $ 57,194,342 $ 58,664,312 $ (879,497) -1.5% 598 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 3,753,114 3,753,114 FY 2016 ADOPTED $ FY 2016 REVISED $ 3,810,655 3,000 3,813,655 $ $ 453,610 $ 453,610 $ 462,571 462,571 $ $ FY 2016 FORECAST 3,950,704 3,000 3,953,704 $ $ 462,571 $ 462,571 $ REVISED VS ADOPTED VAR % FY 2017 ADOPTED 3,338,365 1,500 3,339,865 $ $ 381,027 $ 381,027 $ 3,808,896 $ 3,000 3,811,896 $ 461,571 461,571 $ $ (141,808) (141,808) -3.6% 0.0% -3.6% (1,000) (1,000) -0.2% -0.2% $ SUBTOTAL $ 3,065,724 3,065,724 $ $ 2,415,647 2,415,647 $ $ 2,415,647 2,415,647 $ $ 2,733,813 2,733,813 $ $ 2,415,647 2,415,647 $ $ - 0.0% 0.0% $ $ $ 14,979 10,685 25,664 $ $ 12,389 6,249 18,638 $ $ 13,220 9,685 22,905 $ $ 13,220 9,685 22,905 $ SUBTOTAL $ 10,802 16,083 26,885 1,759 1,000 2,759 13.3% 10.3% 12.0% ALL REVENUES $ 7,299,333 $ 6,714,778 $ 6,854,827 $ 6,473,343 $ 6,714,778 $ 7,299,333 $ 6,714,778 $ 6,854,827 $ 6,473,343 $ 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST $ 6,714,778 $ FY 2017 ADOPTED (140,049) -2.0% (140,049) -2.0% REVISED VS ADOPTED VAR % 32,400,092 $ 266,822 1,136,195 13,291,193 166,224 (6,586,254) 10,825,949 51,500,221 $ 33,242,703 $ 212,139 707,510 15,432,934 250,229 (7,067,120) 10,703,947 53,482,342 $ 32,770,482 $ 71,697 705,110 15,253,820 249,619 (7,431,529) 10,998,366 52,617,565 $ 32,628,261 $ 260,336 900,431 14,980,732 171,727 (7,373,981) 11,126,394 52,693,900 $ 32,128,290 $ 280,808 810,216 16,152,828 416,343 (7,790,998) 11,546,054 53,543,541 $ 642,192 (209,111) (105,106) (899,008) (166,724) 359,469 (547,688) (925,976) 2.0% -291.7% -14.9% -5.9% -66.8% 4.8% -5.0% -1.8% SUBTOTAL $ 957,535 $ 71,407 46,941 173,839 (86,736) 474,339 1,637,325 $ 1,056,711 $ 85,873 58,612 41,501 (266,736) 280,878 1,256,839 $ 1,041,173 $ 84,477 57,236 39,175 (250,984) 250,982 1,222,059 $ 872,217 $ 63,122 50,656 20,449 (193,554) 296,396 1,109,286 $ 880,819 $ 85,500 119,286 27,545 (259,796) 273,959 1,127,313 $ 160,354 (1,023) (62,050) 11,630 8,812 (22,977) 94,746 15.4% -1.2% -108.4% 29.7% 3.5% -9.2% 7.8% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 379 $ 520,600 536,247 460,932 45,364 1,037,485 133,148 61,359 43,643 2,415 (498,234) 669,382 3,012,720 $ - $ 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 $ - $ 931,038 810,470 411,940 170,134 1,045,751 164,662 97,818 30,534 3,850 (319,981) 491,141 3,837,357 $ - $ 534,815 783,927 336,077 107,915 1,070,510 160,542 91,835 26,321 2,825 (319,977) 501,366 3,296,156 $ - $ 566,508 720,812 531,700 178,402 1,277,864 166,366 96,821 30,419 3,850 (475,026) 615,742 3,713,458 $ 364,530 89,658 (119,760) (8,268) (232,113) (1,704) 997 115 155,045 (124,601) 123,899 N/A 39.2% 11.1% -29.1% -4.9% -22.2% -1.0% 1.0% 0.4% 0.0% 48.5% -25.4% 3.2% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ - $ 111,292 111,292 $ 87,000 $ 25,000 112,000 $ 87,000 $ 20,834 107,834 $ 70,000 $ 25,000 95,000 $ 180,000 $ 100,000 280,000 $ (93,000) (79,166) (172,166) -106.9% -380.0% -159.7% ALL EXPENDITURES $ 56,261,558 $ 58,743,766 $ 57,784,815 $ 57,194,342 $ 58,664,312 $ (879,497) -1.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,149,551 $ 1,149,551 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL USES $ 57,411,109 $ 58,743,766 $ 57,784,815 $ 57,194,342 $ 58,664,312 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 599 (879,497) N/A N/A -1.5% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 5,866 $ 5,866 $ 15,550 $ 15,550 $ 15,550 $ 15,550 $ 10,088 $ 10,088 $ 15,550 $ 15,550 $ $ SOURCES $ 3,754,613 $ 3,754,613 $ 3,811,356 $ 3,811,356 $ 3,951,405 $ 3,951,405 $ 3,339,797 $ 3,339,797 $ 3,811,356 $ 3,811,356 $ (140,049) (140,049) -3.5% -3.5% $ SOURCES $ 3,296,676 $ 3,296,676 $ 2,669,777 $ 2,669,777 $ 2,669,777 $ 2,669,777 $ 2,913,609 $ 2,913,609 $ 2,669,777 $ 2,669,777 $ - 0.0% 0.0% $ SOURCES $ 1,479 $ 1,479 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 2,216 $ 2,216 $ 4,000 $ 4,000 $ - 0.0% 0.0% $ SOURCES $ 14,817 $ 14,817 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ SOURCES $ 225,882 $ 225,882 $ 214,095 $ 214,095 $ 214,095 $ 214,095 $ 207,633 $ 207,633 $ 214,095 $ 214,095 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 7,299,333 $ 7,299,333 $ 6,714,778 $ 6,714,778 $ 6,854,827 $ 6,854,827 $ 6,473,343 $ 6,473,343 $ 6,714,778 $ 6,714,778 $ 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED - (140,049) (140,049) 0.0% 0.0% -2.0% -2.0% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 16,983,118 $ 16,983,118 $ 17,872,534 $ 17,872,534 $ 16,767,534 $ 16,767,534 $ 17,232,776 $ 17,232,776 $ 17,154,428 $ 17,154,428 $ (386,894) (386,894) -2.3% -2.3% $ USES $ 3,721,779 $ 3,721,779 $ 3,811,356 $ 3,811,356 $ 3,951,405 $ 3,951,405 $ 3,339,797 $ 3,339,797 $ 3,811,356 $ 3,811,356 $ 140,049 140,049 3.5% 3.5% $ 2,827,976 $ 283,728 3,111,704 $ 2,669,777 $ 388,353 3,058,130 $ 2,669,777 $ 388,353 3,058,130 $ 2,692,323 $ 388,353 3,080,676 $ 2,669,777 $ 410,888 3,080,665 $ (22,535) (22,535) 0.0% -5.8% -0.7% 8,864 $ 8,864 $ 4,000 $ 4,000 $ 4,000 $ 6,000 10,000 $ 3,047 $ 3,047 $ 4,000 $ 6,007 10,007 $ (7) (7) 0.0% -0.1% -0.1% 32,245,934 $ 1,225,943 33,471,877 $ 33,607,736 $ 33,607,736 $ 33,607,736 $ 33,607,736 $ 33,157,112 $ 33,157,112 $ 34,219,259 $ 34,219,259 $ (611,523) (611,523) -1.8% N/A -1.8% USES $ 30,784 $ 82,983 113,767 $ 214,095 $ 175,915 390,010 $ 214,095 $ 175,915 390,010 $ 205,019 $ 175,915 380,934 $ 214,095 $ 174,502 388,597 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 55,818,455 $ 1,592,654 $ 57,411,109 $ 58,179,498 $ 564,268 $ 58,743,766 $ 57,214,547 $ 570,268 $ 57,784,815 $ 56,630,074 $ 564,268 $ 57,194,342 $ 58,072,915 $ 591,397 $ 58,664,312 $ 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON RECURRING NON PROJECT FUND TOTAL 229 JUVENILE RESTITUTION OPERATING NON RECURRING NON PROJECT FUND TOTAL 255 DETENTION OPERATIONS OPERATING JUVENILE KITCHEN EQUIP FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ $ USES $ $ USES $ $ 600 1,413 1,413 (858,368) (21,129) (879,497) 0.0% 0.8% 0.4% -1.5% -3.7% -1.5% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Program and Activity PROGRAM/ACTIVITY COMMUNITY SUPERVISION 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 6.00 38.70 145.84 190.54 6.00 38.70 144.84 189.54 6.00 34.20 144.74 184.94 6.00 34.50 145.44 185.94 6.00 34.50 141.24 181.74 .30 (3.50) (3.20) 0.0% 0.9% (2.4%) (1.7%) 4.00 11.00 15.00 30.00 8.00 10.00 13.00 31.00 8.00 10.00 13.00 31.00 8.00 10.00 13.00 31.00 8.00 10.00 13.00 31.00 - 0.0% 0.0% 0.0% 0.0% 33.33 8.50 8.80 50.63 37.13 8.50 8.80 54.43 33.63 9.50 8.80 51.93 33.63 9.50 8.80 51.93 33.63 10.50 8.80 52.93 1.00 1.00 0.0% 10.5% 0.0% 1.9% 10.80 5.60 16.40 10.80 4.70 15.50 9.40 3.20 12.60 9.40 3.20 12.60 6.40 3.20 9.60 (3.00) (3.00) (31.9%) 0.0% (23.8%) 23.00 295.43 25.00 12.00 355.43 18.00 307.43 25.00 14.00 364.43 19.00 308.43 25.00 11.00 363.43 19.00 305.43 25.00 11.00 360.43 21.00 299.93 25.00 11.00 356.93 2.00 (8.50) (6.50) 10.5% (2.8%) 0.0% 0.0% (1.8%) 16.63 11.33 18.14 46.10 689.10 16.63 11.33 20.14 .10 48.20 703.10 16.63 8.33 20.14 1.10 46.20 690.10 16.63 8.33 20.14 1.10 46.20 688.10 16.63 23.67 1.10 41.40 673.60 (8.33) 3.53 (4.80) (16.50) 0.0% (100.0%) 17.5% 0.0% (10.4%) (2.4%) 601 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist 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 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 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 2016 ADOPTED 2.00 6.00 6.00 3.00 26.00 220.10 1.00 1.00 12.00 1.00 2.00 18.00 4.00 1.00 34.00 1.00 6.00 6.00 4.00 1.00 2.00 14.00 2.00 2.00 2.00 1.00 6.00 225.00 38.00 4.00 3.00 2.00 1.00 44.00 2.00 703.10 FY 2016 FY 2016 REVISED FORECAST 2.00 2.00 6.00 6.00 3.00 3.00 26.00 26.00 218.10 220.10 1.00 1.00 1.00 1.00 12.00 12.00 1.00 1.00 2.00 2.00 18.00 18.00 4.00 4.00 1.00 1.00 33.00 33.00 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 6.00 219.00 219.00 38.00 38.00 4.00 4.00 2.00 2.00 1.00 1.00 41.00 41.00 2.00 2.00 688.10 690.10 FY 2017 REVISED TO ADOPTED VAR % VARIANCE ADOPTED 1.00 (1.00) (50.0%) 0.0% 6.00 N/A 0.0% 3.00 0.0% 26.00 (2.50) (1.1%) 217.60 0.0% 1.00 0.0% 1.00 0.0% 12.00 0.0% 1.00 0.0% 2.00 15.00 (3.00) (16.7%) (25.0%) 3.00 (1.00) 0.0% 1.00 N/A 0.0% 33.00 0.0% 1.00 6.00 0.0% 0.0% 6.00 0.0% 4.00 0.0% 1.00 0.0% 6.00 0.0% 2.00 0.0% 14.00 0.0% 2.00 (1.00) (50.0%) 1.00 0.0% 2.00 0.0% 1.00 0.0% 6.00 (7.00) (3.2%) 212.00 0.0% 38.00 (2.00) (50.0%) 2.00 0.0% 2.00 0.0% 1.00 N/A 2.4% 42.00 1.00 0.0% 2.00 (2.4% ) 673.60 (16.50) FY 2015 ADOPTED 271.00 53.00 361.10 4.00 689.10 FY 2016 ADOPTED 273.00 53.00 373.10 4.00 703.10 FY 2016 FY 2016 REVISED FORECAST 266.00 267.00 47.00 47.00 373.10 370.10 4.00 4.00 690.10 688.10 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 267.00 1.00 0.4% 38.00 (9.00) (19.1%) 364.60 (8.50) (2.3%) 4.00 0.0% 673.60 (16.50) (2.4% ) Staffing by Fund 100 227 255 275 DEPARTMENT/FUND GENERAL JUVENILE PROBATION GRANTS DETENTION OPERATIONS JUVENILE PROBATION DIVERSION Department Total Significant Variance Analysis In FY 2017, 16.50 Full Time Equivalent (FTE) regular positions that were vacant for longer than a year were inactivated. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $355,252 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by ($51,175) for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. 602 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • • • • • Department Strategic Plans and Budgets Juvenile Probation Increase Regular Benefits by $128,442 for the impact of the changes in retirement contribution rates. Decrease Internal Service Charges by $113,189 for the impact of the changes in risk management charges. Increase Internal Service Charges by $74,608 for the impact of the changes in the base level telecommunication charges. Increase Internal Service Charges by $9,336 for the impact of the changes in the radio charges. Decrease Personnel by $248,197 for changes in pay rates. Decrease Personnel by $150,018 for the elimination of vacant positions. Increase Allocation Out by $502,204 for the change in Indirect Services Costs to Detention Operations Fund (255). Decrease Expenditures by $167,711 for the reallocation to Superior Court for pay rate adjustments. Decrease Personnel Savings by $111,182 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 11.55% in FY 2016 to 11.33% in FY 2017. Juvenile Probation Grants Fund (227) • Increase Regular Benefits by $62,046 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by ($20,088) for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $18,372 for the impact of the changes in retirement contribution rates. • Decrease Personnel Savings by $398,368 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 14.01% in FY 2016 to 5.33% in FY 2017. • Decrease Personnel by $611,555 for the elimination of regular and vacant positions. • Increase Expenditures by $152,857 to reflect an expected Increase in grant awards for FY 2017. Juvenile Probation Special Fees Fund (228) Non Recurring • Increase Expenditures by $410,888 for the use of fund balance to cover operating costs. Detention Fund (229) Non Recurring • Increase Expenditures by $6,007 for the use of fund balance to cover operating costs. Detention Fund (255) Operating • Increase Regular Benefits by $491,104 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by ($70,848) for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $130,925 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $125,157 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $96,906 for the impact of the changes in the base level telecommunication charges. 603 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • • • Department Strategic Plans and Budgets Juvenile Probation Increase Internal Service Charges by $12,125 for the impact of the changes in the radio charges. Increase Personnel Savings by $147,932 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 9.66% in FY 2016 to 10.41% in FY 2017. Decrease Expenditures by $5,300 for the reduction in Travel. Increase Expenditures by $981 for Other Supplies and Services. Increase Expenditures by $111,100 for Rent and Operating Leases. Decrease Personnel by $384,585 for the elimination of vacant positions. Increase Allocation In by $502,204 for the change in Indirect Services Costs from the General Fund (100). Juvenile Probation Diversion Fund (275) Operating • Increase Regular Benefits by $5,233 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $2,466 for the impact of the changes in retirement contribution rates. • Decrease Expenditures by $8,246 for Other Personal Services. • Increase Expenditures by $1,413 for the restoration of Operating costs. • Increase Personnel by $2,355 for changes in pay rates. • Increase Personnel Savings by $3,221 based on prior year’s actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 1.17% in FY 2016 to 1.96% in FY 2017, Juvenile Probation Diversion Fund (275) Non Recurring • Increase Expenditures by $174,502 for the use of fund balance to cover operating costs. Programs and Activities Juvenile Detention Program The purpose of the Juvenile Detention Program is to provide a structured detention setting for juvenile offenders so that they can appear for court hearings and not re-offend upon release into the community. Program Results Measure Description Percent of Detention Alternative participants who do not receive a subsequent referral for delinquency while participating in a detention alternative. Percent of detained youth who received Detention Medical Health services without leaving the facility. Percent of Incidents resulting in an injury to detained youth or detention staff. Percent of detained youth who received Detention Mental Health services without leaving the facility. FY 2015 ACTUAL 82.9% FY 2016 FY 2016 REVISED FORECAST 85.7% 89.4% FY 2017 ADOPTED 89.5% REV VS ADOPTED VAR % 3.7% 4.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 3.4% 2.1% 5.7% 5.7% 3.5% 164.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 604 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2016 FY 2016 REVISED FORECAST 85.7% 89.4% FY 2015 ACTUAL 82.9% $ REV VS ADOPTED VAR % 4.4% 3.7% 2,010 2,228 2,111 2,155 (73) -3.3% 2,010 2,228 2,111 2,155 (73) -3.3% 1,218.06 $ 48,071 2,400,231 $ 2,448,302 $ $ FY 2017 ADOPTED 89.5% 1,520.77 $ 1,215.22 $ 89,050 3,299,218 $ 3,388,268 $ 83,448 2,481,872 $ 2,565,320 $ 1,442.44 $ 288,168 2,820,287 $ 3,108,455 $ $ 78.33 (199,118) 478,931 279,813 5.2% -223.6% 14.5% 8.3% Activity Narrative: The projected number of youth requiring alternatives to detention for these programs and interventions did not increase as anticipated in FY 2016 due to the focus on process improvements instead of program expansions. In FY 2017, the focus will shift back to expansion, causing increased demand for electronic monitoring, evening reporting centers, shelter care, and other detention alternatives. 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. 605 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % 3.4% Percent of Incidents resulting in an injury to 2.1% 5.7% 5.7% 3.5% 164.1% detained youth or detention staff. 4,085 Number of screened youth detained during the 4,000 3,383 3,383 (617) -15.4% reporting period. Number of detained youth (total detained youth 516 500 451 451 (49) -9.8% population) 6,172 Number of youth screened by the Juvenile 6,000 5,591 5,591 (409) -6.8% Detention Assessment Center (JDAC). Total activity expenditures per juvenile $ 4,033.89 $ 4,059.44 $ 4,383.61 $ 4,383.36 $ (323.91) -8.0% detainee during the reporting period. 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES 23,286 378,311 24,568,160 $ 24,969,757 $ 351,377 351,377 9,000 461,000 470,000 $ $ $ $ 5,500 405,629 411,129 8,000 459,000 467,000 $ 22,745 481,277 24,003,318 $ 24,507,340 $ $ $ $ (1,000) (2,000) (3,000) -11.1% -0.4% -0.6% (868) (21,577) (128,238) (150,683) -4.0% -4.7% -0.5% -0.6% Expenditure $ 21,877 459,700 23,875,080 $ 24,356,657 $ 22,996 343,020 24,142,720 $ 24,508,736 $ $ $ Activity Narrative: New practices that were implemented in the latter part of FY 2015 (call in warrant process, ability for law enforcement to call Detention before bringing a youth to the doors, and a new screening instrument) became more fully operational in FY 2016. These practices led to a reduction in the number of youth screened and detained. This trend is expected to continue in FY 2017. 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 2015 ACTUAL 100.0% $ FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 79,645 78,000 77,124 76,355 (1,645) -2.1% 79,645 78,000 77,124 76,355 (1,645) -2.1% 37.08 $ 2,953,450 $ 2,953,450 $ 37.81 $ 2,949,529 $ 2,949,529 $ 40.26 $ 3,105,371 $ 3,105,371 43.10 $ (5.29) -14.0% $ 3,291,017 $ 3,291,017 $ $ (341,488) (341,488) -11.6% -11.6% $ Activity Narrative: The number of Medical Health Services delivered has declined as the detention population has declined. The Department is anticipating a decrease commensurate with the decline in the detention population for FY 2017. However, the decline may not be as great as anticipated based on the needs of youth in detention. 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. 606 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates: A.R.S. §8-272, 8-273, and 8-341.01 establishes residential treatment services to address the child's behavioral, psychological, social or mental health needs. A.R.S. §8-342 establishes that before commitment to the department of juvenile corrections, every child shall be given a medical examination. Measure Type Result Output Demand 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 2015 ACTUAL 100.0% 255 - DETENTION OPERATIONS TOTAL USES FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 4,623 5,700 5,713 5,713 13 0.2% 4,623 5,700 5,713 5,713 13 0.2% $ 200.50 $ 157.73 $ 152.80 $ 159.29 $ (1.55) -1.0% $ $ 926,903 926,903 $ $ 899,078 899,078 $ $ 872,956 872,956 $ $ 910,004 910,004 $ $ (10,926) (10,926) -1.2% -1.2% 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 2015 ACTUAL 75.1% FY 2016 FY 2016 REVISED FORECAST 78.1% 75.7% FY 2017 ADOPTED 78.1% REV VS ADOPTED VAR % (0.1%) -0.1% 79.7% 81.3% 80.5% 82.0% 0.8% 0.9% 80.7% 76.6% 75.2% 75.2% (1.4%) -1.9% 88.6% 89.5% 86.9% 86.9% (2.6%) -2.9% 74.4% 75.4% 78.2% 80.4% 5.0% 6.7% 86.3% 85.6% 84.9% 84.9% (0.7%) -0.8% 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. 607 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 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 2015 ACTUAL 75.1% $ FY 2016 FY 2016 REVISED FORECAST 78.1% 75.7% FY 2017 ADOPTED 78.1% REV VS ADOPTED VAR % (0.1%) -0.1% 79.7% 81.3% 80.5% 82.0% 0.8% 0.9% 7,942 7,215 7,380 7,380 165 2.3% 7,942 7,215 7,380 7,380 165 2.3% 255.27 $ 277.92 $ 271.61 $ 293.59 $ (15.67) -5.6% $ 1,829,131 208,571 $ 2,037,702 $ $ (265,368) (265,368) -12.7% 0.0% -11.5% $ $ (127,057) 169,443 (127,578) (76,280) (161,472) -17.7% 15.5% 1712.9% -38.2% -8.1% Revenue 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL SOURCES $ 2,697,908 222,667 $ 2,920,575 $ 2,094,499 208,571 $ 2,303,070 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ 1,841,841 202,561 $ 2,044,402 Expenditure 827,346 1,162,079 37,948 $ 2,027,373 716,593 $ 837,493 1,096,544 915,250 (7,448) 63,866 199,530 187,893 $ 2,005,219 $ 2,004,502 843,650 927,101 120,130 275,810 $ 2,166,691 $ Activity Narrative: The Department has experienced a slight increase in the number of youth eligible for Juvenile Court Diversion. However, it is not anticipated that there will be any significant change in FY 2017. 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. 608 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Measure Description Percent of juveniles that completed Drug Diversion successfully in the quarter Percent of juveniles that completed Drug Diversion successfully and were not referred to court for a delinquent referral. Number of new juveniles receiving Drug Diversion Services during the month. Number of eligible juveniles required to participate in Drug Diversion Services during the month Total Activity Expenditure (per participant) to provide Drug Diversion services during the reporting period. FY 2015 ACTUAL 74.4% FY 2016 FY 2016 REVISED FORECAST 75.4% 78.2% REV VS ADOPTED VAR % 5.0% 6.7% FY 2017 ADOPTED 80.4% 86.3% 85.6% 84.9% 84.9% (0.7%) -0.8% 1,343 1,535 1,308 1,308 (227) -14.8% 1,343 1,535 1,308 1,308 (227) -14.8% $ 540.37 $ 523.41 $ 603.77 $ 647.53 $ (124.11) -23.7% $ 323,764 355,862 46,095 725,721 $ 336,296 374,313 92,831 803,440 $ 325,099 370,415 94,215 789,729 $ 408,287 384,712 53,965 846,964 $ (71,991) (10,399) 38,866 (43,524) -21.4% -2.8% 41.9% -5.4% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ Activity Narrative: Referrals for drug offenses declined in the first six months of FY 2016 compared to the same period in FY 2015. However, the recent increases suggest this trend may be leveling off, but no increase in youth is expected for FY 2017. 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 2015 ACTUAL 80.7% FY 2016 FY 2016 REVISED FORECAST 76.6% 75.2% REV VS ADOPTED VAR % (1.4%) -1.9% FY 2017 ADOPTED 75.2% 88.6% 89.5% 86.9% 86.9% (2.6%) -2.9% 1,468 1,310 1,436 1,436 126 9.6% 1,468 1,280 1,436 1,436 156 12.2% $ 481.28 $ 511.19 $ $ 264,316 412,472 29,724 706,512 $ 152,982 419,030 97,649 669,661 $ 158.26 $ 372.87 $ 138.33 27.1% (293,038) $ 421,477 98,826 227,265 $ 43,524 433,089 58,822 535,435 $ 109,458 (14,059) 38,827 134,226 71.5% -3.4% 39.8% 20.0% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ Activity Narrative: The Department’s implementation of new policies in FY 2015 and FY 2016 have led to more consistency. As referrals continue to drop overall, it is expected that the increase in Output and Demand for Teen Court over initial FY 2016 expectations will be countered by a decrease in other Early Intervention activities. 609 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 98.5% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 1.5% 1.5% 97.4% 98.5% 97.4% 97.4% (1.2%) -1.2% 96.6% 96.8% 97.0% 97.1% 0.3% 0.3% Activities that comprise this program include: • Juvenile Law Related Education • Juvenile Truancy Reduction Juvenile Law Related Education Activity The purpose of the Juvenile Law Related Education Activity is to provide law related education and educational opportunities to youth attending schools with Safe Schools and/or Teen Court Programs so they can learn about the legal system. Mandates: Discretionary services. 610 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 98.5% 100.0% Percent of youth who attended law related 100.0% 1.5% 1.5% education that report an increased awareness of the legal system (survey results). Percent of youth who attended law related 97.4% 98.5% 97.4% 97.4% (1.2%) -1.2% education that report a feeling of safety while on school campus Number of youth participants (volunteers) in 26,877 32,276 26,445 26,445 (5,831) -18.1% Teen Court plus the number of LRE Youth contacts 914 1,075 Number of Law Related Education Hours 860 860 (215) -20.0% delivered Number of youth requesting Teen Court 4,460 4,532 4,266 4,266 (266) -5.9% Volunteer training plus the Safe Schools population. Number of Law Related Education Hours 914 1,075 860 860 (215) -20.0% requested Total activity expenditures per youth who $ 20.48 $ 22.02 $ 23.41 $ 18.51 $ 3.50 15.9% receives LRE, attends Teen Court Volunteer Training, or is a volunteer in Teen Court during the reporting period. Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 222,577 222,577 $ $ 308,681 308,681 $ $ 257,521 257,521 $ $ 304,876 304,876 $ $ (3,805) (3,805) -1.2% -1.2% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 153,166 397,339 550,505 $ 252,774 457,819 710,593 $ 267,394 351,635 619,029 $ 259,923 229,673 489,596 $ (7,149) 228,146 220,997 -2.8% 49.8% 31.1% Expenditure $ $ $ $ $ Activity Narrative: The Department's ability to provide Law Related Education and Training (LRE) decreased again in FY 2016 due to the reduction of grant funding that resulted in the loss of two positions. It is expected that the ability of the Department to provide LRE hours will not increase in FY 2017. 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 ACTUAL 96.6% FY 2016 FY 2016 REVISED FORECAST 96.8% 97.0% FY 2017 ADOPTED 97.1% REV VS ADOPTED VAR % 0.3% 0.3% 853 766 797 804 38 5.0% 1,042 846 1,204 1,240 394 46.6% $ 447.46 $ 377.87 $ 365.56 $ 339.82 $ 38.05 10.1% $ 175,595 206,085 381,680 $ 200,044 89,405 289,449 $ 203,833 87,517 291,350 $ 181,681 91,535 273,216 $ 18,363 (2,130) 16,233 9.2% -2.4% 5.6% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ $ $ $ Activity Narrative: Truancy referrals are up 69% in the first six months of FY 2016 compared to the same time in FY 2015. This is the result of one school district (57 Elementary Schools, 12 Junior High Schools, 6 High Schools, and 2 Alternative High Schools) beginning to send their truancy referrals to 611 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation. The increase in truancy referrals is expected to continue into FY 2017 resulting in more youth eligible for the truancy reduction programs. Community Supervision Program The purpose of the Community Supervision Program is to provide appropriate levels of community supervision to adjudicated juveniles who have been placed on probation so they can become law abiding members of the community. Program Results Measure Description Percent of juveniles without a subsequent adjudication (including VOP) during the fiscal year for offenses that occurred while supervised on JIPS. Percent of juveniles who did not reoffend with a new delinquent referral during the quarter. Percent of juveniles who did not reoffend with a new delinquent referral within the quarter while supervised under Standard Supervision. Percent of juveniles without a subsequent adjudication (including VOP) in the fiscal year for offenses that occurred while supervised on Standard supervision. Percent of youth accepted to JCORPS. Percent of JCORPS participants who earned restitution or community service hours. FY 2015 ACTUAL 58.3% FY 2016 FY 2016 REVISED FORECAST 56.4% 56.4% FY 2017 ADOPTED 56.4% REV VS ADOPTED VAR % 0.0% 0.0% 76.1% 76.3% 76.4% 76.4% 0.2% 0.2% 85.4% 83.8% 86.0% 86.0% 2.2% 2.7% 77.5% 70.3% 70.3% 72.9% 2.6% 3.8% 99.2% 82.2% 99.4% 78.1% 99.3% 77.6% 99.3% 77.6% (0.1%) (0.5%) -0.1% -0.6% 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. 612 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Measure Description Percent of juveniles without a subsequent adjudication (including VOP) during the fiscal year for offenses that occurred while supervised on JIPS. Percent of juveniles who did not reoffend with a new delinquent referral during the quarter. Number of new juveniles supervised on Juvenile Intensive Probation Supervision (JIPS) status as ordered by the Court New juveniles added/placed on Juvenile Intensive Probation Supervision (JIPS) status as ordered by the Court Total expenditures per juvenile placed on Juvenile Intensive Probation Supervision (JIPS) status FY 2015 ACTUAL 58.3% $ FY 2016 FY 2016 FORECAST REVISED 56.4% 56.4% FY 2017 ADOPTED 56.4% 76.1% 76.3% 76.4% 76.4% 412 377 368 412 377 368 4,935.18 $ 5,413.53 $ 4,871.33 REV VS ADOPTED % VAR 0.0% 0.0% 0.2% 0.2% 368 (9) -2.4% 368 (9) -2.4% 4,705.52 $ 708.01 13.1% $ 1,675,106 56,527 $ 1,731,633 $ 301,786 7,482 309,268 15.3% 11.7% 15.2% $ Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 2,011,536 21,760 $ 2,033,296 $ 1,976,892 64,009 $ 2,040,901 $ 1,764,046 28,602 $ 1,792,648 $ Activity Narrative: The number of youth on intensive supervision has declined from anticipated levels in FY 2016. However, the Department anticipates more frequent considerations for Juvenile Intensive Supervision as an alternative to State Corrections and Out of Home Placement, which could slow the reduction of the supervised population. Juvenile Restitution and Public Service Activity The purpose of the Juvenile Restitution and Public Service Activity is to provide appropriate supervision and opportunities to perform community service to juveniles so they can make amends to their victim(s) and the community. Mandates: A.R.S. §8-321 establishes that the juvenile court in cooperation with the County Attorney may choose to divert juvenile offenders – so long as the offense is not violent or repeat – from the standard court proceedings to alternative processes. Measure Type Result Result Output Output Demand Expenditure Ratio Measure Description Percent of youth accepted to JCORPS. Percent of JCORPS participants who earned restitution or community service hours. Number of youth who are accepted to participate in Juvenile Restitution & Public Service (JCORPS) Number of youth who participate in Juvenile Restitution & Public Service (JCORPS). Number of youth who apply for acceptance to Juvenile Restitution & Public Service (JCORPS) Total activity expenditures per juvenile that participates in Juvenile Restitution & Public Service opportunities. FY 2015 ACTUAL 99.2% 82.2% FY 2016 FY 2016 FORECAST REVISED 99.4% 99.3% 78.1% 77.6% FY 2017 ADOPTED 99.3% 77.6% REV VS ADOPTED VAR % (0.1%) -0.1% (0.5%) -0.6% 1,346 1,411 1,315 1,315 (96) -6.8% 1,106 1,104 1,020 1,020 (84) -7.6% 1,357 1,419 1,324 1,324 (95) -6.7% (73.63) -28.3% $ 266.09 $ 259.92 $ 297.44 $ 333.55 $ 229 - JUVENILE RESTITUTION TOTAL SOURCES $ $ 1,266 1,266 $ $ 3,135 3,135 $ $ 1,661 1,661 $ $ 3,135 3,135 $ $ 100 - GENERAL 229 - JUVENILE RESTITUTION TOTAL USES $ 285,434 8,864 294,298 $ 276,949 10,000 286,949 $ 300,338 3,047 303,385 $ 330,209 10,007 340,216 $ Revenue - 0.0% 0.0% Expenditure $ $ 613 $ $ $ (53,260) (7) (53,267) -19.2% -0.1% -18.6% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Juvenile Standard Supervision Activity The purpose of the Juvenile Standard Supervision Activity is to provide appropriate supervision, monitoring and community referrals to youth (placed on Standard Probation) and families so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. Mandates: A.R.S. §12-269 and 8-353 require counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of juveniles who did not reoffend with a new delinquent referral within the quarter while supervised under Standard Supervision. Percent of juveniles without a subsequent adjudication (including VOP) in the fiscal year for offenses that occurred while supervised on Standard supervision. Number of new juveniles supervised on Juvenile Standard Supervision status as ordered by the Court each month. Number of new juveniles added/placed on Juvenile Standard Supervision status as ordered by the Court each month. Total activity expenditures per juvenile placed on Juvenile Standard Supervision status. FY 2015 ACTUAL 85.4% FY 2016 FY 2016 REVISED FORECAST 86.0% 83.8% FY 2017 ADOPTED 86.0% REV VS ADOPTED VAR % 2.2% 2.7% 77.5% 70.3% 70.3% 72.9% 2.6% 3.8% 2,239 2,184 2,047 2,148 (36) -1.6% 2,239 2,184 2,047 2,148 (36) -1.6% $ 4,571.12 $ 4,558.49 $ 5,283.93 $ 5,039.11 $ (480.62) -10.5% $ 45,272 225,077 14,817 285,166 $ 369,072 248,000 617,072 $ 187,825 174,466 362,291 $ 296,821 248,000 544,821 $ (72,251) (72,251) -19.6% 0.0% N/A -11.7% $ 7,264,653 478,684 3,080,665 $ 10,824,002 $ (927,846) 82,124 (22,535) (868,257) -14.6% 14.6% -0.7% -8.7% 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE 255 - DETENTION OPERATIONS TOTAL SOURCES $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES $ 6,781,649 341,391 3,111,704 $ 10,234,744 $ $ $ $ Expenditure $ 6,336,807 560,808 3,058,130 $ 9,955,745 $ 7,315,982 419,554 3,080,676 $ 10,816,212 $ Activity Narrative: The Department is not expecting any substantive change in the number of juveniles supervised as a result of fewer youth being referred to the Juvenile Court. However, an increased focus on youth being considered for commitment to the Arizona Department of Juvenile Corrections and proposed legislation related to Juvenile Intensive Probation Supervision may have an impact on the number of youth served. In addition, the Department remains actively engaged in the development of a more structured case plan geared towards 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. These proposals are expected to reduce recidivism for youth on Standard Supervision. General Fund (100) • Increase in Allocation In by $65,568 from Adult Probation for Communication Center. 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. 614 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results 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. 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 2015 ACTUAL 83.3% FY 2016 FY 2016 REVISED FORECAST 83.3% 91.9% FY 2017 ADOPTED 89.0% REV VS ADOPTED % VAR -3.2% (2.9%) 99.0% 99.5% 98.6% 98.9% (0.7%) -0.7% 76.1% 79.5% 79.5% 77.1% (2.4%) -3.1% 95.5% 95.5% 94.6% 94.8% (0.7%) -0.7% Activities that comprise this program include: • Juvenile Out of Home Case Management • Juvenile Sex Offender Case Management 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 2015 ACTUAL 83.3% FY 2016 FY 2016 REVISED FORECAST 91.9% 83.3% FY 2017 ADOPTED 89.0% REV VS ADOPTED VAR % (2.9%) -3.2% 99.0% 99.5% 98.6% 98.9% (0.7%) -0.7% 579 743 385 601 (142) -19.1% 579 743 385 601 (142) -19.1% $ 1,501.09 $ 1,679.21 $ 2,856.19 $ 2,334.98 $ (655.76) -39.1% 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 557,197 557,197 $ $ 717,452 717,452 $ $ 584,858 584,858 $ $ 654,609 654,609 $ $ (62,843) (62,843) -8.8% -8.8% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 573,509 295,625 869,134 $ 919,922 327,734 $ 1,247,656 $ $ 1,090,588 312,734 $ 1,403,322 $ (170,666) 15,000 (155,666) -18.6% 4.6% -12.5% Revenue Expenditure $ 819,441 280,192 $ 1,099,633 $ 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 contracts. However, as the demand for out of home services remains constant and the number of youth in foster care increases, it is anticipated that the Department will return to levels slightly about FY 2015. 615 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Expenditure FY 2016 FY 2017 Measure FY 2015 FY 2016 REV VS ADOPTED ADOPTED VAR Description ACTUAL REVISED FORECAST % Percent of youth who do not receive a 79.5% 77.1% (2.4%) -3.1% 76.1% 79.5% subsequent adjudication (including VOP) while supervised by the Special Supervision Unit Percent of youth who did not reoffend with a 95.5% 95.5% 94.6% (0.7%) -0.7% 94.8% new delinquent referral within the quarter. Number of new youth adjudicated of a sexual 101 106 95 -7.5% 98 (8) offense and supervised by the Special Supervision Unit (SSU) 103 (9) 98 -8.0% Number of youth adjudicated of a sexual 95 112 offense Total activity expenditure per youth supervised $ 9,206.58 $ 8,951.04 $ 11,035.56 $ 11,548.23 $ (2,597.20) -29.0% by the Special Supervision Unit (SSU) 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ 847,044 82,821 929,865 $ $ 868,315 80,495 948,810 $ 933,568 114,810 $ 1,048,378 $ 973,780 157,947 $ 1,131,727 $ $ (105,465) (77,452) (182,917) -12.1% -96.2% -19.3% Activity Narrative: The number of youth adjudicated with a sexual offense was not as high as anticipated in FY 2016. This caused the number of youth supervised to also be Forecasted lower than expected. However, upcoming changes in the supervision of out of County youth are expected to result in a slight increase in youth supervised by the Special Supervision Unit (SSU). The percent of youth who do not receive a subsequent adjudication while supervised by the SSU is not expected to change significantly due to the historically low recidivism with this group of youth. 616 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer 17,872,534 $ 15,550 $ (1,105,000) $ (1,105,000) - $ 16,767,534 $ 15,550 $ 875,000 $ 875,000 - $ 17,642,534 $ 15,550 $ 432,519 $ 355,252 (51,175) 128,442 (316,278) $ (248,197) - 9,336 (113,189) 74,608 111,182 - (150,018) (604,347) $ (167,711) - (502,204) - 65,568 - Agenda Item: MEMO FY 2016 Revised Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer $ Agenda Item: MEMO FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease due to Changes in Pay Rates Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Decrease Vacancy Savings from11.55% to 11.33% Vacant Position Elimination Reallocations Jud Branch Interdeptl Transfer MEMO Reallocation to Superior Court for Pay Rate Adjustments Realloc between Juvenile Funds Increase Allocation Out to Detention Fund for Indirect Services Costs Reallocation Between Depts Increase Allocation In From Adult Probation for Communications Center FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ $ (248,197) 111,182 $ $ (167,711) $ (502,204) $ 65,568 $ 617 17,154,428 $ -2.8% 15,550 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 16 Grant Recon $ 3,811,356 $ 3,811,356 $ 140,049 $ 140,049 140,049 140,049 $ 3,951,405 $ 3,951,405 $ (140,049) $ (140,049) $ 3,811,356 $ 3,811,356 $ 60,330 $ 62,046 (20,088) 18,372 (213,187) $ 398,368 - (611,555) 152,857 $ 152,857 - 3,811,356 $ 0.0% 3,811,356 0.0% Agenda Item: C-27-16-004-2-00 FY 2016 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 16 Grant Recon Agenda Item: C-27-16-004-2-00 FY 2017 Baseline Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Personnel Savings Decrease Vacancy Savings from 14.01% to 5.33% Vacant Position Elimination Grants Grant Reconciliation (140,049) (140,049) Agenda Item: $ $ 398,368 $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ Juvenile Probation Grants Fund (227) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 412,912 $ 412,912 $ 412,912 $ 445,751 $ 445,751 Sources: Operating Total Sources: $ $ 3,754,613 3,754,613 $ $ 3,811,356 3,811,356 $ $ 3,951,405 3,951,405 $ $ 3,339,797 3,339,797 $ $ 3,811,356 3,811,356 Uses: Operating Total Uses: $ $ 3,721,779 3,721,779 $ $ 3,811,356 3,811,356 $ $ 3,951,405 3,951,405 $ $ 3,339,797 3,339,797 $ $ 3,811,356 3,811,356 Structural Balance $ 32,834 $ - $ - $ - $ - Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 445,751 445,751 $ $ 412,912 412,912 $ $ 412,912 412,912 $ $ 445,751 445,751 $ $ 445,751 445,751 618 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Special Fees Fund (228) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,669,777 $ 2,669,777 FY 2016 Revised Budget $ 2,669,777 $ 2,669,777 FY 2017 Baseline Budget $ 2,669,777 $ 2,669,777 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 2,669,777 $ 0.0% 2,669,777 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 388,353 $ - FY 2016 Revised Budget $ 388,353 $ - $ (388,353) $ (388,353) - $ - $ - $ 410,888 $ 410,888 - $ 410,888 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Use of Fund Balance to Cover Operating Costs Agenda Item: $ 410,888 FY 2017 Adopted Budget Percent Change from Baseline Amount Juvenile Probation Special Fees Fund (228) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 1,364,967 $ 420,940 $ 420,940 $ 1,549,932 $ 1,382,865 Sources: Operating Total Sources: $ $ 3,296,676 3,296,676 $ $ 2,669,777 2,669,777 $ $ 2,669,777 2,669,777 $ $ 2,913,609 2,913,609 $ $ 2,669,777 2,669,777 $ $ $ $ 2,692,323 388,353 3,080,676 $ $ 2,669,777 388,353 3,058,130 $ $ 2,669,777 388,353 3,058,130 $ 2,669,777 410,888 3,080,665 $ - $ - $ 221,286 $ - (7) $ - $ - $ - $ - 32,587 32,587 $ $ 32,587 32,587 $ $ 1,382,865 1,382,865 $ $ 971,977 971,977 Uses: Operating Non-Recurring Total Uses: $ 2,827,976 283,728 3,111,704 Structural Balance $ 468,700 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,549,932 1,549,932 $ $ 619 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Juvenile Probation Restitution Fund (229) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 4,000 $ 4,000 FY 2016 Revised Budget $ 4,000 $ 4,000 FY 2017 Baseline Budget $ 4,000 $ 4,000 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 4,000 $ 0.0% 4,000 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Non Recurring Juvenile Restitution Fund Adjust $ - $ - $ 6,000 $ 6,000 - $ 6,000 $ - $ (6,000) $ (6,000) - $ - $ - $ 6,007 $ 6,007 - $ 6,007 $ - Agenda Item: C-27-16-008-2-00 FY 2016 Revised Budget Adjustments: Non Recurring Juvenile Restitution Fund Adjust Agenda Item: C-27-16-008-2-00 FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Use of Fund Balance to Cover Operating Costs Agenda Item: $ 6,007 FY 2017 Adopted Budget Percent Change from Baseline Amount Juvenile Probation Restitution Fund (229) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 51,241 $ 46,623 $ 46,623 $ 43,856 $ 43,025 Sources: Operating Total Sources: $ $ 1,479 1,479 $ $ 4,000 4,000 $ $ 4,000 4,000 $ $ 2,216 2,216 $ $ 4,000 4,000 $ 8,864 8,864 $ $ $ 3,047 3,047 $ $ 4,000 6,000 10,000 $ $ 4,000 4,000 $ 4,000 6,007 10,007 - $ - $ (831) $ - 46,623 46,623 $ $ 40,623 40,623 $ $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (7,385) $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 43,856 43,856 $ $ 620 43,025 43,025 $ $ 37,018 37,018 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Detention Fund (255) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 33,607,736 $ - FY 2016 Revised Budget $ 33,607,736 $ - FY 2017 Baseline Budget $ 33,607,736 $ - $ 551,181 $ 491,104 (70,848) 130,925 (441,862) $ 106,781 - 12,125 (125,157) 96,906 (147,932) - (384,585) 502,204 $ 502,204 - 34,219,259 $ 1.8% - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Travel Increase Other Supplies and Services Increase Rent and Operating Leases Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 9.66% to 10.41% Vacant Position Elimination Reallocations Realloc between Juvenile Funds Increase Allocation In from General Fund for Indirect Services Cost $ $ $ (5,300) 981 111,100 (147,932) $ $ 502,204 FY 2017 Adopted Budget Percent Change from Baseline Amount $ Juvenile Probation Diversion Fund (275) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 214,095 $ 214,095 FY 2016 Revised Budget $ 214,095 $ 214,095 FY 2017 Baseline Budget $ 214,095 $ 214,095 $ 7,699 $ 5,233 2,466 (7,699) $ (4,478) - (3,221) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Personal Services Restoration of Operating Costs Increase Due to Pay Rate Change Personnel Savings Increase Vacancy Savings from 1.17% to 1.96% Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ (8,246) 1,413 2,355 $ (3,221) $ 621 214,095 $ 0.0% 214,095 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 175,915 $ - FY 2016 Revised Budget $ 175,915 $ - $ (175,915) $ (175,915) - $ - $ - $ 174,502 $ 174,502 - $ 174,502 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Use of Fund Balance to Cover Operating Costs Agenda Item: $ 174,502 FY 2017 Adopted Budget Percent Change from Baseline Amount Juvenile Probation Diversion Fund (275) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 696,714 $ 576,306 $ 576,306 $ 808,826 $ 635,525 Sources: Operating Total Sources: $ $ 225,882 225,882 $ $ 214,095 214,095 $ $ 214,095 214,095 $ $ 207,633 207,633 $ $ 214,095 214,095 $ $ $ 205,019 175,915 380,934 $ $ 214,095 175,915 390,010 $ $ 214,095 175,915 390,010 $ $ 30,784 82,983 113,767 $ 214,095 174,502 388,597 Structural Balance $ 195,098 $ - $ - $ 2,614 $ - Accounting Adjustments $ (3) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 400,391 400,391 $ $ 400,391 400,391 $ $ 635,525 635,525 $ $ 461,023 461,023 Uses: Operating Non-Recurring Total Uses: 808,826 808,826 $ $ 622 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Management and Budget Management and Budget Analysis by Jack L. Patton, Principal Analyst Summary Mission The mission of the Office of Management and Budget (OMB) is to provide a sustainable, structurally balanced budget to the Board of Supervisors and County Manager so 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 June 30, 2019 Maricopa County will keep growth of operational expenditures subject to the expenditure limit under the growth of the expenditure limit. Status: The expenditure limit continues to be a challenge for Maricopa County. In an effort to meet this goal, the county is currently pursuing debt financing of large capital projects. As such, it is anticipated that operational expenditures will be at or below the limit in FY 2017. Fiscal Strength and Responsibility By June 30, 2022, the Maricopa County budgeted mandate payments to/cost shifts from the State of Arizona will be 10.7% overall compared to 11.6% in the FY 2016 Adopted Budget of $2,234,405,833. Status: The County continues to communicate with the State regarding the detrimental impact of mandated cost shifts. Although there were additional shifts in FY 2016, at this time the mandated payments as a percentage of the overall recommended budget for FY 2017 is 11.11% of the overall budget of $2,356,007,976. Fiscal Strength and Responsibility By the end of 2022, Maricopa County’s General Fund Operating reserves will equal two months of the prior year’s operating expenditures. Status: For FY 2017, the budgeted operating reserves of $198,241,823 is at two months of the adopted FY 2016 General Fund Operating expense of $1,183,450,935. 623 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED % VAR FY 2017 ADOPTED USES $ $ 2,008,320 $ 2,008,320 $ 2,253,611 $ 2,253,611 $ 2,207,930 $ 2,207,930 $ 2,098,480 $ 2,098,480 $ 2,150,084 $ 2,150,084 $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 1,242 $ 9,684 108,357 119,283 $ - $ 163,203 163,203 $ - $ 208,884 208,884 $ - $ 145,726 145,726 $ - $ 258,942 258,942 $ (50,058) (50,058) N/A N/A -24.0% -24.0% INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 8,117 $ 5,688 13,805 $ 9,720 $ 4,622 14,342 $ 9,720 $ 4,622 14,342 $ 8,834 $ 4,615 13,449 $ 17,410 $ 4,720 22,130 $ (7,690) (98) (7,788) -79.1% -2.1% -54.3% TOTAL PROGRAMS $ 2,141,408 $ 2,431,156 $ 2,431,156 $ 2,257,655 $ 2,431,156 $ $ 57,846 57,846 2.6% 2.6% BDMF - BUDGET DEV MON FORECASTING 49PB - PLANNING AND BUDGETING - 0.0% Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED 1,333,582 $ 415,426 266,110 2,015,118 $ 1,371,031 $ 448,286 157,814 200,559 2,177,690 $ 1,375,403 $ 449,131 106,916 200,559 2,132,009 $ 1,295,804 $ 415,701 155,916 (89) 198,086 2,065,418 $ 1,397,458 $ 482,516 25,200 208,313 2,113,487 $ (22,055) (33,385) 81,716 (7,754) 18,522 -1.6% -7.4% 76.4% N/A -3.9% 0.9% $ SUBTOTAL $ 789 $ 789 $ 10,290 $ 10,290 $ 10,290 $ 10,290 $ 5,079 $ 5,079 $ 34,092 $ 34,092 $ (23,802) (23,802) -231.3% -231.3% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 100,115 $ 8,764 13,876 1,912 601 23 210 125,501 $ 2,141,408 $ 111,393 $ 8,000 3,000 32,198 8,000 3,400 400 76,785 243,176 $ 2,431,156 $ 158,005 $ 8,000 3,000 32,198 7,069 3,400 400 76,785 288,857 $ 2,431,156 $ 117,516 $ 7,779 3,000 21,278 1,562 3,469 439 120 31,995 187,158 $ 2,257,655 $ 186,373 $ 8,000 3,000 24,546 10,000 13,891 500 37,267 283,577 $ 2,431,156 $ (28,368) 7,652 (2,931) (10,491) (100) 39,518 5,280 - -18.0% 0.0% 0.0% 23.8% -41.5% -308.6% -25.0% N/A 51.5% 1.8% 0.0% TOTAL USES $ 2,141,408 $ 2,431,156 $ 2,431,156 $ 2,257,655 $ 2,431,156 $ SUPPLIES 0801 - GENERAL SUPPLIES - 0.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FUND TOTAL USES $ 2,141,408 $ 2,141,408 $ 2,431,156 $ 2,431,156 $ 2,431,156 $ 2,431,156 $ 2,257,655 $ 2,257,655 $ 2,431,156 $ 2,431,156 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,141,408 $ 2,141,408 $ 2,431,156 $ 2,431,156 $ 2,431,156 $ 2,431,156 $ 2,257,655 $ 2,257,655 $ 2,431,156 $ 2,431,156 $ - 0.0% 0.0% 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 .30 1.30 - - - - - N/A N/A N/A 16.70 16.70 18.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 - 0.0% 0.0% 0.0% 624 Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED 1.00 1.00 11.00 2.00 2.00 1.00 18.00 FY 2016 ADOPTED FY 2015 ADOPTED 18.00 18.00 FY 2016 ADOPTED 19.00 19.00 1.00 8.00 3.00 3.00 1.00 2.00 1.00 19.00 FY 2016 REVISED 1.00 7.00 4.00 3.00 1.00 2.00 1.00 19.00 FY 2016 FORECAST 1.00 7.00 4.00 3.00 1.00 2.00 1.00 19.00 FY 2017 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% 1.00 14.3% (1.00) (25.0%) 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2016 FY 2016 REVISED FORECAST 19.00 19.00 19.00 19.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 19.00 0.0% 19.00 0.0% Staffing Variance Analysis The department decreased the number of Budget Analyst Seniors by one and increased the number of Budget Analysts by one for a net personnel increase of zero. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $24,680 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $521 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $150 for the impact in retirement contribution rates. • Decrease other servies by $521 based on actual and forecasted levels. • Increase Internal Service Charges by $98 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $7,694 for the impact of the changes in base level telecommunication charges. • Increase vacancy savings by $31,580 to take the rate from 2.17% to 3.72%, consistent with vacancy trend. 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. 625 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of appropriated budgets with expenditures within budget at the end of the fiscal year. Percent of activities with actual expenditures at the end of the fiscal year within 5% of the mid-year forecast. FY 2015 ACTUAL 98.1% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 49.3% 70.0% FY 2017 ADOPTED 100.0% 70.0% REV VS ADOPTED VAR % 0.0% 0.0% 70.0% 0.0% 0.0% Activities that comprise this program include: • Budget Development, Monitoring and Forecasting Budget Development, Monitoring and Forecasting Activity The purpose of the Budget Development, Monitoring and Forecasting Activity is to provide budget services to the Board of Supervisors, Maricopa County Departments, and Districts so they can provide their services to their constituents in a financially effective manner and meet their Board approved budget. Mandates: Administrative mandate. Measure Type Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Expenditure Measure Description Percent of appropriated budgets with expenditures within budget at the end of the fiscal year. Percent of activities with actual expenditures at the end of the fiscal year within 5% of the mid-year forecast. Number of appropriated budgets monitored and forecasted. Number of budgeted activities monitored and forecasted. Number of appropriated budgets established by the Board of Supervisors/Board of Directors. Number of activities to be budgeted. Expenditure per appropriated budget monitored and forecasted. Expenditure per budgeted activity monitored and forecasted. 100 - GENERAL TOTAL USES FY 2015 ACTUAL 98.1% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 49.3% 70.0% 70.0% 70.0% 339 312 312 801 816 369 312 0.0% 0.0% 310 (2) -0.6% 816 815 (1) -0.1% 312 310 (2) -0.6% $ 845 5,924.25 $ 816 7,076.70 $ 816 6,725.90 $ 815 6,935.75 $ (1) 140.94 -0.1% 2.0% $ 2,507.27 $ 2,705.80 $ 2,571.67 $ 2,638.14 $ 67.66 2.5% $ 2,150,084 $ 2,150,084 $ $ 57,846 57,846 2.6% 2.6% $ 2,008,320 $ 2,008,320 $ 2,207,930 $ 2,207,930 $ 2,098,480 $ 2,098,480 Activity Narrative: The decrease in the Budget Development, Monitoring and Forecast Activity is due to realigning activities to more accurately reflect the services provided by the department. 626 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,431,156 $ - FY 2016 Revised Budget $ 2,431,156 $ - FY 2017 Baseline Budget $ 2,431,156 $ - $ 24,309 $ 24,680 (521) 150 (24,309) $ (521) 98 7,694 (31,580) - 2,431,156 $ 0.0% - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Risk Management Adjustment Base Telecom Adjustment Personnel Savings Adjust Vacancy Savings from 2.17% to 3.72% Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (31,580) $ 627 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Analysis by Lauren M. Cochran, Management and Budget Supervisor 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: Following a Request for Information, the Office of Enterprise Technology and the Office of the Medical Examiner have determined that an update of the current system is best solution. The FY 2017 Budget includes funding for this upgrade along with maintenance. 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: Nine (9) of ten (10) Medical Examiners, Forensic Anthropologist and Forensic Odonatologist are certified and licensed. The most recent Medical Examiner on staff will take the Forensic Pathology Board during 2016. Nineteen (19) of twenty (20) Medicolegal Death Investigators (MDI) are currently certified by the American Board of Medicolegal Death Investigations (ABMDI). The most recent MDI will be eligible to take the ABMDI certification test in the Spring of 2016. Application for National Association of Medical Examiners (NAME) was submitted on December 31, 2015 with an anticipated inspection date of early Spring 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 71.9% of Medical Examiner Reports within 90 days. It is anticipated that this completion rate will be maintained with current staffing levels. Once fully staffed with thirteen (13) Medical Examiners, the completion rate is expected to increase to 90%. 628 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 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 2016 ADOPTED 335,640 81,014 12,828 429,482 TOTAL PROGRAMS $ $ FY 2016 REVISED $ 320,000 71,730 391,730 (5,247) $ (5,247) $ $ FY 2016 FORECAST $ 320,000 71,730 8,406 400,136 $ $ - $ $ - $ $ FY 2017 ADOPTED 348,664 63,556 10,214 422,434 $ REVISED VS ADOPTED VAR % $ 330,000 55,730 8,851 394,581 $ $ (1,809) $ (1,809) $ - $ $ 10,000 (16,000) 445 (5,555) 3.1% -22.3% 5.3% -1.4% - N/A N/A 424,235 $ 391,730 $ 400,136 $ 420,625 $ 394,581 $ (5,555) -1.4% 278,035 3,732,937 1,526,019 1,264,102 88,447 865,618 7,755,158 $ 275,987 4,022,291 1,578,424 1,242,436 75,625 885,225 8,079,988 $ $ 269,583 3,676,042 1,712,240 1,284,907 70,473 883,781 7,897,026 $ 296,297 4,166,075 2,127,335 1,402,906 77,832 1,039,877 9,110,322 $ $ 287,711 4,003,142 1,665,000 1,265,844 78,664 905,173 8,205,534 (8,586) (162,933) (462,335) (137,062) 832 (134,704) (904,788) -3.0% -4.1% -27.8% -10.8% 1.1% -14.9% -11.0% 70,083 363,340 63,633 497,056 $ 72,760 $ 303,463 (10,370) 64,642 40,301 470,796 $ 72,760 303,463 64,642 40,301 481,166 $ (1,325) (4,641) (1,337) (76,865) (84,168) -1.8% -1.5% N/A -2.1% -190.7% -17.5% $ -74.4% -20.4% -30.2% 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 RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ $ $ 69,560 313,639 65,067 30,071 478,337 $ $ $ 142,092 142,092 $ 43,730 196,987 240,717 $ 43,730 196,987 240,717 $ 45,794 196,984 242,778 $ $ - $ $ - $ $ - $ $ - TOTAL PROGRAMS $ 8,394,306 $ 8,791,501 $ 8,927,417 $ 8,618,141 74,085 308,104 65,979 117,166 565,334 $ $ $ $ $ $ 76,277 237,222 313,499 $ (32,547) (40,235) (72,782) $ $ 417,879 417,879 $ $ (417,879) (417,879) N/A N/A $ 10,407,034 $ (1,479,617) -16.6% Sources by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 7,581 7,581 $ $ - $ $ 8,406 8,406 $ $ 8,406 8,406 $ $ 8,851 8,851 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 416,654 416,654 $ $ 8,335 403,885 412,220 $ $ 385,730 385,730 $ $ 20,000 371,730 391,730 $ $ 20,000 371,730 391,730 $ $ SUBTOTAL $ - $ $ - $ $ - $ $ (1) $ (1) $ - $ $ ALL REVENUES $ 424,235 $ 391,730 $ 400,136 $ 420,625 $ 394,581 $ (5,555) -1.4% TOTAL SOURCES $ 424,235 $ 391,730 $ 400,136 $ 420,625 $ 394,581 $ (5,555) -1.4% MISCELLANEOUS 0645 - INTEREST EARNINGS 629 $ 445 445 (20,000) 14,000 (6,000) - 5.3% 5.3% -100.0% 3.8% -1.5% N/A N/A Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 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 $ FY 2015 ACTUAL FY 2016 ADOPTED 5,453,805 103,305 1,818,868 34,636 39,827 7,450,441 $ 69,830 229,294 27,085 1,056 327,265 $ $ 5,698,036 87,046 1,981,436 21,830 40,301 7,828,649 $ 80,500 299,848 34,000 11,000 425,348 $ $ $ $ 48,838 126,588 12,607 120,583 568 181,855 40,603 19,548 9,785 16,368 577,343 $ $ FY 2016 REVISED $ 5,805,343 87,046 1,997,436 21,830 40,301 7,951,956 $ 80,500 299,848 34,000 11,000 425,348 $ $ $ $ 37,000 84,448 13,446 97,500 228,633 34,500 11,000 9,200 21,777 537,504 39,257 39,257 $ $ ALL EXPENDITURES $ 8,394,306 TOTAL USES $ 8,394,306 FY 2016 FORECAST $ 5,469,839 65,142 1,852,372 21,746 40,145 7,449,244 $ 90,299 294,804 21,335 11,000 417,438 $ $ $ $ 37,000 88,651 13,446 97,500 228,633 37,857 16,049 9,200 21,777 550,113 - $ $ $ 8,791,501 $ 8,791,501 FY 2017 ADOPTED $ 6,065,081 65,946 2,261,622 94,993 41,008 8,528,650 $ 75,261 301,848 24,000 11,000 412,109 $ $ $ $ 45,218 258,863 12,707 100,584 231,156 49,812 15,409 8,629 29,081 751,459 - $ $ $ 8,927,417 $ 8,927,417 REVISED VS ADOPTED VAR % $ $ (259,738) 21,100 (264,186) (73,163) (707) (576,694) -4.5% 24.2% -13.2% -335.1% -1.8% -7.3% 5,239 (2,000) 10,000 13,239 6.5% -0.7% 29.4% 0.0% 3.1% 0.0% -369.9% -13.5% -55.1% N/A -33.9% -24.4% -26.2% 0.0% -55.1% N/A -90.7% $ $ 37,000 416,548 15,258 151,227 306,105 47,101 20,250 9,200 33,777 12,500 1,048,966 $ (327,897) (1,812) (53,727) (77,472) (9,244) (4,201) (12,000) (12,500) (498,853) - $ $ 417,309 417,309 $ $ (417,309) (417,309) N/A N/A $ 8,618,141 $ 10,407,034 $ (1,479,617) -16.6% $ 8,618,141 $ 10,407,034 $ (1,479,617) -16.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FUND TOTAL SOURCES $ 416,654 416,654 $ $ 391,730 391,730 $ $ 391,730 391,730 $ $ 412,220 412,220 $ $ 385,730 385,730 $ $ $ FUND TOTAL SOURCES $ 7,581 7,581 $ $ - $ $ 8,406 8,406 $ $ 8,405 8,405 $ $ 8,851 8,851 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 424,235 424,235 $ $ 391,730 391,730 $ $ 400,136 400,136 $ $ 420,625 420,625 $ $ 394,581 394,581 $ $ 224 MEDICAL EXAMINER GRANTS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT OME CASE MANAGEMENT OME CASE RECORDS FY 2015 ACTUAL $ FUND TOTAL USES $ 8,386,725 8,386,725 $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 224 MEDICAL EXAMINER GRANTS OPERATING $ FY 2016 ADOPTED FY 2016 REVISED $ $ 8,573,553 217,948 8,791,501 7,581 7,581 $ $ 8,394,306 8,394,306 $ $ $ FY 2016 FORECAST $ $ 8,701,063 217,948 8,919,011 - $ $ 8,573,553 217,948 8,791,501 $ $ $ 630 (6,000) (6,000) 445 445 (5,555) (5,555) FY 2017 ADOPTED $ $ 8,609,735 8,609,735 8,406 8,406 $ $ 8,709,469 217,948 8,927,417 $ $ $ -1.5% -1.5% 5.3% 5.3% -1.4% -1.4% REVISED VS ADOPTED VAR % $ $ 10,033,874 232,800 131,509 10,398,183 $ (1,332,811) 217,948 (232,800) (131,509) (1,479,172) -15.3% 100.0% N/A N/A -16.6% 8,406 8,406 $ $ 8,851 8,851 $ $ (445) (445) -5.3% -5.3% 8,618,141 8,618,141 $ $ $ 10,042,725 364,309 10,407,034 $ $ $ (1,333,256) (146,361) (1,479,617) -15.3% -67.2% -16.6% Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 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% 3.73 25.28 24.75 12.95 .54 16.25 83.50 87.50 3.73 26.28 23.75 12.95 .54 16.25 83.50 87.50 3.77 27.22 23.75 12.95 .56 16.75 85.00 89.00 3.60 24.40 22.80 12.95 .50 16.75 81.00 85.00 3.77 28.72 23.75 13.95 .56 19.25 90.00 94.00 1.50 1.00 2.50 5.00 5.00 0.0% 5.5% 0.0% 7.7% 0.0% 14.9% 5.9% 5.6% FY 2015 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 1.00 .75 7.00 1.00 1.00 .75 1.00 9.00 1.00 1.00 3.00 10.00 21.00 4.00 2.50 12.00 1.50 1.00 1.00 1.00 87.50 FY 2016 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 1.00 .75 7.00 1.00 1.00 .75 1.00 8.50 1.00 1.00 3.00 1.00 11.00 20.00 3.00 2.50 12.00 2.00 1.00 1.00 1.00 87.50 FY 2016 FY 2016 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 1.00 1.00 .75 .75 7.00 7.00 1.00 1.00 1.00 1.00 .75 .75 1.00 1.00 8.00 9.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 11.00 8.00 1.00 2.00 19.00 17.00 3.00 3.00 2.50 2.50 12.50 12.50 2.50 2.50 1.00 1.00 1.00 1.00 1.00 1.00 89.00 85.00 FY 2017 REVISED TO ADOPTED 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% 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% 11.00 3.00 37.5% (1.00) (100.0%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 1.00 50.0% 1.00 0.0% 11.00 0.0% N/A 1.00 0.0% 19.00 0.0% 3.00 0.0% 3.00 .50 20.0% 14.50 2.00 16.0% 2.00 (.50) (20.0%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 94.00 5.00 5.6% FY 2015 ADOPTED 87.50 87.50 FY 2016 ADOPTED 87.50 87.50 FY 2016 REVISED 89.00 89.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 94.00 5.00 5.6% 94.00 5.00 5.6% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Services Mgr Administrative Staff Supv Administrative Supervisor Chief Medical Examiner Deputy Chief Medical Examiner Director - Medical Examiner Forensic Anthropologist Forensic Chemist Forensic Chemist Senior Forensic Chemist Supervisor Forensic Odontologist Forensic Services Supervisor Forensic Technician Forensic Technician Senior Human Resources Analyst Laboratory Histotechnician Laboratory Manager Laboratory Technician Medical Death Investigations Manager Medical Examiner Medical Examiner Medicolegal Death Investig Sr Medicolegal Death Investigator Medicolegal Death Investigator Supv Office Assistant Office Assistant Specialized Photographer Photographer Supervisor Procurement Specialist Social Worker Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2016 FORECAST 85.00 85.00 Significant Variance Analysis There is a net addition of 5.0 FTE. In order to reach NAME accreditation as well as manage increased autopsy caseloads, 2.0 FTE Forensic Technicians and 1.0 Laboratory Technician were added. Digital conversion of case records and reports required an additional 0.5 FTE Office Assistant. Two (2.0) FTE Case Information Specialists were added due to the increase caseload and to assist with evidence 631 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Medical Examiner releases and digital x-rays. A photographer was reduced from 1.0 FTE to 0.5 FTE. The thirteenth Medical Examiner was moved from Non Recurring to Operating. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $119,447 for the impact of the changes in health/dental premium rates. • Increase Personnel Savings by $2,913 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $541 for the impact of the changes in retirement contribution rates. • Decrease Personnel by $66,850 for the net change in Other Personnel Services. • Decrease Personnel Savings by $66,850 from 3.36% to 2.34%. • Increase Internal Services Charges by $40,235 for the impact of changes in risk management charges. • Increase Internal Service Charges by $32,331 for the impact of the changes in the base level telecommunications charges. • Increase Internal Service Charges by $216 for the impact of the changes in the radio charges. • Increase revenues in Other Charges for Services by $14,000 as the Maricopa County Attorney’s Office will be helping the office receive past due payments from funeral homes. • Increase Personnel Services by $172,175 for the Medicolegal Death Investigator Market Adjustment. • Increase Repairs and Maintenance by $17,920 for annual maintenance of the On Base Records Storage System. • Increase Repairs and Maintenance by $35,650 for annual maintenance of the Case Management System. • Increase Personnel Allocation in from the Office of Enterprise Technology by $75,315 for increased Service Level Agreement associated with the On Base Records Storage System. • Increase Personnel Services by $206,882 for costs associated with 1.0 FTE Medical Examiner to assist with increased autopsy caseloads. General Fund (100) OME Case Management • Increase Capital Equipment by $232,800 for costs associated with the new Case Management system. General Fund (100) OME Case Records • Increase Capital Equipment by $131,509 for costs associated with the new On Base Records Management System. 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. 632 Maricopa County Annual Business Strategies FY 2017 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 case reports completed (available for public release) within 45 days Percent of medical examinations completed within 48 hours of admit Percent of case reports completed (available for public release) within 90 days Percent of autopsies performed Percent of cases not admitted (CNA's) Percent of cases where organ/tissue-donations were authorized Percent of case reports completed (available for public release) within 120 days Percent of case reports completed (available for public release) within 60 days Percent of case photographs processed within 1 day of being produced Percent of declined cases (non-jurisdictional cases) Percent of scene arrivals within 2 hours of "case ready for removal" notification Percent of Medicolegal Death Investigation (MDI) reports submitted within 1 day of remains being admitted Percent of decedents released within 1 day of exam Percent of reports transcribed within 7 days of dictation receipt (excluding weekends and holidays) Percent of toxicology tests completed in house of total tests requested Percent of toxicology reports produced within 45 days of exam (excluding weekends and holidays) Percent of microscopic slides produced within 7 days of request 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 toxicology reports produced in 35 days of exam (excluding weekends and holidays) Percent of hours subpoenaed that requires court appearance (excluding weekends and holidays) FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% 24.0% 24.9% 17.5% 25.1% 0.2% 0.6% 49.6% 55.2% 46.4% 67.1% 11.9% 21.5% 51.9% 65.0% 73.9% 90.0% 25.0% 38.5% 71.2% 19.7% 8.5% 70.6% 20.1% 8.4% 73.3% 21.0% 8.1% 76.0% 20.0% 8.5% 5.4% (0.2%) 0.1% 7.6% -0.8% 1.4% 70.1% 75.0% 91.8% 96.9% 21.9% 29.2% N/A 40.0% 24.1% 40.0% (0.0%) -0.0% N/A N/A N/A 90.0% N/A N/A 42.7% 44.0% 41.1% 40.7% (3.3%) -7.5% 55.9% 60.0% 84.3% 92.0% 32.0% 53.3% N/A N/A N/A 92.4% N/A N/A 57.6% 55.9% 56.6% 56.8% 0.9% 1.6% N/A N/A N/A 82.2% N/A N/A 98.0% 97.7% 97.7% 98.1% 0.4% 0.4% 54.9% 55.0% 58.2% 58.8% 3.8% 7.0% 47.9% 55.0% 60.4% 75.0% 20.0% 36.4% 46.2% 47.6% 52.4% 53.4% 5.8% 12.1% N/A 25.1% 21.2% 26.0% 0.9% 3.7% N/A 75.0% 78.6% 79.1% 4.0% 5.4% N/A N/A N/A 37.5% N/A N/A 37.1% 43.2% 47.9% 46.7% 3.5% 8.0% 633 REV VS ADOPTED VAR % 0.0% 0.0% Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results (continued) Measure Description 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) Percent of subpoenas supported within 2 days of receipt (excluding weekends and holidays) FY 2015 ACTUAL 88.2% FY 2016 REVISED 51.6% FY 2016 FORECAST 89.8% FY 2017 ADOPTED 90.5% 7.6% 3.7% 16.1% 9.5% 5.9% 159.3% N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Cremation Authorizations • Decedent Medical Examination • Decedent Medical Investigation • • • REV VS ADOPTED VAR % 38.9% 75.4% 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 FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 23,517 22,370 23,136 23,509 1,139 5.1% $ 23,517 11.82 $ 22,370 12.86 $ 23,136 11.65 $ 23,509 12.60 $ 1,139 0.26 5.1% 2.0% 100 - GENERAL TOTAL SOURCES $ $ 335,640 335,640 $ $ 320,000 320,000 $ $ 348,664 348,664 $ $ 330,000 330,000 $ $ 10,000 10,000 3.1% 3.1% 100 - GENERAL TOTAL USES $ $ 278,035 278,035 $ $ 287,711 287,711 $ $ 269,583 269,583 $ $ 296,297 296,297 $ $ (8,586) (8,586) -3.0% -3.0% Number of cremation authorizations requested Expenditure per cremation authorization Expenditure Activity Narrative: Increased costs associated with cremation authorizations are due to changes in the fixed benefits rate. Revenues are increasing due to the involvement of the County Attorney in collecting back payment owed by funeral homes. 634 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Decedent Medical Examination Activity The purpose of the Decedent Medical Examination Activity is to provide medical examinations, timely case reports, certifications and expert testimony in legal proceedings to families of decedents and the legal and medial 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: 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. 635 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Result Result Result Result Result Result Output Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of case reports completed (available for public release) within 45 days Percent of medical examinations completed within 48 hours of admit Percent of case reports completed (available for public release) within 90 days Percent of autopsies performed Percent of cases not admitted (CNA's) Percent of cases where organ/tissue-donations were authorized Percent of case reports completed (available for public release) within 120 days Percent of case reports completed (available for public release) within 60 days Percent of case photographs processed within 1 day of being produced Number of medical examinations completed Number of organ/tissue donation authorizations FY 2015 ACTUAL 24.0% FY 2016 REVISED 24.9% FY 2016 FORECAST 17.5% FY 2017 ADOPTED 25.1% 49.6% 55.2% 46.4% 67.1% 11.9% 21.5% 51.9% 65.0% 73.9% 90.0% 25.0% 38.5% 71.2% 19.7% 8.5% 70.6% 20.1% 8.4% 73.3% 21.0% 8.1% 76.0% 20.0% 8.5% 5.4% (0.2%) 0.1% 7.6% -0.8% 1.4% 70.1% 75.0% 91.8% 96.9% 21.9% 29.2% N/A 40.0% 24.1% 40.0% (0.0%) -0.0% N/A N/A N/A 90.0% N/A N/A 3,968 418 3,957 417 Number of case photographs processed Number of medical examinations required Number of case photographs processed Expenditure per medical examination $ N/A 4,007 N/A 940.76 $ 100 - GENERAL TOTAL SOURCES $ $ 81,014 81,014 100 - GENERAL TOTAL USES $ 3,732,937 $ 3,732,937 $ $ 4,131 408 N/A 3,957 N/A 1,011.66 $ 71,730 71,730 $ $ 5,100 420 N/A 4,032 N/A 889.87 $ 63,556 63,556 REV VS ADOPTED VAR % 0.2% 0.6% 1,143 3 28.9% 0.7% N/A 0.1% N/A 19.3% 250,104 3,960 250,104 816.88 $ N/A 3 N/A 194.78 55,730 55,730 $ $ (16,000) (16,000) -22.3% -22.3% $ 4,166,075 $ 4,166,075 $ $ (162,933) (162,933) -4.1% -4.1% $ $ Expenditure $ 4,003,142 $ 4,003,142 $ 3,676,042 $ 3,676,042 Activity Narrative: The addition of 2.0 Forensic Technicians and 1.0 Medical Examiner in the operating budget is expected to increase completion rates. The percent of cases completed within 45 days will increase 7.3% over FY 2016 projections. Further, 67% of exams will be completed within 48 hours. While 67% was the goal for FY 2016, vacancies caused the department to fall short. Most notably, the new positions will lead to approximately 97% of cases being completed in 120 days. The increased completion rates will aid the Medical Examiner’s Office in receiving accreditation from NAME. Revenues will decrease due to the cancellation of the Intergovernmental Agreement with the Florida State Attorney’s Office. The Medical Examiner who was to testify in Florida cases has left the Maricopa County Medical Examiner’s Office and therefore no reimbursement of expenses. This is offsent by an increase in revenues due to the involvement of the County Attorney in collecting back payments owed by funeral homes. Base Adjustments: General Fund (100) Operating • Increase Personnel Services by $111,881 for costs associated with 2.0 FTE Forensic Technicians to assist with increased autopsy caseloads. • Increase Personnel Services by $60,775 for the Forensic Technician Market Adjustment. • Increase Utilities by $12,000 for an increase to the Biohazard Trash Services contract. • Decrease revenues and expenditures in the Intergovernmental Charges for Services and Personnel Object Codes by $20,000 due to no longer needing an Intergovernmental Agreement with the Florida State Attorney’s Office. The Medical Examiner providing services to Florida is no longer employed by Maricopa County. 636 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget Decedent Medical Investigation Activity The purpose of the Decedent Medical Investigations Activity is to provide medicolegal death investigative reports and scene photographs to families of decedents and the legal and medical community so they can investigate and prosecute offenders, 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. Measure Type Result Result Result Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of declined cases (non-jurisdictional cases) Percent of scene arrivals within 2 hours of "case ready for removal" notification Percent of Medicolegal Death Investigation (MDI) reports submitted within 1 day of remains being admitted Number of investigations completed Number of MDI reports submitted Number of investigations required Expenditure per investigation FY 2015 ACTUAL 42.7% FY 2016 REVISED 44.0% FY 2016 FORECAST 41.1% FY 2017 ADOPTED 40.7% $ 100 - GENERAL TOTAL USES $ 1,526,019 $ 1,526,019 55.9% 60.0% 84.3% 92.0% 32.0% 53.3% N/A N/A N/A 92.4% N/A N/A 8,633 N/A 8,633 176.77 $ 8,842 N/A 8,842 188.31 $ 8,248 N/A 8,248 207.59 $ -5.9% N/A -5.9% -35.8% -27.8% -27.8% $ 1,665,000 $ 1,665,000 $ 1,712,240 $ 1,712,240 REV VS ADOPTED VAR % (3.3%) -7.5% 8,316 3,960 8,316 255.81 $ (526) N/A (526) (67.51) $ 2,127,335 $ 2,127,335 $ $ (462,335) (462,335) Activity Narrative: The increased funding for the Body Transport Contract is expected to increase the percent of scene arrivals within two (2) hours of ‘case ready for removal” notification by 32% over FY 2016. The pilot project performed in FY 2016 increased this percentage from 60% to 86.1%. Further 637 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget funding of this contract is expected to increase response times by another 5.9%. Investigations are expected to increase slightly over FY 2016 Forecast however they will remain lower that FY 2015 Actuals and FY 2016 Revised due to fewer non-jurisdictional cases being reported. Base Adjustments: General Fund (100) Operating • Increase Other Services by $350,000 for Body Transport Contract. 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 Output Demand Expenditure Ratio Expenditure Measure Description Percent of decedents released within 1 day of exam Percent of reports transcribed within 7 days of dictation receipt (excluding weekends and holidays) Number of exam and toxicology reports transcribed Number of decedents admitted Number of reports requested to be transcribed. Expenditure per report transcribed FY 2015 ACTUAL 57.6% FY 2016 REVISED 55.9% FY 2016 FORECAST 56.6% FY 2017 ADOPTED 56.8% N/A N/A N/A 82.2% $ 107.81 $ 106.98 $ 114.30 100 - GENERAL TOTAL USES $ $ 865,618 865,618 $ $ 905,173 905,173 $ $ 883,781 883,781 REV VS ADOPTED VAR % 0.9% 1.6% N/A N/A 8,029 8,461 7,366 8,004 (457) -5.4% 3,969 8,029 3,960 8,461 3,981 7,732 3,960 8,004 (457) 0.0% -5.4% $ 129.92 $ (22.94) -21.4% $ 1,039,877 $ 1,039,877 $ $ (134,704) (134,704) -14.9% -14.9% Activity Narrative: The department is currently experiencing a backlog as the Medical Transcribers are being trained. The outside contract was ended and transcribers were brought in house. The backlog will be resolved in FY 2017. The present of decedents released within 1 day ox exam is not expected to increase until this backlog is resolved. Base Adjustments: General Fund (100) Operating • Increase Personnel Services by $17,308 for 0.5 FTE Office Assistant to assist with digital conversion of case records and reports. • Increase personnel Services by $103,961 for 2.0 FTE Case Information Specialists to assist with increased caseloads, evidence release and digital x-ray. 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 Medical Examiner’s so they can accurately assess the contribution of drugs, chemical and microscopic findings to the death. 638 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Result Output Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of toxicology tests completed in house of total tests requested Percent of toxicology reports produced within 45 days of exam (excluding weekends and holidays) Percent of microscopic slides produced within 7 days of request 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 toxicology reports produced in 35 days of exam (excluding weekends and holidays) Number of toxicology tests produced Number of total toxicology reports produced Number of microscopic slides produced Number of toxicology tests requested Number of microscopic slides requested Expenditure per test produced FY 2015 ACTUAL 98.0% FY 2016 REVISED 97.7% FY 2016 FORECAST 97.7% FY 2017 ADOPTED 98.1% 54.9% 55.0% 58.2% 58.8% 3.8% 7.0% 47.9% 55.0% 60.4% 75.0% 20.0% 36.4% 46.2% 47.6% 52.4% 53.4% 5.8% 12.1% N/A 25.1% 21.2% 26.0% 0.9% 3.7% N/A 75.0% 78.6% 79.1% 4.0% 5.4% N/A N/A N/A 37.5% N/A N/A (12,797) (746) 3,191 (12,797) 3,191 (6.60) -18.5% -18.3% 41.7% -18.5% 41.7% -36.0% $ 65,147 3,744 7,643 65,147 7,643 19.40 224 - MEDICAL EXAMINER GRANTS TOTAL SOURCES $ $ 12,828 12,828 100 - GENERAL 224 - MEDICAL EXAMINER GRANTS TOTAL USES $ 1,256,521 7,581 $ 1,264,102 $ 69,101 4,070 7,645 69,101 7,645 18.32 $ $ 8,406 8,406 $ 57,979 3,257 10,755 57,979 10,755 22.16 $ $ 10,214 10,214 REV VS ADOPTED VAR % 0.4% 0.4% $ 56,304 3,324 10,836 56,304 10,836 24.92 $ $ $ 8,851 8,851 $ $ $ 1,394,055 8,851 $ 1,402,906 $ 445 445 5.3% 5.3% Expenditure $ 1,257,438 8,406 $ 1,265,844 $ 1,276,501 8,406 $ 1,284,907 $ (136,617) (445) (137,062) -10.9% -5.3% -10.8% Activity Narrative: Due to the addition of 1.0 FTE Laboratory Technician the percent of microscopic slides produced within seven days of exam is expected to increase by 20% over FY 2016. Currently the percent of toxicology reports produced within 30 days of exam are behind expectations. As the autopsy rate continues to increase the production rate is expected to remain low. The number of toxicology tests is decreasing as fewer samples are being tested as a result of process improvements. This refers to the number of tissue samples per body and not the number of bodies tested. Base Adjustments: General Fund (100) Operating • Increase Personnel Services by $56,914 for 1.0 FTE Laboratory Technician to assist with increased autopsy caseloads. 639 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget • Increase Personnel Services by $69,683 for the Forensic Chemist Market Adjustment. Medical Examiner Grant Fund (224) Operating • Increase Revenues and Expenditures by $8,851 for the Paul Coverdell Grant Award. 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 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) Percent of subpoenas supported within 2 days of receipt (excluding weekends and holidays) FY 2015 ACTUAL 37.1% FY 2016 REVISED 43.2% FY 2016 FORECAST 47.9% FY 2017 ADOPTED 46.7% REV VS ADOPTED VAR % 3.5% 8.0% 88.2% 51.6% 89.8% 90.5% 38.9% 75.4% 7.6% 3.7% 16.1% 9.5% 5.9% 159.3% N/A N/A N/A 100.0% N/A N/A 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 $ 690.99 $ 546.28 $ 849.07 $ 926.57 $ 100 - GENERAL TOTAL USES $ $ 88,447 88,447 $ $ 78,664 78,664 $ $ 70,473 70,473 $ $ 77,832 77,832 $ $ 128 144 83 84 (60) -41.7% 157 128 168 144 104 83 108 84 (60) (60) -35.6% -41.7% (380.29) -69.6% 832 832 1.1% 1.1% Activity Narrative: Due to a policy change in FY 2016 it was anticipated that Medical Examiners would spend less time on legal cases. Improved tracking of cases as well as serving subpoenas directly has made the process more efficient but the percent of time spent on criminal cases has not changed due to the complexity of the cases at issue. Medical Examiners are spending less time in court and more time preparing for court. 640 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Revenue Expenditures OPERATING FY 2016 Adopted Budget Adjustments: Employee Salary Adjustments FY 16 Market Study Adjustments 8,573,553 $ 391,730 $ 127,510 127,510 $ - $ 8,701,063 $ 391,730 (127,510) $ (127,510) - $ 391,730 117,075 $ 119,447 (2,913) 541 302,633 $ 302,633 - 1,040,613 $ (86,850) - Agenda Item: C-49-16-019-2-00 FY 2016 Revised Budget Adjustments: Employee Salary Adjustments FY 16 Market Study Adjustments $ Agenda Item: $ C-49-16-019-2-00 $ FY 2017 Baseline Budget Agenda Item: Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Employee Salary Adjustments FY 16 Market Study Adjustments C-49-16-019-2-00 Medicolegal Death Investigator Market Adjustment Forensic Technician Market Adjustment Forensic Chemist Market Adjustment Base Adjustments Other Base Adjustments Operating Costs for OnBase Records Management Operating Costs for Case Management System Increase to Service Level Agreement with Enterprise Technology Body Transport Contract Increase to Biohazard Waste Disposal Contract Cancellation of Intergovernmental Agreement with Florida State Attorney Net Change in Other Personnel Base Adjustment Increases Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Additions and Related Costs 1.0 FTE Medical Examiner 2.0 FTE Forensic Technician 1.0 FTE Laboratory Technician 0.5 FTE Office Assistant 2.0 FTE Case Information Specialists Personnel Savings Decrease Vacancy Savings from 3.36% to 2.34% Fees and Other Revenues ProgRevenue Volume Inc/Dec Cancellation of Intergovernmental Agreement with Florida State Attorney Increase Revenue due to County Attorney Collection Efforts FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ $ 172,175 60,775 69,683 $ $ 17,920 35,650 75,315 350,000 12,000 (20,000) (66,850) $ 206,882 111,881 56,914 17,308 103,961 $ 66,850 $ $ 490,885 216 40,235 32,331 496,946 - 66,850 $ (6,000) (6,000) 10,033,874 $ 17.0% 385,730 -1.5% - (20,000) 14,000 $ 641 8,573,553 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Medical Examiner General Fund (100) (continued) Expenditures Revenue OME CASE MANAGEMENT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Case Management System Agenda Item: 232,800 $ - 232,800 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 232,800 $ Revenue Expenditures OME CASE RECORDS FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring OnBase Records Management System Agenda Item: 131,509 $ FY 2017 Adopted Budget Percent Change from Baseline Amount - 131,509 $ 131,509 $ - Medical Examiner Grant Fund (224) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants Coverdell Fornsic Sci Imp FY16 $ - $ 8,406 8,406 $ 8,406 8,406 $ 8,406 $ 8,406 C-29-15-005-G-01 Agenda Item: $ C-29-15-005-G-01 FY 2017 Baseline Budget Adjustments: Grants Grant Reconciliation - Agenda Item: FY 2016 Revised Budget Adjustments: Grants Coverdell Fornsic Sci Imp FY16 $ (8,406) $ (8,406) (8,406) (8,406) $ - $ - $ 8,851 8,851 $ 8,851 8,851 $ 8,851 $ 8,851 Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount 642 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Grant Fund (224) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ - $ Sources: Operating Total Sources: $ $ 7,581 7,581 $ $ - $ $ 8,406 8,406 $ $ 8,405 8,405 $ $ 8,851 8,851 Uses: Operating Total Uses: $ $ 7,581 7,581 $ $ - $ $ 8,406 8,406 $ $ 8,406 8,406 $ $ 8,851 8,851 Structural Balance $ - $ - $ - $ (1) $ - $ - $ - $ - $ (1) (1) $ (1) (1) Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance 643 (1) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Analysis by Kimberly D. Tolbert, 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: In FY 2016, the Department prioritized the list of ninety (90) locations identified as having unauthorized entry and misuse incidents. The locations were prioritized on a system level, using impact to park lands/resource management and possible revenue loss as criteria. In FY 2017, the Department is planning to add and strengthen boundary fencing at 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: The Department continues to track unplanned downtime on park facilities and other visitor amenities. The number of unplanned closures in FY 2016 is expected to be twenty-seven (27). In FY 2016, staff is completing a system wide assessment to identify direct and indirect causes for facility closures. As a result, the Department is requesting funding in FY 2017 to begin a life cycle maintenance and replacement plan for major amenities including HVAC replacement, septic system maintenance, water heaters, roofing, well pump and system maintenance and electrical panels. 644 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Specific Department Strategic Plans and Budgets Parks and Recreation 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: Park attendance in FY 2016 is slightly down from FY 2015. In August 2015, the Department changed Point of Sale (POS) providers and with this change, decided to do actual visitor counts instead of projection based on calculations using Visitor Surveys. In FY 2016, a new Parks website will be released that will enhance information provided to potential visitors and provide easier access to information on park amenities and programs. The use of social media has been expanded with each park Interpretive Ranger maintaining and regularly updating a Park Facebook page to provide current information on programs, events and wildlife. This is measured by the number of likes and page views each page receives. Cave Creek Regional Park’s Facebook page has experienced a 50% increase in individuals who are actively following the page, going from 769 likes to 1,510 likes in one fiscal year. The bulk of the parks have experienced a similar increase. The Department has entered into a management agreement with Estrella Youth Sports to improve sports facilities and has initiated negotiations with Legacy Sports to secure a new concessionaire at Adobe Park to expand the sports complex. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 7,855,957 $ 177,222 8,033,179 $ 7,559,792 $ 190,909 7,750,701 $ 7,559,792 $ 190,909 7,750,701 $ 7,748,572 $ 174,524 7,923,096 $ 8,420,361 $ 177,314 8,597,675 $ 860,569 (13,595) 846,974 11.4% -7.1% 10.9% GNMT - GENERAL MAINTENANCE MDEV - DEVELOPMENT 30SP - PARK SUPPORT $ $ 278,416 $ 55,960 334,376 $ 283,123 $ 13,990 297,113 $ 283,123 $ 13,990 297,113 $ 269,146 $ 269,146 $ 278,416 $ 510,699 789,115 $ (4,707) -1.7% 496,709 3550.5% 492,002 165.6% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 163 $ 163 $ 75 $ 75 $ 75 $ 75 $ 50 $ 50 $ 163 $ 163 $ 88 88 117.3% 117.3% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (13,247) $ (13,247) $ 17,825 $ 17,825 $ 17,825 $ 17,825 $ 63,029 $ 63,029 $ 29,102 $ 29,102 $ 11,277 11,277 63.3% 63.3% TOTAL PROGRAMS $ 8,354,471 $ 8,065,714 $ 8,065,714 $ 8,255,321 $ 9,416,055 $ 1,350,341 16.7% 2,793,440 $ 637,062 3,430,502 $ 3,365,618 $ 700,322 4,065,940 $ 3,493,721 $ 704,107 4,197,828 $ 3,105,893 $ 691,771 3,797,664 $ 3,846,189 $ 798,227 4,644,416 $ (352,468) (94,120) (446,588) -10.1% -13.4% -10.6% 3,508,060 $ 1,813,625 5,321,685 $ 3,432,739 $ 2,667,746 6,100,485 $ 3,562,821 $ 2,626,629 6,189,450 $ 3,335,156 $ 1,655,436 4,990,592 $ 3,352,088 $ 3,697,620 7,049,708 $ 210,733 (1,070,991) (860,258) 5.9% -40.8% -13.9% 306,167 $ 12,908 292,323 611,398 $ 302,354 $ (3,238) 310,118 181,902 791,136 $ 303,099 $ (3,238) 310,460 610,321 $ 306,108 $ 1,620 282,906 590,634 $ 298,598 $ 9,128 260,390 73,600 641,716 $ 4,501 (12,366) 50,070 (73,600) (31,395) 1.5% 381.9% 16.1% N/A N/A -5.1% 571,802 $ 304 178,213 368,012 1,118,331 $ 571,802 $ 304 178,213 368,012 1,118,331 $ 568,685 $ 72 178,472 379,980 1,127,209 $ 518,464 $ 209,888 202,080 930,432 $ 53,338 304 (31,675) 165,932 187,899 9.3% 100.0% -17.8% 45.1% 16.8% USES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ $ GNMT - GENERAL MAINTENANCE MDEV - DEVELOPMENT 30SP - PARK SUPPORT $ $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 529,241 $ 2,866 176,161 257,304 965,572 $ TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 56,495 $ 56,495 $ 100,971 $ 100,971 $ 100,971 $ 100,971 $ 94,692 $ 94,692 $ 283,937 $ 283,937 $ (182,966) (182,966) -181.2% -181.2% TOTAL PROGRAMS $ 10,385,652 $ 12,176,863 $ 12,216,901 $ 10,600,791 $ 13,550,209 $ (1,333,308) -10.9% 645 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2016 ADOPTED 13,611 13,611 FY 2016 REVISED FY 2016 FORECAST $ $ 13,990 13,990 $ $ 13,990 13,990 247,947 $ 5,753,209 6,001,156 $ 256,932 5,456,247 5,713,179 $ 256,932 $ 5,456,247 5,713,179 $ $ $ $ 49,472 49,472 REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ $ 247,825 $ 5,630,737 5,878,562 $ - $ $ (13,990) (13,990) -100.0% -100.0% 247,434 $ 5,763,922 6,011,356 $ (9,498) 307,675 298,177 -3.7% 5.6% 5.2% $ SUBTOTAL $ 4,943 4,943 $ $ 170 170 $ $ 170 170 $ $ 391 391 $ $ 4,943 4,943 $ $ 4,773 4,773 2807.6% 2807.6% $ $ $ 29,262 2,349,295 2,378,557 $ $ 15,976 2,310,920 2,326,896 $ $ 19,065 2,319,310 2,338,375 $ $ 19,065 2,319,310 2,338,375 $ SUBTOTAL $ 29,262 2,305,499 2,334,761 $ 10,197 29,985 40,182 53.5% 1.3% 1.7% ALL REVENUES $ 8,354,471 $ 8,065,714 $ 8,065,714 $ 8,255,321 $ 8,394,856 $ 329,142 4.1% OTHER FINANCING SOURCES 0652 - PROCEEEDS FROM FINANCING $ ALL OTHER FINANCING SOURCES $ - $ $ - $ - $ - $ $ - $ $ 1,021,199 1,021,199 1,021,199 1,021,199 N/A N/A 8,354,471 FY 2015 ACTUAL $ 8,065,714 $ FY 2016 ADOPTED 8,065,714 $ FY 2016 REVISED 8,255,321 $ FY 2016 FORECAST 3,379,706 $ 36,366 7,356 1,417,141 (42) (449,190) 569,679 4,961,016 $ 3,611,144 $ 110,352 3,147 1,690,124 999 (267,790) 375,119 5,523,095 $ 3,606,205 $ 147,888 3,147 1,649,584 999 (267,790) 375,119 5,515,152 $ 3,389,047 $ 97,465 8,407 1,622,260 101 (261,071) 329,757 5,185,966 $ 3,502,204 $ 223,421 1,616,515 (442,155) 505,012 5,404,997 $ 104,001 (75,533) 3,147 33,069 999 174,365 (129,893) 110,155 2.9% -51.1% 100.0% 2.0% 100.0% 65.1% -34.6% 2.0% SUBTOTAL $ 494,207 $ 103,770 10,826 3,429 612,232 $ 581,324 $ 200 152,224 160,446 21,557 915,751 $ 550,850 $ 200 152,224 156,700 21,557 881,531 $ 503,806 $ 113,643 173,030 8,648 799,127 $ 709,820 $ 110 124,495 142,500 (20,194) 23,766 980,497 $ (158,970) 90 27,729 14,200 20,194 (2,209) (98,966) -28.9% 45.0% 18.2% 9.1% N/A -10.2% -11.2% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 6,023 $ 389,900 20,363 2,211,480 24,470 1,041,012 1,967 10,358 5,079 775,325 (564,800) 565,125 4,486,302 $ - $ 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 $ 7,953 $ 5,600 645,872 26,389 2,515,880 25,140 1,116,369 16,567 17,809 10,959 770,194 (564,802) 574,288 5,168,218 $ 9,483 $ 5,600 585,359 27,843 1,726,366 21,896 1,040,482 9,457 12,952 8,166 759,372 (561,129) 603,717 4,249,564 $ 6,023 $ 643,555 23,988 1,648,681 25,204 1,079,652 4,967 15,858 4,861 800,751 (605,227) 620,939 4,269,252 $ 1,930 5,600 2,317 2,401 867,199 (64) 36,717 11,600 1,951 6,098 (30,557) 40,425 (46,651) 898,966 24.3% 100.0% 0.4% 9.1% 34.5% -0.3% 3.3% 70.0% 11.0% 55.6% -4.0% 7.2% -8.1% 17.4% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 154,990 $ 171,112 326,102 $ 285,000 $ 7,000 360,000 652,000 $ 285,000 $ 7,000 360,000 652,000 $ 174,408 $ 191,726 366,134 $ 707,566 $ 1,021,199 112,347 19,876 1,860,988 $ (422,566) 7,000 (661,199) (112,347) (19,876) (1,208,988) -148.3% 100.0% -183.7% N/A N/A -185.4% MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ ALL EXPENDITURES $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ TOTAL USES $ 10,385,652 $ - $ - $ 10,385,652 $ 12,176,863 $ - $ - $ 12,176,863 $ 646 12,216,901 $ - $ - $ 12,216,901 $ 10,600,791 $ $ 9,416,055 $ 1,350,341 16.7% FY 2017 REVISED VS ADOPTED ADOPTED VAR % $ 12,515,734 $ (298,833) -2.4% - $ - $ 1,034,475 1,034,475 $ $ (1,034,475) (1,034,475) N/A N/A 13,550,209 $ (1,333,308) -10.9% 10,600,791 $ Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 230 PARKS AND RECREATION GRANTS OPERATING NON RECURRING NON PROJECT FUND TOTAL 225 SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT FUND TOTAL 239 PARKS SOUVENIR OPERATING FUND TOTAL 240 LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT FUND TOTAL 241 PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT FUND TOTAL 243 PARKS DONATIONS OPERATING FUND TOTAL 900 ELIMINATIONS OPERATING FUND TOTAL FY 2015 ACTUAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED (42,349) $ 55,960 13,611 $ - $ 13,990 13,990 $ - $ 13,990 13,990 $ - $ 49,472 49,472 $ - $ - $ (13,990) (13,990) N/A -100.0% -100.0% SOURCES $ 272,132 $ 272,132 $ 275,359 $ 275,359 $ 275,359 $ 275,359 $ 272,564 $ 272,564 $ 272,132 $ 30,837 302,969 $ (3,227) 30,837 27,610 -1.2% N/A 10.0% $ SOURCES $ 396,183 $ 396,183 $ 362,544 $ 362,544 $ 362,544 $ 362,544 $ 343,535 $ 343,535 $ 396,183 $ 396,183 $ 33,639 33,639 9.3% 9.3% $ 2,693,797 $ 4,630 2,698,427 $ 2,719,236 $ 2,719,236 $ 2,719,236 $ 2,719,236 $ 2,640,883 $ 2,640,883 $ 2,742,031 $ 380,233 3,122,264 $ 22,795 380,233 403,028 0.8% N/A 14.8% SOURCES $ 5,038,204 $ 5,038,204 $ 4,671,308 $ 4,671,308 $ 4,671,308 $ 4,671,308 $ 4,925,590 $ 4,925,590 $ 4,959,106 $ 610,129 5,569,235 $ 287,798 610,129 897,927 6.2% N/A 19.2% $ SOURCES $ 25,212 $ 25,212 $ 23,277 $ 23,277 $ 23,277 $ 23,277 $ 23,277 $ 23,277 $ 25,404 $ 25,404 $ 2,127 2,127 9.1% 9.1% $ SOURCES $ (89,298) $ (89,298) $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 8,293,881 $ 60,590 $ 8,354,471 $ 8,051,724 $ 13,990 $ 8,065,714 $ 8,051,724 $ 13,990 $ 8,065,714 $ 8,205,849 $ 49,472 $ 8,255,321 $ 8,394,856 $ 1,021,199 $ 9,416,055 $ 343,132 1,007,209 1,350,341 4.3% 7199.5% 16.7% SOURCES $ $ SOURCES $ $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES PARKS WATER UPGRADES HASSAYAMPA FUND TOTAL 230 PARKS AND RECREATION GRANTS NON RECURRING NON PROJECT FUND TOTAL 225 SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT FUND TOTAL 239 PARKS SOUVENIR OPERATING FUND TOTAL 240 LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES FUND TOTAL 241 PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES FUND TOTAL 243 PARKS DONATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL 900 ELIMINATIONS OPERATING FUND TOTAL FY 2015 ACTUAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % USES $ 564,800 $ 128,831 275,000 135,601 1,104,232 $ 564,802 $ 50,000 168,000 392,000 85,000 1,259,802 $ 564,802 $ 121,169 168,000 392,000 53,869 1,299,840 $ 564,802 $ 71,169 168,000 42,000 53,869 899,840 $ 874,325 $ 50,000 350,000 1,274,325 $ $ USES $ 14,397 $ 14,397 $ 13,990 $ 13,990 $ 13,990 $ 13,990 $ 13,990 $ 13,990 $ 34,696 $ 34,696 $ $ USES $ 254,972 $ 254,972 $ 275,359 $ 130,250 405,609 $ 275,359 $ 130,250 405,609 $ 268,574 $ 48,274 316,848 $ 272,132 $ 163,075 435,207 $ 3,227 (32,825) (29,598) 1.2% -25.2% -7.3% $ USES $ 397,841 $ 397,841 $ 362,544 $ 362,544 $ 362,544 $ 362,544 $ 342,773 $ 342,773 $ 396,182 $ 396,182 $ (33,638) (33,638) -9.3% -9.3% $ 2,229,595 $ 287,233 2,516,828 $ 2,719,236 $ 744,600 33,600 336,000 3,833,436 $ 2,719,236 $ 744,600 33,600 336,000 3,833,436 $ 2,435,969 $ 542,166 33,600 336,000 3,347,735 $ 2,640,393 $ 1,264,809 3,905,202 $ 78,843 (520,209) 33,600 336,000 (71,766) 2.9% -69.9% 100.0% 100.0% -1.9% 4,324,841 $ 638,279 528,552 640,001 6,131,673 $ 4,671,308 $ 689,937 616,000 5,977,245 $ 4,671,308 $ 689,937 616,000 5,977,245 $ 4,408,918 $ 542,999 616,000 5,567,917 $ 4,893,687 $ 1,775,340 342,000 7,011,027 $ USES $ 16,519 $ 38,488 55,007 $ 23,277 $ 300,960 324,237 $ 23,277 $ 300,960 324,237 $ 19,080 $ 92,608 111,688 $ 25,404 $ 468,166 493,570 $ $ USES $ (89,298) $ (89,298) $ - $ - $ - $ - $ - $ - $ - $ - $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,699,270 $ 2,686,382 $ 10,385,652 $ 8,616,526 $ 3,560,337 $ 12,176,863 $ 8,616,526 $ 3,600,375 $ 12,216,901 $ 8,040,116 $ 2,560,675 $ 10,600,791 $ 9,102,123 $ 4,448,086 $ 13,550,209 $ USES $ $ USES $ $ 647 (309,523) 71,169 168,000 42,000 53,869 25,515 -54.8% 58.7% 100.0% 10.7% 100.0% N/A 2.0% (20,706) -148.0% (20,706) -148.0% (222,379) -4.8% (1,085,403) -157.3% N/A 274,000 44.5% (1,033,782) -17.3% (2,127) (167,206) (169,333) (485,597) (847,711) (1,333,308) -9.1% -55.6% -52.2% N/A N/A -5.6% -23.5% -10.9% Maricopa County Annual Business Strategies FY 2017 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 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST 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 29.00 40.10 10.10 28.25 38.35 10.10 27.25 37.35 10.10 27.25 37.35 11.50 27.75 39.25 1.40 .50 1.90 13.9% 1.8% 5.1% 14.50 20.40 34.90 81.00 13.00 20.40 33.40 77.75 13.00 20.40 33.40 76.75 13.00 20.40 33.40 76.75 13.00 23.50 36.50 81.75 3.10 3.10 5.00 0.0% 15.2% 9.3% 6.5% 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 2016 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 20.00 1.00 11.00 3.00 7.75 2.00 2.00 2.00 7.00 1.00 1.00 1.00 1.00 3.00 2.00 77.75 FY 2016 REVISED 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 20.00 1.00 11.00 3.00 6.75 2.00 2.00 2.00 7.00 1.00 1.00 1.00 1.00 3.00 2.00 76.75 FY 2016 FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 20.00 1.00 11.00 3.00 6.75 2.00 2.00 2.00 7.00 1.00 1.00 1.00 1.00 3.00 2.00 76.75 FY 2017 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% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 22.00 2.00 10.0% N/A 1.00 0.0% 11.00 0.0% 4.00 1.00 33.3% 7.75 1.00 14.8% 2.00 0.0% 2.00 0.0% 2.00 0.0% 8.00 1.00 14.3% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 2.00 0.0% 81.75 5.00 6.5% FY 2015 ADOPTED 1.00 1.00 26.00 53.00 81.00 FY 2016 ADOPTED 2.00 2.00 27.00 46.75 77.75 FY 2016 REVISED 2.00 1.00 27.00 46.75 76.75 FY 2016 FORECAST 2.00 1.00 27.00 46.75 76.75 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.00 0.0% (1.00) (100.0%) 29.00 2.00 7.4% 50.75 4.00 8.6% 81.75 5.00 6.5% 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 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 Procurement Specialist Program Coordinator Trades Specialist Trades Supervisor Department Total Staffing by Fund 225 239 240 241 DEPARTMENT/FUND SPUR CROSS RANCH CONSERVATION PARKS SOUVENIR LAKE PLEASANT RECREATION SVCS PARKS ENHANCEMENT FUND Department Total 648 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Adjustments Personnel: FY 2017 personnel expenditures have increased due to the addition of five (5) FTEs as follows: • One (1) Office Assistant at Lake Pleasant Regional Park. • One (1) Office Assistant Specialist at Hassayampa River Preserve-Vulture Mountains Recreation Area. • One (1) General Maintenance Worker at San Tan Mountain Regional Park • One (1) General Maintenance Worker at Hassayampa River Preserve-Vulture Mountains Recreation Area. • One (1) Parks Supervisor at Hassayampa River Preserve-Vulture Mountains Recreation Area. Base Adjustments: General Fund (100) Operating • Increase Personal Services Allocation In by $62,788 for entry station/nature center staffing. • Increase Personal Services Allocation In by $246,735 for Hassayampa staffing, supplies and services. General Fund (100) Non Recurring Non Project • The FY 2017 Non Recurring Non Project budget for $50,000 includes: o $50,000 carry forward for Nav Aide Boathouse design at Lake Pleasant. General Fund (100) Parks Restrooms Upgrades • The FY 2017 Parks Restrooms Upgrades budget for $350,000 includes: o $350,000 carry forward for a 4-Lane restroom septic upgrade at Lake Pleasant. Spur Cross Fund (225) Operating • Increase Regular Benefits by $2,670 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $9 for the impact of the changes in retirement contribution rates. • Decrease Other Services by $2,326. • Increase Internal Service Charges by $10 for the impact of the changes in the radio charges. • Decrease Internal Service Charges by $3,859 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $269 for the impact of the changes in the base level telecommunications charges. • Decrease Revenues by $3,227 based on previous fiscal year actual collection levels. Spur Cross Fund (225) Non Recurring Non Project • The FY 2017 Non Recurring Non Project budget includes: o $30,837 in Debt Service revenue. o $56,000 carry forward for electrical design. o $14,250 carry forward for trail construction. o $10,300 carry forward for emergency contingency. o $450 for emergency contingency. o $20,000 for mobile mini/souvenir/office. o $30,837 for Priority One Replacements – three (3) vehicles. o $31,238 Non Recurring fund transfer. 649 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Grants (230) Non Recurring Non Project • $34,696 grant expenditure carry forward. Parks Souvenir Fund (239) Operating • Increase Supplies and Services by $33,900. • Decrease Internal Services Charges by $262 for the impact of the changes in risk management charges. • Increase Revenues by $33,639 based on previous fiscal year actual collection levels. Lake Pleasant Recreation Services Fund (240) Operating • Increase Regular Benefits by $38,574 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $553 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $117 for the impact of the changes in retirement contribution rates. • Increase Supplies and Services by $19,772. • Increase Internal Service Charges by $324 for the impact of the changes in the radio charges. • Decrease Internal Service Charges by $47,106 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $8,405 for the impact of the changes in the base level telecommunications charges. • Increase Personnel Savings by $98,376 from 3.31% to 7.00%. • Increase Revenue by $22,795 due to anticipated increased payment from Scorpion Bay. Lake Pleasant Recreation Services (240) Non Recurring Non Project • The FY 2017 Non-Recurring Non-Project budget includes: o $380,233 in Debt Service revenue. o $75,000 carry forward for Floating Restroom AZGF grant match. o $125,000 carry forward for emergency contingency. o $30,000 for electronic iron ranger fee collection stations and entry gates. o $175,000 for visitor center remodel. o $94,400 for visitor center parking expansion/upgrade. o $380,233 for Priority One Replacements – six (6) vehicles and two (2) boats. o $385,176 Non Recurring fund transfer. Parks Enhancement Fund (241) Operating • Increase Regular Benefits by $63,633 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $2,416 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $230 for the impact of the changes in retirement contribution rates. • $117,885 for Entry Station/Nature Center staffing. • $246,735 for Hassayampa staffing, supplies and services. • Increase Supplies and Services by $235,758. • Increase Internal Service Charges by $1,278 for the impact of the changes in the radio charges. • Decrease Internal Service Charges by $114,705 for the impact of the changes in risk management charges. 650 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • Increase Internal Service Charges by $33,142 for the impact of the changes in the base level telecommunications charges. Increase Personnel Savings by $49,638 from 1.66% to 3.65%. Increase Revenue by $287,798 based on previous fiscal year actual collection levels. Increase Personal Services Allocation Out by $62,788 for entry station/nature center staffing. Increase Personal Services Allocation Out by $246,735 for Hassayampa staffing, supplies and services. Parks Enhancement Fund (241) Non Recurring Non Project • The FY 2017 Non Recurring Non Project budget for $1,157,279 includes: o $610,129 in Debt Service revenue. o $20,656 for system tools and storage increase. o $146,938 carry forward for emergency contingency. o $3,062 for emergency contingency. o $151,494 for park recreation area landscaping/redesigns. o $150,000 for group campground improvements. o $75,000 for electronic iron ranger fee collection stations and entry gates. o $610,129 for Priority One Replacements – thirteen (13) vehicles. o $618,061 Non Recurring fund transfer. Parks Enhancement Fund (241) Parks Restrooms Upgrades • The FY 2017 Parks Enhancement Fund Parks Restrooms Upgrades budget for $342,000 includes: o $342,000 for restroom repairs and renovations. Parks Donations Fund (243) Operating • Increase revenue by $2,127 based on previous fiscal year actual collection levels. • Increase Supplies and Services by $2,127. Parks Donations Fund (243) Non Recurring Non Project • The FY 2017 Non Recurring Non Project budget for $468,166 includes: o $188,166 carry forward for McDowell boundary fencing. o $280,000 for White Tank ramada renovations. Capital Improvement Fund (445) • The FY 2017 Hassayampa budget for $1,000,000 includes: o $1,000,000 for Hassayampa development. • The FY 2017 Vulture Mountain Cooperative Recreation Area budget for $175,000 includes: o $175,000 for Vulture Mountain Cooperative Recreation Area day use and campground design. 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. 651 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results 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 Percentage of park visitors who attend an interpretive program Percent change in interpretive programs provided over previous year FY 2015 ACTUAL 7.6% FY 2016 REVISED 3.5% FY 2016 FORECAST (1.7%) FY 2017 ADOPTED 4.2% N/A 1.0% 0.9% 1.8% 0.8% 76.0% N/A 10.1% 9.5% 9.9% (0.2%) -2.3% 6.0% 6.0% 6.2% 5.9% (0.1%) -1.5% 15.1% 63.9% 88.2% 100.0% 36.1% 56.4% Activities that comprise this program include: • Recreation • REV VS ADOPTED VAR % 0.7% 21.2% Interpretive Services Recreation Activity The purpose of the Parks Recreation Activity is to provide facilities and opportunities to park users so they can enjoy a healthy and exhilarating experience. Mandates: Discretionary services. 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 225 - SPUR CROSS RANCH CONSERVATION 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS 900 - ELIMINATIONS TOTAL SOURCES FY 2015 ACTUAL 7.6% FY 2016 REVISED 3.5% FY 2016 FORECAST (1.7%) FY 2017 ADOPTED 4.2% N/A 1.0% 0.9% 1.8% 0.8% 76.0% N/A 10.1% 9.5% 9.9% (0.2%) -2.3% (5,721) 19 -0.4% 93.5% 4,989 9.1% (10,711) -0.7% (0.23) -10.5% 1,610,963 N/A 1,616,684 20 N/A 54,670 1,418,619 1,535,288 18 1,610,963 39 (26,726) 1,562,015 REV VS ADOPTED VAR % 0.7% 21.2% 59,659 1,562,015 1,551,304 $ 1.73 $ 2.16 $ 2.02 $ 2.39 $ $ 270,821 $ 273,916 $ 271,260 $ 286,240 $ 396,183 2,524,298 362,544 2,530,417 343,535 2,469,355 396,183 2,758,018 4,739,963 4,375,860 13,990 17,055 (89,298) $ 7,855,957 $ 7,559,792 4,647,378 17,044 $ 7,748,572 4,965,930 13,990 $ 8,420,361 $ $ $ $ $ 12,324 4.5% 33,639 227,601 9.3% 9.0% 590,070 (3,065) 860,569 13.5% -18.0% N/A 11.4% (241,772) 11,060 -210.7% N/A 5.4% Expenditure 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 176,414 7,909 154,829 $ 368,740 640,005 114,752 206,482 143,974 210,906 356,524 195,422 265,755 1,012,966 232,933 735,065 299,148 1,025,855 (33,393) (12,889) -12.6% -1.3% 1,489,781 1,872,924 45,060 20,842 (89,298) $ 2,793,440 $ 3,493,721 1,760,675 22,340 $ 3,105,893 1,956,863 12,377 $ 3,846,189 (83,939) 8,465 (352,468) -4.5% 40.6% N/A -10.1% 652 $ Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: In FY 2016, Parks and Recreation introduced a new POS system and changed the way park attendance was calculated. Prior to this change, the ASU park visitor survey was used to calculate the average number of visitors per vehicle. This survey is conducted once every three (3) years. Currently, attendance is based on a count of the actual number of people in each vehicle. The decline in visitor attendance can be attributed to this calculation change. Attendance over the past few years has increased steadily at an average rate of 2.7% and it is believed that this trend will continue in FY 2017. The revenue increase is due to the historical trend of attendance growth. Increased expenditures are driven by additional staffing, vehicle replacement and park improvement costs in order to continue to provide the highest quality services to visitors. 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 Result Output Output Demand Expenditure Ratio Revenue Measure Description Percentage of park visitors who attend an interpretive program 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 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ $ REV VS ADOPTED VAR % (0.1%) -1.5% FY 2015 ACTUAL 6.0% FY 2016 REVISED 6.0% FY 2016 FORECAST 6.2% FY 2017 ADOPTED 5.9% 15.1% 63.9% 88.2% 100.0% 36.1% 56.4% 3,763 95,195 3,763 535 (1,807) 531 16.6% -1.9% 16.4% 3,765 96,934 3,271 3,228 97,002 3,232 2,942 94,808 3,336 6.57 $ 7.26 $ 7.30 $ 8.39 $ (1.13) -15.5% - $ 160 $ 80 $ - $ (160) -100.0% 166,822 184,022 166,216 166,822 (17,200) -9.3% 2,780 7,620 177,222 860 5,867 190,909 620 7,608 174,524 2,780 7,712 177,314 1,920 1,845 (13,595) 223.3% 31.4% -7.1% (38,071) 5,482 N/A 14.7% 3.6% $ $ $ $ Expenditure 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ $ 30,114 $ 37,170 $ 30,805 $ 38,071 31,688 $ 334,990 374,610 364,412 361,296 13,314 262,172 9,786 637,062 270,742 21,585 704,107 276,115 20,439 691,771 360,023 7,149 798,227 (89,281) 14,436 (94,120) $ $ $ $ -33.0% 66.9% -13.4% Activity Narrative: Revenue for FY 2017 is down slightly due to a decrease in the number of interpretive program participants. Personal Services costs have caused an increase in expenditures due to increased temporary staffing and changes in benefit rates. 653 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Park Support Program The purpose of the Park Support Program is to provide well-maintained and safe facilities for park users so they can appreciate and enjoy the natural environment. Program Results Measure Description Percent of 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 2015 ACTUAL N/A FY 2016 REVISED 100.0% FY 2016 FORECAST 115.6% FY 2017 ADOPTED 100.0% 90.6% 95.0% 95.7% 89.6% (5.4%) -5.7% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A 164.3% 92.3% N/A N/A 97.6% 97.0% 94.9% 75.0% (22.0%) -22.7% N/A 8.8% 7.0% 16.7% 7.9% 89.9% Activities that comprise this program include: • Maintenance and Development • REV VS ADOPTED VAR % 0.0% 0.0% 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. 654 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL N/A FY 2016 REVISED 100.0% FY 2016 FORECAST 115.6% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 90.6% 95.0% 95.7% 89.6% (5.4%) -5.7% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A 164.3% 92.3% N/A N/A N/A 27 59 83 56 207.4% 270 342 268 267 (75) -21.9% N/A 21 31 24 3 14.3% N/A 40 40 10 (30) -75.0% 1,610,963 N/A 1,616,684 40 1,535,288 40 1,610,963 10 (5,721) (30) -0.4% -75.0% $ 1.13 $ 1.62 $ 1.08 $ 2.30 $ (0.67) -41.3% 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 55,960 - $ 13,990 - $ - $ 15,418 $ (13,990) 15,418 -100.0% N/A 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 $ Revenue $ - - - 190,117 190,117 N/A 55,960 13,990 - 305,064 100 510,699 305,064 100 496,709 N/A N/A 3550.5% 102,390 (20,345) (37,249) 18.6% -145.4% -39.1% $ $ $ $ Expenditure 242,642 6,488 - $ 551,401 13,990 95,275 $ 137,999 13,990 14,700 $ 449,011 34,335 132,524 $ 456,912 716,143 658,643 1,083,682 (367,539) -51.3% 1,107,422 161 $ 1,813,625 988,010 261,810 $ 2,626,629 782,329 47,775 $ 1,655,436 1,809,741 188,327 $ 3,697,620 (821,731) 73,483 $ (1,070,991) -83.2% 28.1% -40.8% Activity Narrative: There is a slight decline in the number of park visitors in FY 2017 due to a change in the method of calculating visitor attendance. Expenditures for FY 2017 have increased considerably due to several major maintenance and park development projects taking place at Lake Pleasant, Vulture Mountain and Hassayampa Parks. 655 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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. 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 2015 ACTUAL 97.6% FY 2016 REVISED 97.0% FY 2016 FORECAST 94.9% FY 2017 ADOPTED 75.0% N/A 8.8% 7.0% 16.7% 7.9% 89.9% 660 13.1% 5,128 5,040 4,436 5,700 1,610,963 5,252 1,616,684 5,196 1,535,288 4,673 1,610,963 7,200 REV VS ADOPTED VAR % (22.0%) -22.7% (5,721) 2,004 -0.4% 38.6% $ 2.18 $ 2.20 $ 2.17 $ 2.08 $ 0.12 5.6% 241 - PARKS ENHANCEMENT FUND TOTAL SOURCES $ $ 278,416 278,416 $ $ 283,123 283,123 $ $ 269,146 269,146 $ $ 278,416 278,416 $ $ (4,707) (4,707) -1.7% -1.7% 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 685,176 32,784 $ 633,687 33,459 $ 617,867 32,880 $ 413,597 38,121 $ 220,090 (4,662) 34.7% -13.9% 294,369 23.2% Expenditure 776,392 1,270,977 1,173,026 976,608 2,013,708 $ 3,508,060 1,604,698 20,000 $ 3,562,821 1,490,249 21,134 $ 3,335,156 1,643,762 280,000 $ 3,352,088 $ (39,064) -2.4% (260,000) -1300.0% 210,733 5.9% Activity Narrative: Miscellaneous Revenue is down slightly in FY 2017. The decrease in FY 2017 expenditures is due to completion of one-time playground and restroom upgrade projects in FY 2016. There is a slight decline in the number of park visitors in FY 2017 due to a change in the method of calculating visitor attendance. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 564,802 $ - FY 2016 Revised Budget $ 564,802 $ - FY 2017 Baseline Budget $ 564,802 $ - $ 309,523 $ - $ 874,325 $ 54.8% - Adjustments: Reallocations Entry Station/Nature Center Staffing Allocation from Park s Enhancement Fund (241) Hassayampa Staffing, Supplies and Service Allocation from Park s Enhancement Fund (241) Agenda Item: $ 62,788 246,735 FY 2017 Adopted Budget Percent Change from Baseline Amount 656 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Non Recurring Park s General Fund Budget Amendment - $ 71,169 $ 71,169 - $ 121,169 $ - $ (121,169) $ (71,169) (50,000) - $ - $ - $ 50,000 $ 50,000 - $ 50,000 $ C-30-15-032-2-00 Agenda Item: C-30-15-032-2-00 FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Nav Aide Boathouse Design Carry Forward 50,000 $ Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Park s General Fund Budget Amendment Non Recurring Carry Forward $ Agenda Item: $ 50,000 FY 2017 Adopted Budget Expenditures Revenue PARKS RESTROOMS UPGRADES FY 2016 Adopted Budget $ 392,000 $ - FY 2016 Revised Budget $ 392,000 $ - $ (392,000) $ (392,000) - $ - $ - $ 350,000 $ 350,000 - $ 350,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward 4-Lane Restroom Septic Upgrade at Lak e Pleasant Carry Forward FY 2017 Adopted Budget 657 $ 350,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Spur Cross Ranch Conservation Fund (225) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 275,359 $ 275,359 FY 2016 Revised Budget $ 275,359 $ 275,359 FY 2017 Baseline Budget $ 275,359 $ 275,359 $ 2,679 $ 2,670 9 (5,906) $ (2,326) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (2,326) $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 10 (3,859) 269 - $ - (3,227) (3,227) 272,132 $ -1.2% 272,132 -1.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 130,250 $ - FY 2016 Revised Budget $ 130,250 $ - $ (130,250) $ (25,000) (105,250) - $ - $ - $ - $ 163,075 $ 80,550 30,837 30,837 - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Base Adjustments Debt Service Non Recurring Non Recurring Carry Forward Electrical Design Carry Forward Trail Construction Carry Forward Emergency Contingency Carry Forward Other Non Recurring Emergency Contingency Mobile Mini/Souvenir/Office Priority One Replacements - Three (3) Vehicles Non Recurring Fund Transfer Agenda Item: $ $56,000 14,250 10,300 51,287 - 31,238 - $450 20,000 30,837 $ FY 2017 Adopted Budget 658 163,075 $ 30,837 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Spur Cross Ranch Conservation Fund (225) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 283,882 $ 291,153 $ 291,153 $ 301,038 $ 256,754 $ 272,132 272,132 $ 275,359 275,359 $ 275,359 275,359 $ 272,564 272,564 $ 272,132 30,837 302,969 $ $ 268,574 48,274 316,848 $ $ 275,359 130,250 405,609 $ $ 275,359 130,250 405,609 $ $ 254,972 254,972 $ 272,132 163,075 435,207 Structural Balance $ 17,160 $ - $ - $ 3,990 $ - Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 160,903 160,903 $ $ 160,903 160,903 $ $ 256,754 256,754 $ $ 124,516 124,516 Expenditures Revenue Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ 301,038 301,038 $ $ $ $ $ $ Parks and Recreation Grant Fund (230) NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 13,990 $ 13,990 FY 2016 Revised Budget $ 13,990 $ 13,990 $ (13,990) $ (13,990) (13,990) (13,990) $ - $ - $ 34,696 $ 34,696 - $ 34,696 $ - Adjustments: Grants Vulture Mountain Environmental Assessment Grant Agenda Item: C-30-15-009-G-00 FY 2017 Baseline Budget Adjustments: Grants Vulture Mountain Environmental Assessment Grant Grant Expenditure Carry Forward Agenda Item: C-30-15-009-G-00 $ FY 2017 Adopted Budget 659 34,696 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Grant Fund (230) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance $ FY 2016 ADOPTED $ 21,598 $ 21,598 $ (42,349) $ 55,960 13,611 $ 13,990 13,990 $ $ $ 13,990 13,990 $ 13,990 13,990 $ - Sources: Operating Non-Recurring Total Sources: $ Uses: Non-Recurring Total Uses: $ Structural Balance $ (42,349) $ - $ - $ (786) (786) $ 21,598 21,598 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ FY 2016 FORECAST FY 2016 REVISED 14,397 14,397 FY 2017 ADOPTED (786) $ 34,696 $ $ 49,472 49,472 $ - 13,990 13,990 $ 13,990 13,990 $ 34,696 34,696 $ - $ - $ - $ 21,598 21,598 $ 34,696 34,696 $ $ - Expenditures Revenue $ $ Parks Souvenir Fund (239) OPERATING FY 2016 Adopted Budget $ 362,544 $ 362,544 FY 2016 Revised Budget $ 362,544 $ 362,544 FY 2017 Baseline Budget $ 362,544 $ 362,544 $ 33,638 $ 33,900 - (262) - $ - 33,639 33,639 396,182 $ 9.3% 396,183 9.3% Adjustments: Base Adjustments Other Base Adjustments Increase Supplies and Services Risk Management Adjustment Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ 33,900 $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 660 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Souvenir Fund (239) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 FORECAST FY 2016 REVISED FY 2017 ADOPTED Beginning Spendable Fund Balance $ 25,896 $ 25,000 $ 25,000 $ 24,237 $ 24,999 Sources: Operating Total Sources: $ $ 396,183 396,183 $ $ 362,544 362,544 $ $ 362,544 362,544 $ $ 343,535 343,535 $ $ 396,183 396,183 Uses: Operating Total Uses: $ $ 397,841 397,841 $ $ 362,544 362,544 $ $ 362,544 362,544 $ $ 342,773 342,773 $ $ 396,182 396,182 Structural Balance $ (1,658) $ - $ - $ 762 $ 1 Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 25,000 25,000 $ $ 25,000 25,000 $ $ 24,999 24,999 $ $ 25,000 25,000 Expenditures Revenue 24,237 24,237 $ $ Lake Pleasant Recreation Services Fund (240) OPERATING FY 2016 Adopted Budget $ 2,719,236 $ 2,719,236 FY 2016 Revised Budget $ 2,719,236 $ 2,719,236 FY 2017 Baseline Budget $ 2,719,236 $ 2,719,236 $ 38,138 $ 38,574 (553) 117 (116,981) $ 19,772 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Supplies and Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 3.31% to 7.00% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 19,772 324 (47,106) 8,405 (98,376) $ FY 2017 Adopted Budget Percent Change from Baseline Amount 661 - (98,376) $ - $ - 22,795 22,795 $ 2,640,393 $ -2.9% 2,742,031 0.8% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 744,600 $ - FY 2016 Revised Budget $ 744,600 $ - $ (744,600) $ (310,754) (433,846) - $ - $ - $ - $ 1,264,809 $ 200,000 380,233 380,233 - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Agenda Item: Base Adjustments Debt Service Non Recurring Non Recurring Carry Forward Floating Restroom AZGF Grant Match Carry Forward Emergency Contingency Carry Forward Other Non Recurring Electronic Iron Ranger Fee Collection Stations and Entry Gates Visitor Center Remodel Visitor Center Park ing Expansion/Upgrade Priority One Replacements - Six (6) Vehicles and Two (2) Boats Non Recurring Fund Transfer $ $ 75,000 125,000 $ 30,000 175,000 94,400 380,233 FY 2017 Adopted Budget $ 679,633 - 385,176 - 1,264,809 $ 380,233 Parks Lake Pleasant Fund (240) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 1,396,023 $ 1,305,039 $ 1,305,039 $ 1,577,619 $ 870,767 $ 2,693,797 4,630 2,698,427 $ 2,719,236 2,719,236 $ 2,719,236 2,719,236 $ 2,640,883 2,640,883 $ 2,742,031 380,233 3,122,264 $ $ 2,435,969 911,766 3,347,735 $ $ 2,719,236 1,114,200 3,833,436 $ $ 2,719,236 1,114,200 3,833,436 $ $ 2,229,595 287,233 2,516,828 $ 2,640,393 1,264,809 3,905,202 Structural Balance $ 464,202 $ - $ - $ 204,914 $ 101,638 Accounting Adjustments $ (3) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 190,839 190,839 $ $ 190,839 190,839 $ $ 870,767 870,767 $ $ 87,829 87,829 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ 1,577,619 1,577,619 $ $ $ 662 $ $ $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 4,671,308 $ 4,671,308 FY 2016 Revised Budget $ 4,671,308 $ 4,671,308 FY 2017 Baseline Budget $ 4,671,308 $ 4,671,308 $ 61,447 $ 63,633 (2,416) 230 470,455 $ 600,378 - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Entry Station/Nature Center Staffing Hassayampa Staffing, Supplies and Services Increase Supplies and Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 1.66% to 3.65% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Entry Station/Nature Center Staffing Allocation to General Fund (100) Hassayampa Staffing, Supplies and Services Allocation to General Fund (100) FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ 117,885 246,735 235,758 1,278 (114,705) 33,142 (49,638) $ (49,638) $ $ $ - $ (309,523) $ (309,523) 287,798 287,798 - 4,893,687 $ 4.8% 4,959,106 6.2% (62,788) (246,735) $ 663 - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 689,937 $ - FY 2016 Revised Budget $ 689,937 $ - $ $ (24,937) (24,937) (665,000) $ (216,985) (448,015) - $ - $ - $ - $ 20,656 20,656 610,129 610,129 1,754,684 $ 146,938 - Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Agenda Item: Base Adjustments Debt Service Information and Communications Technology Other IT Non Recurring System Tools and Storage Increase Non Recurring Non Recurring Carry Forward Emergency Contingency Carry Forward Other Non Recurring Emergency Contingency Park Recreation Area Landscaping/Redesigns Group Campground Improvements Electronic Iron Ranger Fee Collection Stations and Entry Gates Priority One Replacements - Thirteen (13) Vehicles Non Recurring Fund Transfer $ $ - 20,656 $ $ 146,938 $ 3,062 151,494 150,000 75,000 610,129 FY 2017 Adopted Budget $ 989,685 - 618,061 - 1,775,340 $ Expenditures 610,129 Revenue PARKS RESTROOMS UPGRADES FY 2016 Adopted Budget $ 616,000 $ - FY 2016 Revised Budget $ 616,000 $ - $ (616,000) $ (616,000) - $ - $ - $ 342,000 $ 342,000 - $ 342,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Restroom Repairs and Renovations Agenda Item: $ FY 2017 Adopted Budget 664 342,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 3,415,481 $ 1,853,104 $ 1,853,104 $ 2,321,979 $ 1,679,652 $ 5,038,204 5,038,204 $ 4,671,308 4,671,308 $ 4,671,308 4,671,308 $ 4,925,590 4,925,590 $ 4,959,106 610,129 5,569,235 $ $ 4,408,918 1,158,999 5,567,917 $ $ 4,671,308 1,305,937 5,977,245 $ $ 4,671,308 1,305,937 5,977,245 $ $ 4,324,841 1,806,832 6,131,673 $ 4,893,687 2,117,340 7,011,027 Structural Balance $ 713,363 $ - $ - $ 516,672 $ 65,419 Accounting Adjustments $ (33) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 547,167 547,167 $ $ 547,167 547,167 $ $ 1,679,652 1,679,652 $ $ 237,860 237,860 Expenditures Revenue Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ 2,321,979 2,321,979 $ $ $ $ $ $ Parks Donations Fund (243) OPERATING FY 2016 Adopted Budget $ 23,277 $ 23,277 FY 2016 Revised Budget $ 23,277 $ 23,277 FY 2017 Baseline Budget $ 23,277 $ 23,277 $ 2,127 $ 2,127 - $ - $ - 2,127 2,127 $ 25,404 $ 9.1% 25,404 9.1% Adjustments: Base Adjustments Other Base Adjustments Increase Supplies and Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 665 2,127 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Donations Fund (243) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 300,960 $ - FY 2016 Revised Budget $ 300,960 $ - $ (300,960) $ (300,960) - $ - $ - $ 468,166 $ 188,166 - 280,000 - 468,166 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward McDowell Boundary Fencing Carry Forward Other Non Recurring White Tank Ramada Renovations Agenda Item: $ 188,166 $ 280,000 FY 2017 Adopted Budget $ Parks Donations Fund (243) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 691,173 $ 611,428 $ 611,428 $ 661,380 $ 572,969 Sources: Operating Total Sources: $ $ 25,212 25,212 $ $ 23,277 23,277 $ $ 23,277 23,277 $ $ 23,277 23,277 $ $ 25,404 25,404 $ $ $ $ 19,080 92,608 111,688 $ $ 23,277 300,960 324,237 $ $ 23,277 300,960 324,237 $ 25,404 468,166 493,570 Uses: Operating Non-Recurring Total Uses: $ 16,519 38,488 55,007 Structural Balance $ 8,693 $ - $ - $ 4,197 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 661,380 661,380 $ $ 310,468 310,468 $ $ 310,468 310,468 $ $ 572,969 572,969 $ $ 104,803 104,803 666 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Analysis by Christine Jasinski, Management and Budget Analyst and Carmine L. Davis, Management and Budget Supervisor 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, 2017, 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, 2017. Regional Services By July 1, 2017, an electronic plan review system will be implemented, allowing the citizens of Maricopa County to submit building, zoning and drainage plans electronically for review. Status: The electronic plan review is in the developmental phase and is on schedule to begin implementation in early July 2016, with the full implementation completed by June 2017. Once implemented, customers will have the capability to submit all initial building, zoning and drainage plans and revisions through and electronic portal. This project was in response to community outreach and is being enacted as a result of the Board of Supervisor’s Task Force initiative. 667 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES CODE - CODE ENFORCEMENT CPLG - COMPREHENSIVE PLANNING CSVC - CUSTOMER SERVICES PINS - PERMIT INSPECTIONS PLCS - PLANNING AND ZONING PREV - PLAN REVIEW 44SH - ONE STOP SHOP $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 90,946 $ 52,010 93,645 3,922,825 379,752 3,768,687 8,307,865 $ 144,000 $ 90,000 90,600 3,744,000 340,000 3,576,000 7,984,600 $ 144,000 $ 90,000 90,600 3,744,000 340,000 3,576,000 7,984,600 $ 364,003 $ 56,310 97,730 5,461,791 404,416 5,728,412 12,112,662 $ 144,000 $ 10,200 90,600 3,812,900 336,000 3,576,000 7,969,700 $ (79,800) 68,900 (4,000) (14,900) 0.0% -88.7% 0.0% 1.8% -1.2% 0.0% -0.2% $ 571,468 $ 8,250 579,718 $ 25,600 $ 25,600 $ 25,600 $ 25,600 $ 29,221 $ 2,000 31,221 $ 36,000 $ 4,500 40,500 $ 10,400 4,500 14,900 40.6% N/A 58.2% TOTAL PROGRAMS $ 8,887,583 $ 8,010,200 $ 8,010,200 $ 12,143,883 $ 8,010,200 $ - 0.0% $ 544,390 $ 377,768 660,164 1,947,351 442,000 2,016,270 5,987,943 $ 527,930 $ 403,080 678,454 1,800,503 439,133 1,963,042 5,812,142 $ 523,201 $ 403,080 759,785 1,888,778 438,813 3,338,179 7,351,836 $ 496,471 $ 414,033 739,052 1,927,896 447,395 3,293,973 7,318,820 $ 544,980 $ 430,249 837,364 2,008,124 444,091 2,011,280 6,276,088 $ (21,779) (27,169) (77,579) (119,346) (5,278) 1,326,899 1,075,748 -4.2% -6.7% -10.2% -6.3% -1.2% 39.7% 14.6% 199,515 $ 2,023,710 515,875 2,739,100 $ 843,512 $ 481,184 101,400 1,125,845 2,551,941 $ 849,147 $ 481,414 1,031,686 2,362,247 $ 1,221,723 $ 488,739 101,400 683,275 2,495,137 $ 898,998 $ 527,415 183,675 958,773 2,568,861 $ (49,851) (46,001) (183,675) 72,913 (206,614) -5.9% -9.6% N/A 7.1% -8.7% $ 621,741 $ 80,708 702,449 $ 508,045 $ 115,168 59,727 682,940 $ 508,045 $ 115,168 59,727 682,940 $ 508,045 $ 127,304 59,724 695,073 $ 365,853 $ 160,481 30,770 557,104 $ 142,192 (45,313) 28,957 125,836 28.0% -39.3% 48.5% 18.4% TOTAL PROGRAMS $ 9,429,492 $ 9,047,023 $ 10,397,023 $ 10,509,030 $ 9,402,053 $ $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ USES CODE - CODE ENFORCEMENT CPLG - COMPREHENSIVE PLANNING CSVC - CUSTOMER SERVICES PINS - PERMIT INSPECTIONS PLCS - PLANNING AND ZONING PREV - PLAN REVIEW 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 RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 994,970 9.6% Sources by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 4,035,370 4,035,370 $ $ 3,887,052 3,887,052 $ $ 3,887,052 3,887,052 $ $ 5,842,199 5,842,199 $ $ 3,973,952 3,973,952 $ $ 86,900 86,900 2.2% 2.2% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 4,260,044 4,260,044 $ $ 4,078,600 4,078,600 $ $ 4,078,600 4,078,600 $ $ 6,260,768 6,260,768 $ $ 3,981,300 3,981,300 $ $ (97,300) (97,300) -2.4% -2.4% $ SUBTOTAL $ 20,450 20,450 $ $ 18,948 18,948 $ $ 18,948 18,948 $ $ 11,695 11,695 $ $ 18,948 18,948 $ $ - 0.0% 0.0% $ $ $ 24,000 12,000 36,000 $ $ 20,761 8,460 29,221 $ $ 16,000 9,600 25,600 $ $ 16,000 9,600 25,600 $ SUBTOTAL $ 18,895 36,949 55,844 $ 8,000 2,400 10,400 50.0% 25.0% 40.6% ALL REVENUES $ 8,371,708 $ 8,010,200 $ 8,010,200 $ 12,143,883 $ 8,010,200 $ - 0.0% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 515,875 515,875 $ $ - $ - $ - $ $ - $ $ - $ $ - N/A N/A TOTAL SOURCES $ 8,887,583 $ 8,010,200 $ 12,143,883 $ 8,010,200 $ - 0.0% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 8,010,200 $ 668 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED FY 2017 ADOPTED REVISED VS ADOPTED VAR % 4,604,352 $ 11,160 1,613,302 (1,292,456) 1,264,005 6,200,363 $ 4,712,156 $ 7,480 1,746,969 (1,363,229) 1,629,134 6,732,510 $ 4,704,712 $ 7,480 1,754,413 (1,363,229) 1,629,134 6,732,510 $ 4,823,882 $ 12,424 1,776,564 (1,366,647) 1,623,479 6,869,702 $ 4,654,127 $ 15,600 1,896,705 (1,368,905) 1,636,076 6,833,603 $ 50,585 (8,120) (142,292) 5,676 (6,942) (101,093) 1.1% -108.6% -8.1% 0.4% -0.4% -1.5% SUBTOTAL $ 28,281 $ 68,702 5,822 (8,849) 42,867 136,823 $ 47,060 $ 78,620 (5,000) 48,868 169,548 $ 47,060 $ 78,620 260,000 (5,000) 48,868 429,548 $ 34,170 $ 54,305 267,996 (1,615) 48,145 403,001 $ 43,345 $ 58,420 (8,000) 103,221 196,986 $ 3,715 20,200 260,000 3,000 (54,353) 232,562 7.9% 25.7% 100.0% 60.0% -111.2% 54.1% 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 $ 8,279 $ 487,111 742,074 7,528 864,133 4,745 34,418 7,044 (80,424) 174,093 2,249,001 $ 7,180 $ 393,459 612,000 763,272 12,250 23,300 5,410 (19,536) 241,013 2,038,348 $ 7,180 $ 1,403,459 612,000 80,000 763,272 12,250 23,300 5,410 (19,536) 235,943 3,123,278 $ 7,601 $ 1,414,397 601,653 81,710 760,443 8,727 10,945 4,582 (17,981) 207,732 3,079,809 $ 8,720 $ 618,173 649,000 636,042 15,000 24,200 5,290 (10,961) 167,650 2,113,114 $ (1,540) 785,286 (37,000) 80,000 127,230 (2,750) (900) 120 (8,575) 68,293 1,010,164 -21.4% 56.0% -6.0% 100.0% 16.7% -22.4% -3.9% 2.2% -43.9% 28.9% 32.3% CAPITAL $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 33,500 295,620 (8,619) 6,929 327,430 $ 15,000 $ 81,000 10,617 106,617 $ 15,000 $ 81,000 10,617 106,617 $ - $ 151,448 151,448 $ 34,883 $ 180,000 38,397 253,280 $ (19,883) (99,000) (27,780) (146,663) -132.6% N/A -122.2% N/A -261.7% -137.6% ALL EXPENDITURES $ 8,913,617 $ 9,047,023 $ 10,391,953 $ 10,503,960 $ 9,396,983 $ 994,970 9.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 515,875 $ 515,875 $ - $ - $ 5,070 $ 5,070 $ 5,070 $ 5,070 $ 5,070 $ 5,070 $ - 0.0% 0.0% TOTAL USES $ 9,429,492 $ 9,047,023 $ 10,397,023 $ 10,509,030 $ 9,402,053 $ 994,970 9.6% 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 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 8,371,457 $ 515,875 8,887,332 $ 8,010,200 $ 8,010,200 $ 8,010,200 $ 8,010,200 $ 12,143,883 $ 12,143,883 $ 8,010,200 $ 8,010,200 $ - 0.0% N/A 0.0% 251 $ 251 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A 8,371,708 $ 515,875 $ 8,887,583 $ FY 2015 ACTUAL 8,010,200 $ - $ 8,010,200 $ FY 2016 ADOPTED 8,010,200 $ - $ 8,010,200 $ FY 2016 REVISED 12,143,883 $ - $ 12,143,883 $ FY 2016 FORECAST 8,010,200 $ - $ 8,010,200 $ FY 2017 REVISED VS ADOPTED VAR 0.0% N/A 0.0% ADOPTED % $ 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 $ 868,231 $ 868,231 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ - 0.0% 0.0% 7,672,703 $ 372,683 8,045,386 $ 8,001,694 $ 177,097 8,178,791 $ 8,601,694 $ 927,097 9,528,791 $ 8,713,701 $ 927,097 9,640,798 $ 8,001,694 $ 532,127 8,533,821 $ 600,000 394,970 994,970 7.0% 42.6% 10.4% 515,875 $ 515,875 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 8,540,934 $ 888,558 $ 9,429,492 $ 8,869,926 $ 177,097 $ 9,047,023 $ 9,469,926 $ 927,097 $ 10,397,023 $ 9,581,933 $ 927,097 $ 10,509,030 $ 8,869,926 $ 532,127 $ 9,402,053 $ 600,000 394,970 994,970 6.3% 42.6% 9.6% 669 Maricopa County Annual Business Strategies FY 2017 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 PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.00 5.00 8.00 3.00 4.00 7.00 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 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 73.00 80.00 7.00 5.00 14.00 22.00 25.00 5.00 78.00 85.00 7.00 5.00 14.00 22.00 24.00 5.00 77.00 84.00 7.00 5.00 15.00 22.00 24.00 5.00 78.00 85.00 1.00 (1.00) - 0.0% 0.0% 7.1% 0.0% (4.0%) 0.0% 0.0% 0.0% 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 2016 ADOPTED 1.00 1.00 5.00 2.00 1.00 1.00 6.00 1.00 1.00 2.00 1.00 1.00 1.00 4.00 15.00 2.00 5.00 6.00 1.00 2.00 5.00 1.00 1.00 14.00 80.00 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 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 4.00 4.00 17.00 17.00 4.00 4.00 5.00 4.00 6.00 6.00 1.00 1.00 2.00 2.00 5.00 5.00 1.00 1.00 1.00 1.00 85.00 84.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% (1.00) (100.0%) 1.00 0.0% 5.00 0.0% 2.00 0.0% 8.00 1.00 14.3% 2.00 0.0% 6.00 0.0% 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% 17.00 0.0% 4.00 0.0% 5.00 0.0% 6.00 0.0% 1.00 0.0% 2.00 0.0% 5.00 0.0% 1.00 0.0% 1.00 0.0% N/A N/A 85.00 0.0% FY 2015 ADOPTED 85.00 85.00 FY 2016 ADOPTED 80.00 80.00 FY 2016 FY 2016 REVISED FORECAST 85.00 84.00 85.00 84.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 85.00 0.0% 85.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations 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 DEPARTMENT/FUND 226 PLANNING AND DEVELOPMENT FEES Department Total General Adjustments Base Adjustments: Planning and Development Fees Fund (226) Operating • Increase Regular Benefits by $109,182 for the impact of changes in health/dental premium rates. 670 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • • • Department Strategic Plans and Budgets Planning and Development Increase Personnel Benefits Savings by $2,118 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. Increase Internal Service Charges by $486 for the impact of changes in retirement contribution rates. Decrease Supplies and Services by $107,156 for decrease in plan reviews. Increase Transfers Out by $5,070 for VM Ware. Decrease Internal Service Charges by $28,957 for the impact of the changes in risk management charges. Increase Internal Service Charges by $45,313 for the impact of the changes in the base level telecommunication charges. Increase Personnel Savings by $21,820, from 3.67% to 5.12%. Planning and Development Fees Fund (226) Non Recurring • FY 2017 Non Recurring Non Project budget of $532,127 includes: o $120,000 for four (4) Vehicle Replacements. o $35,000 for Replacement of Lobby Seating and Hallway Carpet. o $150,692 for two (2) Contract Inspectors. o $226,435 for two (2) New Additions to Fleet. 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 FY 2015 ACTUAL 90.4% FY 2016 FY 2016 REVISED FORECAST 87.5% 92.2% FY 2017 ADOPTED 90.4% REV VS ADOPTED VAR % 2.9% 3.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 76.1% 91.4% 86.0% 90.4% (0.9%) -1.0% 97.5% 98.5% 97.1% 95.1% (3.5%) -3.5% 92.9% 100.0% 100.0% 100.0% 0.0% 0.0% 95.4% 98.0% 91.5% 97.5% (0.4%) -0.4% 671 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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. Mandates: A.R.S. §11-808 establishes the County zoning ordinance enforcement within a zoned territory and establishes the position of the County zoning inspector and deputy inspectors. The statute also states it is unlawful to erect, construct, reconstruct, alter or use any building or other structures without obtaining a zoning clearance from the County in the unincorporated areas of the county; A.R.S. §11-808 also establishes the County to appoint hearing officers to hear and determine zoning violations; A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. Measure Type Result Measure Description Percent of violation complaint inspections provided within 30 days of receipt of complaint Output Total number of violation complaint inspections provided Number of Violation Complaints Received Total expenditure per violation complaint inspection provided Demand Expenditure Ratio Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES FY 2015 ACTUAL 90.4% FY 2016 FY 2016 REVISED FORECAST 87.5% 92.2% 1,307 2,400 FY 2017 ADOPTED 90.4% 1,382 REV VS ADOPTED VAR % 2.9% 3.3% 1,500 (900) -37.5% (1,320) (145.32) -45.8% -66.7% $ 1,500 416.52 $ 2,880 218.00 $ 1,840 359.24 $ 1,560 363.32 $ $ 90,946 $ 144,000 $ 364,003 $ 144,000 $ - 0.0% $ 90,946 $ 144,000 $ 364,003 $ 144,000 $ - 0.0% $ 323,965 220,425 $ 329,326 193,875 $ 329,326 167,145 $ 323,242 221,738 $ 6,084 (27,863) 1.8% -14.4% $ 544,390 $ 523,201 $ 496,471 $ 544,980 $ (21,779) -4.2% Expenditure 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES Activity Narrative: The FY 2017 budget supports the Department in meeting 90.4% of the demand for violation complaint investigations, including completion of backlogged violation complaints. Demand exceeds output for this measure as some complaints are not code violations yet require an inspection. Revenue is expected to decrease due to a greater number of older violation complaints being resolved with settled payment of fines through compliance agreements. The decrease in demand results from procedural changes in the permitting application capturing all inspections conducted by the Code Enforcement staff. The decrease in stated inspections is due in part to revised Code procedures. Expenditure increase is due to higher health/dental benefits rates in FY 2017. 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. 672 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates: A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes that the commission shall act in an advisory capacity to the Board and shall, when requested, make a report or recommendation in matters under the jurisdiction of the Board. Further, the commission shall prepare and recommend to the Board a comprehensive plan; A.R.S. §11-821 requires the commission to formulate and the Board of Supervisors to adopt or readopt a comprehensive long-term county plan. Measure Type Result Output Demand Expenditure Ratio Revenue 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 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 5 18 5 12 (6) -33.3% 6 20 10 12 (8) -40.0% $ 75,553.60 $ 22,393.33 $ 82,806.60 $ 35,854.08 $ (13,460.75) -60.1% $ 52,010 $ 90,000 $ 56,310 $ 10,200 $ (79,800) -88.7% $ 52,010 $ 90,000 $ 56,310 $ 10,200 $ (79,800) -88.7% $ 246,548 131,220 $ 266,548 136,532 $ 266,548 147,485 $ 266,548 163,701 $ (27,169) 0.0% -19.9% $ 377,768 $ 403,080 $ 414,033 $ 430,249 $ (27,169) -6.7% Expenditure 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES Activity Narrative: The FY 2017 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.' Expenditure increase is due to higher health/dental benefits rates in FY 2017. 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. 673 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes requirements for issuance and distribution of copies of permits as well as responsibilities of the subsequent owner of property on which construction was undertaken without a permit. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of All Customers Served within 30 minutes Total Number of Customers Served Number of Customers Requesting Service at the One Stop Shop Counter Total expenditure per customer served FY 2015 ACTUAL 76.1% FY 2016 FY 2016 REVISED FORECAST 91.4% 86.0% 10,122 10,122 9,500 9,500 FY 2017 ADOPTED 90.4% REV VS ADOPTED VAR % (0.9%) -1.0% 10,040 10,040 6,648 6,648 540 540 5.7% 5.7% (3.43) -4.3% $ 65.22 $ 79.98 $ 111.17 $ 83.40 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 93,645 $ 90,600 $ 97,730 $ 90,600 $ - 0.0% $ 93,645 $ 90,600 $ 97,730 $ 90,600 $ - 0.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 660,164 $ 759,785 $ 739,052 $ 837,364 $ (77,579) -10.2% $ 660,164 $ 759,785 $ 739,052 $ 837,364 $ (77,579) -10.2% Expenditure Activity Narrative: The FY 2017 budget supports the Department in meeting 90.4% of the demand for customer services. The Department continues to experience a steady increase in demand for planning and development services and there is an expectation that demand will continue at its current rate for the remainder of FY 2016 and a slight increase into FY 2017. The Department continues to improve its performance in serving customers in 30 minutes or less. Expenditure increase is due to changes in departmental procedures. Permit Inspections Activity The purpose of the Permit Inspections Activity is to provide building inspection services to builders so they can complete construction in compliance with approved building codes in a timely manner. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes requirements for issuance and distribution of permit copies as well as responsibilities of the subsequent owner of property on which construction was undertaken without a permit. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Inspections provided the same day as Requested Total Number of Inspections provided Number of Inspections Scheduled/Requested Total expenditure per inspection provided FY 2016 FY 2016 REVISED FORECAST 97.1% 98.5% FY 2015 ACTUAL 97.5% $ 33,041 33,057 58.94 $ 34,480 34,600 54.78 $ 38,885 38,907 49.58 FY 2017 ADOPTED 95.1% $ 38,400 38,400 52.29 REV VS ADOPTED VAR % (3.5%) -3.5% $ 3,920 3,800 2.48 11.4% 11.0% 4.5% 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ 3,922,574 $ 3,744,000 $ 5,461,791 $ 3,812,900 $ 68,900 1.8% 251 $ 3,922,825 $ 3,744,000 $ 5,461,791 $ 3,812,900 $ 68,900 N/A 1.8% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 1,947,351 $ 1,888,778 $ 1,927,896 $ 2,008,124 $ (119,346) -6.3% $ 1,947,351 $ 1,888,778 $ 1,927,896 $ 2,008,124 $ (119,346) -6.3% Expenditure 674 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The FY 2017 budget supports the Department in meeting 95.1% of the demand, including building re-inspections. The Department is experiencing a significant increase in demand for inspections and as a result is expecting a slight drop in the ability to meet that growing demand. The department is looking at efficiencies to improve inspection response times. The budgeted expenditures increased as a result of increased staff levels to meet the growing demand for inspection services in FY 2017. 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 2015 ACTUAL 95.4% $ 6,220 6,358 324.16 FY 2016 FY 2016 REVISED FORECAST 98.0% 91.5% $ 5,880 6,000 567.72 $ 6,735 6,896 489.08 FY 2017 ADOPTED 97.5% $ 6,300 6,560 319.25 REV VS ADOPTED VAR % (0.4%) -0.4% $ 420 560 248.47 7.1% 9.3% 43.8% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 3,768,687 $ 3,576,000 $ 5,728,412 $ 3,576,000 $ - 0.0% $ 3,768,687 $ 3,576,000 $ 5,728,412 $ 3,576,000 $ - 0.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 2,016,270 $ 3,338,179 $ 3,293,973 $ 2,011,280 $ 1,326,899 39.7% $ 2,016,270 $ 3,338,179 $ 3,293,973 $ 2,011,280 $ 1,326,899 39.7% Expenditure Activity Narrative: The FY 2017 budget supports the Department in meeting an expected level of 97.5% 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 seen a slight rise in large scale projects, including various solar energy plants, which impact the plan review workload. The increase in the number of plan reviews is attributed to the increase in single family residence permits. The expenditure reduction in FY 2017 is due in part to a reduction in use of outside resources to provide plan review services, and employee salaries being reimbursed by the Flood Control District and Maricopa County Department of Transportation. 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 675 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 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 2015 ACTUAL 92.9% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 14 12 25 12 - 0.0% 17 12 32 30 18 150.0% $ 31,571.43 $ 36,567.75 $ 17,895.80 $ 37,007.58 $ (439.83) -1.2% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 379,752 $ 340,000 $ 404,416 $ 336,000 $ (4,000) -1.2% $ 379,752 $ 340,000 $ 404,416 $ 336,000 $ (4,000) -1.2% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 273,349 168,651 $ 272,358 166,455 $ 272,358 175,037 $ 278,442 165,649 $ (6,084) 806 -2.2% 0.5% $ 442,000 $ 438,813 $ 447,395 $ 444,091 $ (5,278) -1.2% Revenue Expenditure Activity Narrative: The overall demand or number of cases processed by the Planning and Zoning Activity is expected to increase in early part of FY 2017. 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. The number of Development Master Plan and Comprehensive Plan Amendments is expected to remain flat as an excess of these large-scale-projects continue to be finalized and moved into the building phases. Slight revenue and expenditure increases and decreases are a result of how many cases are processed through advisory committee and the movement through projects. 676 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 868,232 $ - FY 2016 Revised Budget $ 868,232 $ - FY 2017 Baseline Budget $ 868,232 $ - FY 2017 Adopted Budget Percent Change from Baseline Amount $ 868,232 $ 0.0% - Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Mid Year Adjustments Budget Adjustment Program Increase 8,010,200 $ 600,000 $ 600,000 - $ 8,001,694 $ 8,010,200 $ (600,000) $ (600,000) - $ 8,001,694 $ 8,010,200 $ 107,550 $ 109,182 (2,118) 486 (107,550) $ (102,086) - C-44-16-086-M-00 Agenda Item: C-44-16-086-M-00 FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Supplies and Services VM Ware Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 3.67% to 5.12% 8,001,694 $ Agenda Item: FY 2016 Revised Budget Adjustments: Mid Year Adjustments Budget Adjustment Program Increase $ Agenda Item: $ $ (107,156) 5,070 (28,957) 45,313 (21,820) $ FY 2017 Adopted Budget Percent Change from Baseline Amount (21,820) $ 677 - 8,001,694 $ 0.0% 8,010,200 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Non Recurring Inc Expenditure Authority for Electronic Doc Review $ 177,097 $ - $ 750,000 $ 750,000 - $ 927,097 $ - $ $ (81,097) (81,097) (846,000) $ (750,000) (96,000) - $ - $ - $ 532,127 $ 155,000 - 377,127 - 532,127 $ - Agenda Item: C-44-16-042-3-00 FY 2016 Revised Budget Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Inc Expenditure Authority for Electronic Doc Review Non Recurring Carry Forward Agenda Item: C-44-16-042-3-00 FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Vehicle Replacements Carry Forward Building Improvements Carry Forward Other Non Recurring Contract Inspectors Additions to Fleet Agenda Item: $ $ 120,000 35,000 $ 150,692 226,435 FY 2017 Adopted Budget $ Planning and Development Fees Fund (226) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 3,272,669 $ 3,489,495 $ 3,489,495 $ 4,114,632 $ 6,617,717 $ 8,371,457 515,875 8,887,332 $ 8,010,200 8,010,200 $ 8,010,200 8,010,200 $ 12,143,883 12,143,883 $ 8,010,200 8,010,200 $ 8,601,694 927,097 9,528,791 $ $ 8,713,701 927,097 9,640,798 $ $ 8,001,694 177,097 8,178,791 $ $ 7,672,709 372,683 8,045,392 $ 8,001,694 532,127 8,533,821 Structural Balance $ 698,748 $ 8,506 $ (591,494) $ 3,430,182 $ 8,506 Accounting Adjustments $ 23 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 4,114,632 4,114,632 $ 3,320,904 3,320,904 $ 1,970,904 1,970,904 $ 6,617,717 6,617,717 $ 6,094,096 6,094,096 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 678 $ $ $ $ Maricopa County Annual Business Strategies FY 2017 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 2018, achieve an annual customer satisfaction score of 90% or greater as measured through the annual customer satisfaction survey issued by Procurement Services. Status: The Department has been diligently working to rebrand themselves as a strategic partner and agency resource. The 2016 annual survey reports a 89% satisfaction rate with their customers. They will reevaluate during the FY 2018 Strategic Business Plan update process. Department Specific By FY 2018, 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 at 100%. They have leveraged spend categories based on aggregated requirements and have even partnered cooperatively with other agencies to truly engage supplier pricing strategies on multi-jurisdictional contracts. The Department will reevaluate this goal during the FY 2018 Strategic Business Plan update process. Department Specific By FY 2018, 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 at 100% and will reevaluate during the FY 2018 Strategic Business Plan update process. Department Specific By FY 2018, 80% of new construction project contracts will include acceptable environmental sustainability standards consistent with Board policy. 679 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 construction contracts. They have reached this goal at 100% and will reevaluate during the FY 2018 Strategic Business Plan update process. Department Specific By FY 2018, 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 does not have a reliable way of accurately tracking this goal and have begun exploring options and applications that will allow for better tracking. They will reevaluate during the FY 2018 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % PCPT - PROCUREMENT SERVICES 73BS - PROCUREMENT SERVICES $ $ 762,678 762,678 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ - 0.0% 0.0% PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 756,621 756,621 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 707,214 707,214 $ $ 739,834 739,834 $ $ (105,383) (105,383) -12.5% -12.5% TOTAL PROGRAMS $ 1,519,299 $ 1,606,217 $ 1,606,217 $ 1,468,214 $ 1,500,834 $ (105,383) -6.6% USES PCPT - PROCUREMENT SERVICES 73BS - PROCUREMENT SERVICES $ $ 2,178,875 2,178,875 $ $ 2,238,612 2,238,612 $ $ 2,238,612 2,238,612 $ $ 2,243,568 2,243,568 $ $ 2,250,980 2,250,980 $ $ (12,368) (12,368) -0.6% -0.6% PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 746,330 746,330 $ $ 750,072 750,072 $ $ 750,072 750,072 $ $ 688,845 688,845 $ $ 731,103 731,103 $ $ 18,969 18,969 2.5% 2.5% RMPT - RECORDS MANAGEMENT 73RM - RECORDS MANAGEMENT $ $ 38,885 38,885 $ $ 55,252 55,252 $ $ 55,252 55,252 $ $ 53,768 53,768 $ $ 54,470 54,470 $ $ 782 782 1.4% 1.4% ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS RCOM - REGULATION COMPLIANCE SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 171,981 35,483 207,464 $ 183,878 893 4,074 188,845 $ 183,878 893 4,074 188,845 $ 173,528 4,375 177,903 $ 97,627 14,431 14,148 126,206 $ $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 63,949 27,313 8,280 99,542 TOTAL PROGRAMS $ 3,271,096 $ $ $ 69,699 22,173 8,222 100,094 $ 3,332,875 $ $ $ $ $ 69,699 22,173 8,222 100,094 $ 3,332,875 $ $ $ 69,699 26,099 8,221 104,019 $ 3,268,103 $ 86,251 893 (14,431) (10,074) 62,639 46.9% 100.0% N/A -247.3% 33.2% 15.5% -59.8% -0.4% -2.5% $ $ 58,863 35,440 8,254 102,557 $ 10,836 (13,267) (32) (2,463) $ 3,265,316 $ 67,559 2.0% Sources by Category CATEGORY CHARGES FOR SERVICE $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 756,572 756,572 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 707,214 707,214 $ $ 739,834 739,834 $ $ $ SUBTOTAL $ 762,727 762,727 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ ALL REVENUES $ 1,519,299 $ 1,606,217 $ 1,606,217 $ 1,468,214 $ 1,500,834 $ (105,383) -6.6% TOTAL SOURCES $ 1,519,299 $ 1,606,217 $ 1,606,217 $ 1,468,214 $ 1,500,834 $ (105,383) -6.6% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 680 (105,383) (105,383) - -12.5% -12.5% 0.0% 0.0% Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2017 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 $ FY 2015 ACTUAL FY 2016 ADOPTED 2,045,010 $ 293 704,501 (79,445) 69,029 2,739,388 $ $ SUBTOTAL $ 274,051 197 274,248 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 $ 97,286 40 6,180 98,629 6,018 3,204 1,297 212,654 $ $ SUBTOTAL $ FY 2016 REVISED 2,192,376 $ 150 795,184 (242,204) 19,367 2,764,873 $ 269,093 582 269,675 $ $ $ 125,491 20,900 17,492 109,603 12,096 10,685 2,060 298,327 36,525 36,525 $ $ ALL EXPENDITURES $ 3,262,815 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ TOTAL USES $ CAPITAL 0920 - CAPITAL EQUIPMENT FY 2016 FORECAST 2,189,122 $ 150 798,438 (242,204) 19,367 2,764,873 $ 269,093 582 269,675 $ $ $ 125,491 20,900 17,492 109,603 12,096 10,685 2,060 298,327 - $ $ $ 3,332,875 8,281 8,281 $ $ 3,271,096 $ 2,137,529 $ 157 782,635 10,000 (161,973) 19,367 2,787,715 $ 180,231 334 180,565 $ $ $ 117,879 9,795 48,514 109,470 7,507 5,745 913 299,823 - $ $ $ 3,332,875 - $ $ 3,332,875 $ $ REVISED VS ADOPTED VAR % FY 2017 ADOPTED 2,046,128 $ 805,686 14,431 (202,299) 101,598 2,765,544 $ 142,994 150 (7,248) (14,431) (39,905) (82,231) (671) 6.5% 100.0% -0.9% N/A -16.5% -424.6% 0.0% 209,651 582 210,233 $ $ $ 113,206 20,900 26,104 106,808 11,096 9,685 1,740 289,539 - $ $ - $ $ - N/A N/A $ 3,268,103 $ 3,265,316 $ 67,559 2.0% - $ $ - $ $ - $ $ - N/A N/A 3,332,875 $ 3,268,103 $ 3,265,316 $ 67,559 2.0% $ $ $ $ $ 59,442 59,442 22.1% 0.0% 22.0% 12,285 (8,612) 2,795 1,000 1,000 320 8,788 9.8% 0.0% -49.2% 2.6% 8.3% 9.4% 15.5% 2.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FUND TOTAL SOURCES $ 762,678 762,678 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ 761,000 761,000 $ $ $ FUND TOTAL SOURCES $ 756,621 756,621 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 707,214 707,214 $ $ 739,834 739,834 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,519,299 1,519,299 FY 2015 ACTUAL $ $ 1,606,217 1,606,217 FY 2016 ADOPTED $ $ 1,606,217 1,606,217 FY 2016 REVISED $ $ 1,468,214 1,468,214 FY 2016 FORECAST $ $ 1,500,834 1,500,834 FY 2017 ADOPTED $ $ 2,452,765 3 2,452,768 $ 2,487,658 2,487,658 $ 673 REPROGRAPHICS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ FUND TOTAL USES $ 673 REPROGRAPHICS OPERATING NON RECURRING NON PROJECT $ $ $ 2,487,658 2,487,658 $ $ 2,487,658 2,487,658 $ $ 2,438,032 2,438,032 (105,383) (105,383) 0.0% 0.0% -12.5% -12.5% (105,383) -6.6% (105,383) -6.6% REVISED VS ADOPTED VAR % $ $ 49,626 49,626 2.0% N/A 2.0% 773,522 44,806 818,328 $ $ 739,834 87,450 827,284 $ $ 780,445 780,445 $ $ 845,217 845,217 $ $ 845,217 845,217 $ FUND TOTAL USES $ $ 105,383 (87,450) 17,933 12.5% N/A 2.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,226,287 44,809 3,271,096 $ $ $ 3,332,875 3,332,875 $ $ $ 3,332,875 3,332,875 $ $ $ 3,268,103 3,268,103 $ $ $ 3,177,866 87,450 3,265,316 $ $ $ 155,009 (87,450) 67,559 4.7% N/A 2.0% 681 Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 .50 1.50 1.00 1.00 1.00 .00 1.00 1.00 1.00 .50 .50 (.50) (.50) (50.0%) N/A (50.0%) 9.00 9.00 9.00 9.00 9.40 9.40 9.80 9.80 9.40 9.40 - 0.0% 0.0% 25.25 25.25 28.75 28.75 27.75 27.75 28.75 28.75 26.25 26.25 (1.50) (1.50) (5.4%) (5.4%) .75 .75 36.50 .75 .75 39.50 .75 .75 38.90 .75 .75 40.30 .75 .75 36.90 (2.00) 0.0% 0.0% (5.1%) 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 2016 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 11.00 1.00 2.00 2.00 1.00 1.00 1.00 6.00 .50 1.00 39.50 FY 2016 FY 2016 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 10.00 11.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.40 1.80 6.00 6.00 .50 .50 1.00 1.00 38.90 40.30 FY 2017 REVISED TO ADOPTED 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% 9.00 (1.00) (10.0%) 1.00 0.0% 1.00 (1.00) (50.0%) 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.40 0.0% 6.00 0.0% .50 0.0% 1.00 0.0% 36.90 (2.00) (5.1%) FY 2015 ADOPTED 27.50 9.00 36.50 FY 2016 ADOPTED 30.50 9.00 39.50 FY 2016 REVISED 29.50 9.40 38.90 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 27.50 (2.00) (6.8%) 9.40 0.0% 36.90 (2.00) (5.1%) 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 Staffing by Fund DEPARTMENT/FUND 100 GENERAL 673 REPROGRAPHICS Department Total FY 2016 FORECAST 30.50 9.80 40.30 Staffing Variance Analysis FY 2017 staffing reductions are due to the transfer of one Procurement Officer back to Public Health and the reduction of two FTEs associated with the Enterprise Resource Planning (ERP) project which will be completed in FY 2017. One of these reductions is already reflected in the FY 2016 revised Budget. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $35,431 for the impact of the changes in health/dental premium rates. 682 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Procurement Services • Increase Personnel Benefits Savings by $783 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $170 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $26 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $10,614 for the impact of the changes in the base level telecommunication charges. • Decrease Travel and Other Services by $14,188 for the impact of the changes in right-sizing vacancy savings. • Decrease Vacancy Savings by $14,188 to make it achievable. The department historically has been fully staff and turnover is minimal. Reprographics (673) Operating • Increase Regular Benefits by $13,329 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $986 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $37 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $6 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $2,653 for the impact of the changes in the base level telecommunication charges. • Decrease Central Service Cost Allocation by $10,836 for the impact of the changes in central service rates. • Increase Vacancy Savings by $1,922 to right-size savings with what is occurring historically in this fund. • Decrease Supplies by $20,214 to maintain structural balance. • Reallocate $87,450 to Non Recurring Non Project for use of fund balance. • Decrease Revenues by $105,383 based on trend analysis. Reprographics (673) Non Recurring Non Project • Increase Expenditures by $87,450 to utilize fund balance for Operating costs. 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. 683 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of respondents indicating "very satisfied" or "satisfied" on the Procurement Customer Satisfaction Survey. Percentage of expenditure for goods/services/construction managed through procurement services. Percent of new contracts written to include acceptable environmental standards consitent with Board policy language. Percent of new construction project contracts which contain acceptable environmental standards consistent with Board policy. FY 2015 ACTUAL 79.5% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% 73.6% 67.4% 67.4% 70.0% 2.6% 3.9% 100.0% 98.7% 98.7% 100.0% 1.3% 1.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% REV VS ADOPTED VAR % 0.0% 0.0% 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. Measure Type Result Result Result Result 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 language. Percent of new construction project contracts which contain acceptable environmental 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 2015 ACTUAL 79.5% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 73.6% 67.4% 67.4% 70.0% 2.6% 3.9% 100.0% 98.7% 98.7% 100.0% 1.3% 1.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% (9) (15) -5.7% -15.0% 214 96 159 100 159 100 150 85 118 130 130 130 96 100 100 85 (15) -15.0% 643,131,660 465,000,000 465,000,000 400,000,000 (65,000,000) -14.0% $ 10,181.66 $ 14,079.32 $ 14,110.49 $ 15,006.53 $ 100 - GENERAL TOTAL SOURCES $ $ $ $ $ $ $ $ 761,000 761,000 $ $ 100 - GENERAL TOTAL USES $ 2,178,875 $ 2,178,875 $ 2,250,980 $ 2,250,980 $ $ 762,678 762,678 761,000 761,000 761,000 761,000 - (927.21) - 0.0% -6.6% 0.0% 0.0% Expenditure $ 2,238,612 $ 2,238,612 $ 2,243,568 $ 2,243,568 (12,368) (12,368) -0.6% -0.6% Activity Narrative: New contracts for construction projects and goods/services are declining in FY 2017 due to multiple County departments utilizing one or two contracts rather than having multiple 684 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget contracts that produce the same outcome for each County department. In addition, with the implementation of the Enterprise Resource Planning Finance and Procurement model, the department is anticipating an initial drop in contract requests and approvals until all current and past vendors are trained and transitioned to the new system. This should be a temporary decline and in FY 2018 will pick up again. 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 2015 ACTUAL N/A FY 2016 REVISED 95.7% FY 2016 FORECAST 89.4% FY 2017 ADOPTED 90.0% REV VS ADOPTED VAR % (5.7%) -5.9% 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 2015 ACTUAL N/A FY 2016 REVISED 95.7% $ 990 753.87 $ 2,208 339.71 $ 2,208 311.98 $ 2,240 326.39 $ 673 - REPROGRAPHICS TOTAL SOURCES $ $ 756,621 756,621 $ $ 845,217 845,217 $ $ 707,214 707,214 $ $ 739,834 739,834 $ $ (105,383) (105,383) 673 - REPROGRAPHICS TOTAL USES $ $ 746,330 746,330 $ $ 750,072 750,072 $ $ 688,845 688,845 $ $ 731,103 731,103 $ $ 18,969 18,969 990 FY 2016 FORECAST 89.4% 2,208 FY 2017 ADOPTED 90.0% 2,208 REV VS ADOPTED VAR % (5.7%) -5.9% 2,240 32 1.4% 32 13.32 1.4% 3.9% -12.5% -12.5% Expenditure 2.5% 2.5% Activity Narrative: The demand increased in FY 2016 from FY 2015 and is expected to carry forward to FY 2017 due to the Presidential Preference and Presidential Election. After a thorough trend analysis, revenues have been low and once again, will not make the amount budgeted. In addition, the fund has not maintained structural balance causing much of their remaining fund balance to decline at a rapid pace. In FY 2017, a one-time use of fund balance has been set aside to cover operating personnel costs. Further analysis will be conducted during the FY 2018 budget year to determine the best course of action for printing services. 685 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 76.4% FY 2016 REVISED 86.2% FY 2016 FORECAST 86.2% FY 2017 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. Measure Type Result 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. Requests for services. Cost per records management services provided. 100 - GENERAL TOTAL USES FY 2015 ACTUAL 76.4% FY 2016 REVISED 86.2% 275 FY 2016 FORECAST 86.2% 178 FY 2017 ADOPTED 86.2% 178 REV VS ADOPTED VAR % (0.0%) -0.0% 160 $ 325 108.01 $ 218 253.45 $ 218 246.64 $ 200 272.35 $ $ $ 38,885 38,885 $ $ 55,252 55,252 $ $ 53,768 53,768 $ $ 54,470 54,470 $ $ (18) -10.1% (18) (18.90) -8.3% -7.5% 782 782 1.4% 1.4% Activity Narrative: Demand has decreased for this activity since FY 2015. It is anticipated by the department that even though it is declining, it will not fall drastically. As new State requirements are established, the department plans on reeducating the County agencies on the changes in records management. The department expects that the demand and output will reach approximately the same numbers as what is forecasted in FY 2016. 686 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,487,658 $ 761,000 FY 2016 Revised Budget $ 2,487,658 $ 761,000 (95,084) $ (95,084) - Adjustments: Reallocations Reallocation Between Depts Agenda Item: $ FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Travel and Other Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Decrease Vacancy Savings from 2.75% to 2.23% $ 2,392,574 $ 761,000 34,818 $ 35,431 (783) 170 10,640 $ (14,188) - Agenda Item: $ $ $ (14,188) 26 10,614 14,188 $ FY 2017 Adopted Budget Percent Change from Baseline Amount 14,188 $ 687 - 2,438,032 $ 1.9% 761,000 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Procurement Services Reprographics Fund (673) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 845,217 $ 845,217 FY 2016 Revised Budget $ 845,217 $ 845,217 FY 2017 Baseline Budget $ 845,217 $ 845,217 $ 12,380 $ 13,329 (986) 37 (10,099) $ 6 2,653 (10,836) (1,922) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Base Telecom Adjustment Central Service Cost Allocation Personnel Savings Increase Vacancy Savings from 7.38% to 7.50% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Structural Balance Structural Balance Decrease Supplies Agenda Item: $ $ (1,922) $ $ $ $ - $ (87,450) $ (87,450) (20,214) $ (20,214) (105,383) (105,383) - (20,214) FY 2017 Adopted Budget Percent Change from Baseline Amount $ 739,834 $ 739,834 -12.5% -12.5% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 87,450 87,450 $ - $ 87,450 $ - Adjustments: Reallocations Reallocation Between Functions Use of Find Balance to Cover Operating Costs Agenda Item: $ FY 2017 Adopted Budget 688 87,450 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Procurement Services Reprographics Fund (673) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 RECOMM Beginning Spendable Fund Balance $ 222,383 $ 199,274 $ 199,274 $ 160,681 $ 87,450 Sources: Operating Total Sources: $ $ 756,621 756,621 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 707,214 707,214 $ $ 739,834 739,834 $ $ $ 780,445 780,445 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 773,522 44,806 818,328 $ 739,834 87,450 827,284 Structural Balance $ (16,901) $ - $ - $ (73,231) $ - Accounting Adjustments $ 5 $ - $ - $ - $ - $ $ 160,681 160,681 $ $ 199,274 199,274 $ $ 199,274 199,274 $ $ 87,450 87,450 $ $ - Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance 689 Maricopa County Annual Business Strategies FY 2017 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 94.4% of all capital and capital post-conviction relief cases that do not have representation conflicts will be assigned to staffed offices in FY 2016, and remain at that level in FY 2017. One case has been assigned to outside counsel in FY 2016 due to capacity limitations in the staffed offices. Though the timing of case assignments and office capacity may result in a small number of cases assigned to contract counsel, the goal remains to strive for 100% of cases assigned to staffed offices. Safe Communities By July 2019, 80% or more of all clients in non-capital and non-dependency cases 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 82% 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 2016, and 79% in FY 2017. The growth in anticipated case assignments does not always mirror the ability of PDS offices to expand staffing due to space limitations and related costs. PDS will monitor case growth and respond in the most cost-effective manner. Safe Communities By July 2019, 25% or more of all dependency matters (one child and one parent) 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. 690 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Status: Dependency representation continues to have the lowest level of staffed office representation (24% for both FY 2016 forecast and FY 2017 request). The Offices of the Legal Defender and Legal Advocate were both able to absorb 10.0 FTE dependency positions in response to the establishment of additional Dependency Courts in FY 2015. Space constraints may need to be addressed in FY 2017 if dependency demand growth exceeds 10%, as anticipated. PDS will monitor the growth, and will request changes where appropriate. Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % NCFR - NON CAPITAL FELONY REP 52CR - ADULT CRIMINAL REPRESENTATION $ $ 1,187,500 $ 1,187,500 $ 1,108,785 $ 1,108,785 $ 1,108,785 $ 1,108,785 $ 1,090,174 $ 1,090,174 $ 1,063,965 $ 1,063,965 $ (44,820) (44,820) -4.0% -4.0% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 411,333 $ 46,336 457,669 $ 404,610 $ 38,332 442,942 $ 404,610 $ 38,332 442,942 $ 346,530 $ 32,385 378,915 $ 346,113 $ 32,385 378,498 $ (58,497) (5,947) (64,444) -14.5% -15.5% -14.5% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (1,423) $ (1,423) $ - $ - $ - $ - $ - $ - $ - $ - $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 268,936 $ 268,936 $ 131,495 $ 131,495 $ 131,495 $ 131,495 $ 131,495 $ 131,495 $ 1,046 $ 1,046 $ (130,449) (130,449) -99.2% -99.2% TOTAL PROGRAMS $ 1,912,682 $ 1,683,222 $ 1,683,222 $ 1,600,584 $ 1,443,509 $ (239,713) -14.2% 1,806,715 $ 1,665,068 404,780 228,426 4,104,989 $ 2,194,187 $ 1,835,443 515,476 393,217 4,938,323 $ 2,194,187 $ 1,779,765 515,476 399,406 4,888,834 $ 1,916,807 $ 1,610,341 373,830 310,347 4,211,325 $ 2,151,197 $ 1,623,394 427,627 348,834 4,551,052 $ 42,990 156,371 87,849 50,572 337,782 2.0% 8.8% 17.0% 12.7% 6.9% 5,219,206 $ 19,011,662 5,821,817 726,594 42,028,993 1,950,853 36,447 74,795,572 $ 5,788,747 $ 19,829,929 7,781,846 901,572 43,706,727 2,205,143 30,959 80,244,923 $ 5,766,015 $ 19,758,569 7,863,706 897,159 43,575,070 2,151,609 30,959 80,043,087 $ 5,771,482 $ 19,211,031 4,965,426 951,653 42,120,339 2,106,420 32,327 75,158,678 $ 5,991,683 $ 20,208,498 6,601,837 971,168 43,564,674 2,494,297 35,560 79,867,717 $ (225,668) (449,929) 1,261,869 (74,009) 10,396 (342,688) (4,601) 175,370 -3.9% -2.3% 16.0% -8.2% 0.0% -15.9% -14.9% 0.2% 1,885,240 $ 2,880,954 3,130 12,856,742 796,143 34,435 382,016 15,881,574 34,720,234 $ 1,878,442 $ 2,848,385 3,130 12,879,657 791,999 34,435 376,937 15,978,606 34,791,591 $ 1,620,767 $ 2,689,510 2,786 10,925,467 870,319 38,087 337,193 14,271,387 30,755,516 $ 1,748,263 $ 2,598,372 3,065 12,089,599 1,019,880 41,896 298,422 15,877,158 33,676,655 $ 130,179 250,013 65 790,058 (227,881) (7,461) 78,515 101,448 1,114,936 6.9% 8.8% 2.1% 6.1% -28.8% -21.7% 20.8% 0.6% 3.2% 103,864 103,864 - 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 $ $ 1,387,600 $ 2,525,543 3,750 9,435,689 732,943 24,750 667,452 12,286,960 27,064,687 $ IRSS - INDIGENT REP SUPPORT SVCS 52SS - INDIGENT REP SUPPORT SVCS $ $ 1,566,359 $ 1,566,359 $ 1,904,549 $ 1,904,549 $ 1,904,549 $ 1,904,549 $ 1,445,903 $ 1,445,903 $ 1,800,685 $ 1,800,685 $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS RECO - RECORDS MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 683,033 $ 412,185 1,410,006 528,472 2,467,701 2,263,939 7,765,336 $ 747,362 $ 375,204 1,589,056 571,755 32,095 2,598,339 2,192,526 8,106,337 $ 749,942 $ 375,106 1,616,950 605,589 2,734,344 2,201,225 8,283,156 $ 734,386 $ 437,804 1,431,538 606,688 3,448,233 2,379,164 9,037,813 $ 746,407 $ 306,105 1,523,429 624,161 25,943 3,720,749 2,501,349 9,448,143 $ 3,535 69,001 93,521 (18,572) (25,943) (986,405) (300,124) (1,164,987) 0.5% 18.4% 5.8% -3.1% N/A -36.1% -13.6% -14.1% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 486,910 $ 1,038,940 258,817 1,784,667 $ 512,648 $ 1,119,301 400,600 2,032,549 $ 512,648 $ 1,123,443 400,600 2,036,691 $ 500,050 $ 1,014,340 395,520 1,909,910 $ 818,652 $ 1,051,692 526,916 2,397,260 $ (306,004) 71,751 (126,316) (360,569) -59.7% 6.4% -31.5% -17.7% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 745,932 $ 745,932 $ 816,008 $ 816,008 $ 815,015 $ 815,015 $ 641,165 $ 641,165 $ 640,574 $ 640,574 $ 174,441 174,441 21.4% 21.4% TOTAL PROGRAMS $ 117,827,542 $ 132,762,923 $ 132,762,923 $ 123,160,310 $ 132,382,086 $ 380,837 0.3% $ $ $ 691 5.5% 5.5% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category CATEGORY INTERGOVERNMENTAL $ 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ -15.9% -15.9% 14,986 14,986 $ $ $ 1,076 23,630 24,706 $ 23,630 23,630 1,683,222 $ 1,683,222 $ 1,600,584 $ 1,443,509 $ 1,683,222 $ 1,683,222 $ 1,600,584 $ $ $ $ SUBTOTAL $ 2,352 15,396 17,748 ALL REVENUES $ 1,912,682 $ 1,912,682 $ 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 $ (166,068) (166,068) - $ 14,986 14,986 $ 1,041,323 1,041,323 FY 2015 ACTUAL 875,255 $ 875,255 $ 1,005,704 $ 1,005,704 $ $ $ TOTAL SOURCES $ -13.1% N/A -13.1% $ $ 1,186,768 1,186,768 $ $ (82,289) (82,289) $ 1,041,323 1,041,323 $ $ REVISED VS ADOPTED % VAR 544,624 $ 25,550 570,174 $ 626,913 626,913 MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2017 ADOPTED 626,913 $ 626,913 $ 630,315 $ 77,851 708,166 $ CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2016 FORECAST FY 2016 REVISED FY 2016 ADOPTED FY 2015 ACTUAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST 544,624 544,624 $ $ 1,443,509 $ FY 2017 ADOPTED 8,644 8,644 N/A 57.7% 57.7% (239,713) -14.2% (239,713) -14.2% REVISED VS ADOPTED % VAR 50,555,086 $ 343,160 9,567 16,582,904 861,525 (198,225) 190,347 68,344,364 $ 53,029,754 $ 336,553 6,000 18,228,010 1,178,256 (239,354) 223,753 72,762,972 $ 53,043,467 $ 254,527 6,000 18,256,077 1,178,256 (239,354) 223,753 72,722,726 $ 52,101,824 $ 265,369 14,392 17,948,297 953,231 (173,403) 165,431 71,275,141 $ 52,368,586 $ 185,796 6,000 19,287,106 1,249,377 (157,353) 149,462 73,088,974 $ 674,881 68,731 (1,031,029) (71,121) (82,001) 74,291 (366,248) 1.3% 27.0% 0.0% -5.6% -6.0% -34.3% 33.2% -0.5% 1,025,337 $ 23,617 54,426 1,103,380 $ 695,501 $ 27,945 30,000 753,446 $ 692,819 $ 27,945 30,000 750,764 $ 574,588 $ 20,799 109,022 704,409 $ 716,560 $ 25,850 30,000 772,410 $ (23,741) 2,095 (21,646) -3.4% 7.5% 0.0% -2.9% 45,551,788 $ 502,228 480,309 146,518 1,038,132 196,151 295,065 79,607 48,289,798 $ 56,049,102 $ 520,527 387,312 247,636 1,193,152 223,280 421,745 77,667 126,084 59,246,505 $ 56,049,102 $ 520,527 387,312 247,636 1,193,152 253,565 434,388 77,667 126,084 59,289,433 $ 47,194,449 $ 1,317,692 311,619 239,916 1,348,353 214,014 300,229 79,783 124,705 51,130,760 $ 54,936,507 $ 661,618 334,279 236,134 1,665,347 224,051 255,565 81,123 126,078 58,520,702 $ 1,112,595 (141,091) 53,033 11,502 (472,195) 29,514 178,823 (3,456) 6 768,731 2.0% -27.1% 13.7% 4.6% -39.6% 11.6% 41.2% -4.4% 0.0% 1.3% $ - $ 90,000 90,000 $ - $ - $ - $ - $ 50,000 $ 50,000 $ - $ - $ - N/A N/A N/A ALL EXPENDITURES $ 117,827,542 $ 132,762,923 $ 132,762,923 $ 123,160,310 $ 132,382,086 $ 380,837 0.3% TOTAL USES $ 117,827,542 $ 132,762,923 $ 132,762,923 $ 123,160,310 $ 132,382,086 $ 380,837 0.3% 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 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 692 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 124,187 $ 124,187 $ 38,332 $ 38,332 $ 38,332 $ 38,332 $ 57,935 $ 57,935 $ 32,385 $ 32,385 $ (5,947) (5,947) -15.5% -15.5% $ FUND TOTAL SOURCES $ 235,639 $ 235,639 $ 237,289 $ 237,289 $ 237,289 $ 237,289 $ 222,141 $ 222,141 $ 222,141 $ 222,141 $ (15,148) (15,148) -6.4% -6.4% $ $ 411,333 $ 411,333 $ 404,610 $ 404,610 $ 404,610 $ 404,610 $ 346,530 $ 346,530 $ 346,113 $ 346,113 $ (58,497) (58,497) -14.5% -14.5% $ $ 806,146 $ 268,936 1,075,082 $ 805,134 $ 131,495 936,629 $ 805,134 $ 131,495 936,629 $ 776,121 $ 131,495 907,616 $ 775,462 $ 1,046 776,508 $ (29,672) (130,449) (160,121) -3.7% -99.2% -17.1% $ $ 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 $ 1,643,746 $ 268,936 $ 1,912,682 $ 1,551,727 $ 131,495 $ 1,683,222 $ 1,551,727 $ 131,495 $ 1,683,222 $ 1,469,089 $ 131,495 $ 1,600,584 $ 1,442,463 $ 1,046 $ 1,443,509 $ 233 PUBLIC DEFENDER GRANTS OPERATING 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL SOURCES 262 PUBLIC DEFENDER FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 263 LEGAL DEFENDER FILL THE GAP OPERATING FUND TOTAL SOURCES FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT 233 PUBLIC DEFENDER GRANTS OPERATING 209 PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT FY 2015 ACTUAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FUND TOTAL USES $ 114,712,591 $ 1,232,972 115,945,563 $ 127,137,237 $ 3,652,470 130,789,707 $ 127,137,237 $ 3,652,470 130,789,707 $ $ FUND TOTAL USES $ 236,611 $ 236,611 $ 237,289 $ 237,289 $ 237,289 $ 237,289 $ 222,141 $ 222,141 $ $ 373,103 $ 153,053 526,156 $ 404,610 $ 253,560 658,170 $ 404,610 $ 253,560 658,170 $ 787,298 $ 265,551 1,052,849 $ 805,134 $ 206,261 1,011,395 $ 66,363 $ 66,363 $ 116,175,966 $ 1,651,576 $ 117,827,542 $ 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 $ FY 2017 ADOPTED (109,264) (130,449) (239,713) 0.0% 0.0% -7.0% -99.2% -14.2% REVISED VS ADOPTED VAR % (872,583) 824,378 (48,205) -0.7% 22.6% 0.0% 222,141 $ 222,141 $ 15,148 15,148 6.4% 6.4% 341,004 $ 162,206 503,210 $ 346,113 $ 96,088 442,201 $ 58,497 157,472 215,969 14.5% 62.1% 32.8% 805,134 $ 206,261 1,011,395 $ 775,462 $ 166,028 941,490 $ 775,462 $ 38,008 813,470 $ 29,672 168,253 197,925 3.7% 81.6% 19.6% 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ - 0.0% 0.0% 128,650,632 $ 4,112,291 $ 132,762,923 $ 128,650,632 $ 4,112,291 $ 132,762,923 $ 693 119,909,210 $ 128,009,820 $ 1,517,897 2,828,092 121,427,107 $ 130,837,912 $ - 121,314,179 $ 129,419,898 $ 1,846,131 $ 2,962,188 $ 123,160,310 $ 132,382,086 $ (769,266) 1,150,103 380,837 -0.6% 28.0% 0.3% Maricopa County Annual Business Strategies FY 2017 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 RECORDS MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 13.65 1.50 15.15 14.00 1.90 15.90 14.50 2.60 17.10 14.50 2.60 17.10 14.50 2.60 17.10 - 0.0% 0.0% 0.0% 32.98 105.42 10.30 3.60 342.42 16.73 511.45 35.98 109.41 9.31 6.80 342.42 17.33 521.25 36.44 110.74 9.65 6.80 348.10 17.83 529.56 34.44 110.74 9.65 6.80 348.10 17.83 527.56 34.44 110.40 8.99 6.80 348.10 18.83 527.56 (2.00) (0.34) (0.66) 1.00 (2.00) -5.5% -0.3% -6.8% 0.0% 0.0% 5.6% -0.4% 3.77 19.75 34.18 0.75 7.48 55.00 120.93 4.35 23.02 44.18 2.25 3.38 64.75 141.93 3.55 22.28 41.18 2.00 2.77 67.90 139.68 3.55 22.28 42.18 2.00 2.77 67.90 140.68 3.55 22.28 42.18 2.00 2.77 67.90 140.68 1.00 1.00 0.0% 0.0% 2.4% 0.0% 0.0% 0.0% 0.7% 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 11.55 0.20 15.65 5.93 57.00 41.12 131.45 11.55 0.20 15.65 4.93 57.00 41.12 130.45 11.55 0.20 15.65 4.93 70.00 41.12 143.45 (1.00) 13.00 12.00 0.0% 0.0% 0.0% -16.9% 22.8% 0.0% 9.1% 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 - 0.0% 0.0% 4.00 4.00 770.22 4.00 4.00 806.77 4.00 4.00 826.78 4.00 4.00 824.78 4.00 4.00 837.78 11.00 0.0% 0.0% 1.3% 694 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Administrator Attorney Business Systems Analyst 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 Manager Human Resources Specialist Investigations Supv - Defense Investigator - Defense IT Program Manager Justice System Administrator 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 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 2016 ADOPTED 6.00 6.00 3.00 2.00 390.77 6.00 3.00 4.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 5.00 43.00 1.00 21.50 18.00 32.00 8.00 42.00 3.00 3.00 4.00 78.00 13.00 1.00 16.00 21.00 2.00 1.00 23.00 14.50 2.00 1.00 1.00 18.00 2.00 2.00 806.77 FY 2016 FY 2016 REVISED FORECAST 6.00 6.00 7.00 7.00 3.00 3.00 1.00 1.00 399.78 398.78 6.00 6.00 4.00 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 3.00 3.00 4.00 4.00 43.00 43.00 1.00 1.00 1.00 1.00 23.50 23.50 19.00 19.00 35.00 35.00 8.00 8.00 43.00 43.00 3.00 3.00 3.00 3.00 4.00 4.00 79.00 79.00 14.00 14.00 1.00 1.00 16.00 16.00 22.00 22.00 2.00 2.00 1.00 1.00 22.00 22.00 14.50 14.50 1.00 1.00 1.00 1.00 1.00 1.00 17.00 17.00 2.00 2.00 2.00 2.00 826.78 824.78 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 6.00 0.0% 7.00 0.0% N/A 3.00 0.0% 1.00 0.0% 398.78 (1.00) -0.3% 6.00 0.0% 3.00 (1.00) -100.0% 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% 3.00 0.0% 4.00 0.0% 43.00 0.0% 1.00 0.0% 1.00 0.0% 32.50 9.00 38.3% 19.00 0.0% 39.00 4.00 11.4% 8.00 0.0% 43.00 0.0% 3.00 0.0% 3.00 0.0% 4.00 0.0% 79.00 0.0% 14.00 0.0% 1.00 0.0% 16.00 0.0% 22.00 0.0% 2.00 0.0% 1.00 0.0% 22.00 0.0% 14.50 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 17.00 0.0% 2.00 0.0% 2.00 0.0% 837.78 11.00 1.3% Staffing by Fund 100 209 233 262 DEPARTMENT/FUND GENERAL PUBLIC DEFENDER TRAINING PUBLIC DEFENDER GRANTS PUBLIC DEFENDER FILL THE GAP Department Total FY 2015 ADOPTED 758.22 3.00 2.00 7.00 770.22 FY 2016 ADOPTED 792.77 3.00 2.00 9.00 806.77 FY 2016 FY 2016 REVISED FORECAST 812.78 810.78 3.00 3.00 2.00 2.00 9.00 9.00 826.78 824.78 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 823.78 11.00 1.4% 3.00 0.0% 2.00 0.0% 9.00 0.0% 837.78 11.00 1.3% FY 2015 ADOPTED 434.58 115.49 103.50 29.00 87.65 770.22 FY 2016 ADOPTED 445.78 126.49 114.50 31.00 89.00 806.77 FY 2016 FY 2016 REVISED FORECAST 457.79 457.79 131.49 130.49 114.50 114.50 31.00 31.00 92.00 91.00 826.78 824.78 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 462.79 5.00 1.1% 132.49 1.00 0.8% 117.50 3.00 2.6% 31.00 0.0% 94.00 2.00 2.2% 837.78 11.00 1.3% Staffing by Department 520 540 550 560 570 DEPARTMENT/FUND PUBLIC DEFENDER LEGAL DEFENDER LEGAL ADVOCATE CONTRACT COUNSEL PUBLIC ADVOCATE Department Total 695 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing Variance Analysis The number of full time equivalent (FTE) positions budgeted for the Public Defense System increased by 11.00 FTE (all allocated to the General Fund), to 837.78 in FY 2017. The FY 2017 budget includes 13.0 FTE new Justice System Clerks to transition to electronic record storage for closed case files in the staffed offices, including 5.0 FTE for the Public Defender, 2.0 FTE for the Legal Defender, and 3.0 FTE each for the Legal Advocate and the Public Advocate. Though it appears in the “Staffing by Market Range Title” table that an attorney position and a Public Advocate Deputy Director position are not included in the FY 2017 Adopted budget, this is simply a timing issue. Both positions are fully funded. General Adjustments Base Adjustments: Public Defense System General Fund (100) Operating • Decrease General Fund revenue by $5,947 based on the FY 2016 forecast. • Increase Regular Benefits by $1,086,892 for the impact of the changes in health/dental premium rates. • Increase Personal Benefits Savings by $50,573 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $5,361 for the impact of changes in retirement contribution rates. • Decrease by $238,497 the amount set aside for Market Rate adjustments, leaving $108,601 budgeted to address Justice System Clerk rates. • Increase Regular Pay and Benefits by $624,155 for 13.0 FTE Justice System Clerks to transition to electronic record storage for closed case files in the staffed offices. • Increase Other Supplies and Services by $234,100. • Increase Internal Service Charges by $126,316 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $306,004 for the impact of changes in the base telecommunication charges. • Increase overall PDS Personnel Savings by $1,221,175, from 3.47% to 5.11%. • Reallocation of General Fund expenditures between the five departments of the Public Defense System results in a net system-wide change of zero. To contain growing contract counsel costs, 15.0 FTE positions were added during FY 2015 to the staffed offices while savings accrued in the Office of Contract Counsel (OCC). Within the staffed offices, changes in case assignment trends result in higher or lower appropriation needs from year to year. The reallocations “true-up” the departmental budgets. FY 2017 reallocations of budget include decreases of $272,353 from OCC, $72,228 from the Legal Advocate, and $178,340 from the Public Advocate; while budget increases include $410,571 to the Public Defender and $112,350 to the Legal Defender. Public Defense System General Fund (100) Non Recurring Non Project • Carry forward $2,134,573 from FY 2016 in Contract Counsel to address a backlog of Capital Post-Conviction Relief cases. • Budget $693,519 in Contract Counsel to address a backlog of Capital Post-Conviction Relief cases. Public Defense System Training Fund (209) Operating • Increase Regular Benefits by $3,978 for the impact of the changes in health/dental premium rates. 696 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • Department Strategic Plans and Budgets Public Defense System Increase Regular Benefits by $14 for the impact of the changes in retirement contribution rates. Decrease training expenditures by $62,489 due to a decline in training revenue, and to maintain structural balance. Decrease training revenue by $58,497 due to a decline in time payment fee collections. Public Defense Training Fund (209) Non Recurring Non Project • Budget expenditures of $96,088 for the Public Defender ($66,702), the Legal Defender ($14,999) and the Legal Advocate ($14,387) for Continuing Legal Education. Public Defender Grants Fund (233) • Decrease revenue by $15,148 due to a reduction in DEA grant revenue. This federal passthrough grant is the only grant in the fund. • Increase Regular Benefits by $2,587 for the impact of the changes in health/dental premium rates. • Decrease Personal Benefits Savings by $32 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $16 for the impact of the changes in retirement contribution rates. • Increase Personnel Savings by $2,571, from 0.00% to 2.40%. • Decrease expenditures by $15,148 due to a decline in DEA grant revenue, and to maintain structural balance. Public Defender (520) Fill the Gap Fund (262) Operating • Decrease revenue by $29,672 due to a decline in the local revenue stream that comes from fines and fees collected by the court. • Increase Regular Benefits by $11,802 for the impact of the changes in health/dental premium rates. • Decrease Personal Benefits Savings by $95 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $55 for the impact of the changes in retirement contribution rates. • Increase Personnel Savings by $7,170, from 0.98% to 2.32%. • Increase other services by $7,170 to maintain structural balance. • Decrease expenditures by $41,434 due to a decline in Fill the Gap revenue. Public Defender (520) Fill the Gap Fund (262) Non Recurring Non Project • Increase revenue in the amount of $1,046 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 $38,008 for carry forward of funding for the PDS case management system 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. 697 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Program Results Measure Description Percent of Capital cases with disposition less than capital Percent of Probation Violation Court representation cases with disposition other than revocation Percent of Witness representation cases closed Percent of Misdemeanors with disposition to lesser charges or fewer counts Percent of Non-Capital Felony cases with disposition to lesser charges or fewer counts Percent of Non-Capital Felony complex cases resolved by the staffed offices within 365 days of assignment Percent of Non-Capital Felony non-complex cases resolved by the staffed offices within 180 days of assignment Percent of Non-Capital Felony cases resolved to conclusion by the staffed offices in the Regional Court Centers or Early Disposition Courts Percent of Capital Post-Conviction Relief cases in which the outcome is other than affirmed Percent of Appeal and Non-Capital Trial/PostConviction Relief cases in which the outcome is beneficial to the client FY 2015 ACTUAL 86.2% FY 2016 FY 2016 REVISED FORECAST 88.0% 82.6% FY 2017 ADOPTED 89.3% REV VS ADOPTED VAR % 6.7% 8.1% 71.9% 37.4% 76.9% 76.8% 39.4% 105.5% 100.9% 87.5% 113.0% 113.0% 25.5% 29.2% 90.7% 90.0% 93.0% 93.0% 3.0% 3.3% 82.7% 84.0% 79.1% 79.1% (4.9%) -5.8% 50.0% 57.4% 50.5% 50.5% (6.9%) -12.1% 87.2% 87.3% 87.8% 87.8% 0.5% 0.6% 67.7% 67.1% 66.8% 66.8% (0.3%) -0.5% N/A 20.0% 33.3% 33.3% 13.3% 66.7% 19.0% 29.4% 9.3% 9.3% (20.1%) -68.4% Activities that comprise this program include: • Capital Representation • Non-Capital Felony Representation • Misdemeanor Representation • Probation Representation • Witness Representation • • Capital Post-Conviction Relief Representation Appeal and Non Capital Post-Conviction Relief Representation Capital Representation Activity The purpose of the Capital Representation Activity is to provide effective legal representation to assigned indigent adults charged with capital offenses so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. The United States and Arizona Constitutions as well as A.R.S. §13-4234 establish that all indigent capital defendants are entitled to court-appointed counsel. 698 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Expenditure REV VS ADOPTED VAR % 6.7% 8.1% 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 29 23 25 28 5 21.7% 94 41 $ 202,251.72 94 31 $ 210,758.07 117 35 $ 164,576.64 122 34 $ 165,643.43 28 3 $ 45,114.64 30.1% 9.7% 21.4% 100 - GENERAL TOTAL USES $ 19,011,662 $ 19,011,662 $ 19,758,569 $ 19,758,569 $ 19,211,031 $ 19,211,031 $ 20,208,498 $ 20,208,498 $ $ -2.3% -2.3% FY 2015 ACTUAL 86.2% FY 2016 FY 2016 REVISED FORECAST 82.6% 88.0% FY 2017 ADOPTED 89.3% (449,929) (449,929) 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 123 capital cases as of March 2016 (compared with 98 in 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 remain steady at 122 cases in FY 2017. Capital Post-Conviction Relief Representation Activity The purpose of the Capital Post-Conviction Relief Representation Activity is to provide effective legal representation to assigned indigent adults in capital post-conviction relief matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Output Output Demand Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Capital Post-Conviction Relief N/A 20.0% 33.3% 33.3% 13.3% 66.7% cases in which the outcome is other than affirmed Number of Capital Post-Conviction Relief 3 4 6 8 4 100.0% cases in which representation is terminated Average Capital Post-Conviction Relief cases 47 48 43 41 (7) -14.7% open monthly Number of Capital Post-Conviction Relief 2 5 3 3 (2) -40.0% decisions received Net Capital Post-Conviction Relief cases 9 5 7 (2) -22.2% assigned Expense per open Capital Post-Conviction $ 123,868.45 $ 165,551.71 $ 116,150.32 $ 163,008.32 $ 2,543.38 1.5% Relief case 100 - GENERAL TOTAL USES $ 5,821,817 $ 5,821,817 $ 7,863,706 $ 7,863,706 $ 4,965,426 $ 4,965,426 $ 6,601,837 $ 6,601,837 $ 1,261,869 $ 1,261,869 16.0% 16.0% 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 and 18 backlog cases. 699 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget To address non-backlog cases in the Operating budget, the Public Defense System has employed a mix of contract and staff attorneys. A Capital PCR staff of 7.0 FTE was established in FY 2013 within the Office of the Public Advocate. The Operating budget supports a monthly average of 27 to 29 nonbacklog open cases, a rate that PDS anticipates to continue over the next several years. Operating expenditures for non-backlog cases totaled $2,855,286 in FY 2015, are forecasted at $3,447,529 for FY 2016, and are budgeted at $3,773,745 for FY 2017. To address backlog cases, PDS expended $5,362,115 entirely from the Operating budget prior to FY 2014. In FY 2014, expenditures included $726,125 from the Operating budget and $2,055,539 from the Non Recurring Non Project budget. In FY 2015, expenditures included $2,030,214 from the Operating budget and $936,317 from the Non Recurring Non Project budget. Beginning with FY 2016, backlog cases are to be supported entirely from Non Recurring Non Project budget, including $1,517,897 forecasted for FY 2016 and $2,828,092 budgeted for FY 2017 (including $2,134,573 carried forward from FY 2016). PDS projects further Non Recurring Non Project costs of $1,522,819 in FY 2018 and $217,546 in FY 2019, 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. Measure Type Result Result Result Result Output Output Output Demand Expenditure Ratio Revenue FY 2016 FY 2017 Measure FY 2015 FY 2016 REV VS ADOPTED % ADOPTED VAR ACTUAL REVISED FORECAST Description (4.9%) -5.8% 79.1% 79.1% Percent of Non-Capital Felony cases with 82.7% 84.0% disposition to lesser charges or fewer counts 50.5% (6.9%) -12.1% Percent of Non-Capital Felony complex cases 57.4% 50.5% 50.0% resolved by the staffed offices within 365 days of assignment 0.5% 0.6% 87.8% 87.8% Percent of Non-Capital Felony non-complex 87.2% 87.3% cases resolved by the staffed offices within 180 days of assignment 66.8% (0.3%) -0.5% Percent of Non-Capital Felony cases resolved 67.1% 66.8% 67.7% to conclusion by the staffed offices in the Regional Court Centers or Early Disposition Courts -6.5% 24,570 (1,722) 24,570 26,292 Number of Non-Capital Felony cases resolved 26,032 to conclusion (12) -5.2% 218 230 218 Number of Non-Capital Felony complex cases 246 resolved by the staffed offices (2,466) -12.7% 16,932 16,932 19,398 Number of Non-Capital Felony non-complex 18,892 cases resolved by the staffed offices -7.4% (2,096) 26,160 28,256 26,160 Net Non-Capital Felony cases assigned 26,822 -7.0% (115.73) Expense per Non-Capital Felony case $ 1,614.51 $ 1,657.35 $ 1,714.30 $ 1,773.08 $ resolved to conclusion 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES 77,851 237,062 806,146 66,441 $ 1,187,500 237,289 805,134 66,362 $ 1,108,785 25,550 222,141 776,121 66,362 $ 1,090,174 222,141 775,462 66,362 $ 1,063,965 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 40,995,036 236,611 730,983 66,363 $ 42,028,993 $ 42,466,285 237,289 805,134 66,362 $ 43,575,070 $ 41,056,374 222,141 775,462 66,362 $ 42,120,339 $ 42,522,489 217,191 758,632 66,362 $ 43,564,674 $ $ $ $ $ $ (15,148) (29,672) (44,820) N/A -6.4% -3.7% 0.0% -4.0% (56,204) 20,098 46,502 10,396 -0.1% 8.5% 5.8% 0.0% 0.0% Expenditure 700 $ $ Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The FY 2017 budget supports demand of 26,160 net cases assigned, the same as forecasted for FY 2016. Both complex and non-complex cases resolved by the staffed offices (output) are forecasted to be lower than in FY 2015. The percent of cases resolved to conclusion in the Regional Court Centers or Early Disposition Courts declined from 70.6% in FY 2011 to 67.7% in FY 2015, and are budgeted to decline to 66.8% in FY 2017. A longer case length results in increased costs and higher expense per resolved case. 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. Measure Type Result Output Output Demand Expenditure Ratio REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Appeal and Non-Capital Trial/Post19.0% 29.4% 9.3% 9.3% (20.1%) -68.4% Conviction Relief cases in which the outcome is beneficial to the client Number of Appeal and Non-Capital Post1,080 1,138 1,192 1,192 54 4.7% Conviction Relief cases in which representation is terminated Number of Appeal and Non-Capital Trial / 436 354 570 570 216 61.0% Post-Conviction Relief decisions received Net Appeal and Non-Capital Post-Conviction 1,313 1,244 1,192 1,192 (52) -4.2% Relief cases assigned Expense per Appeal/Non-Capital Post$ 4,832.60 $ 5,066.80 $ 4,841.85 $ 5,026.58 $ 40.22 0.8% Conviction Relief case in which representation is terminated Expenditure 100 - GENERAL TOTAL USES $ 5,219,206 $ 5,219,206 $ 5,766,015 $ 5,766,015 $ 5,771,482 $ 5,771,482 $ 5,991,683 $ 5,991,683 $ $ (225,668) (225,668) -3.9% -3.9% Activity Narrative: The FY 2017 budget and the FY 2016 forecast are based on annualized actual demand and output for the first two quarters of FY 2016. Following the trend of felony cases, the net number of Non-Capital Post-Conviction Relief cases is forecasted to decrease in FY 2016. Both output measures have shown an increase in 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 2015 ACTUAL 90.7% FY 2016 FY 2016 REVISED FORECAST 90.0% 93.0% 1,993 1,648 FY 2017 ADOPTED 93.0% 1,320 REV VS ADOPTED VAR % 3.0% 3.3% 1,320 (328) -19.9% $ 2,100 364.57 $ 2,254 544.39 $ 1,888 720.95 $ 1,888 735.73 $ (366) (191.34) -16.2% -35.1% $ $ 726,594 726,594 $ $ 897,159 897,159 $ $ 951,653 951,653 $ $ 971,168 971,168 $ $ (74,009) (74,009) -8.2% -8.2% 701 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The demand for this activity has decreased from 3,203 in FY 2010 to 2,100 in FY 2015, and is forecasted to decrease by 10.1% to 1,888 in FY 2016. The output for this activity has decreased from 3,211 in FY 2010 to 1,993 in FY 2015, and is forecasted to decrease by 33.8% to 1,320 in FY 2016. The 31.0% increase in forecasted expenditures for FY 2016 was preceded by an audit of Public Defender Office staff allocations. The department found that the Misdemeanor Activity was under-allocated at 3.6 FTE positions; the allocation was corrected to 6.8 FTE positions. Probation Representation Activity The purpose of the Probation Representation Activity is to provide effective legal representation to assigned indigent adults with pending probation matters, who do not have other accompanying criminal matters, so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Probation 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 ACTUAL 71.9% $ FY 2016 FY 2016 REVISED FORECAST 37.4% 76.9% REV VS ADOPTED VAR % 39.4% 105.5% FY 2017 ADOPTED 76.8% 8,932 8,962 9,460 10,028 1,066 11.9% 9,033 10,727 10,240 11,622 895 8.3% 218.41 $ 1,950,853 $ 1,950,853 $ 240.08 $ 2,151,609 $ 2,151,609 $ 222.67 $ 2,106,420 $ 2,106,420 $ 248.73 $ (8.65) -3.6% $ 2,494,297 $ 2,494,297 $ $ (342,688) (342,688) -15.9% -15.9% Activity Narrative: Net cases assigned (demand) has increased by 21.1% from FY 2010 to FY 2015, and is forecasted to increase by 13.4% (1,207 net cases) for FY 2016. The FY 2017 budget supports an increase in demand of 13.5% (1,382 net cases) and an increase in output of 6.0% (568 resolved cases) above the FY 2016 forecast. The Result measure was new for FY 2016, and was underestimated at the time. 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 2015 ACTUAL 100.9% $ 114 113 319.71 $ $ 36,447 36,447 FY 2016 FY 2016 REVISED FORECAST 87.5% 113.0% $ 98 112 315.91 $ $ 30,959 30,959 $ 104 92 310.84 $ $ 32,327 32,327 REV VS ADOPTED VAR % 25.5% 29.2% FY 2017 ADOPTED 113.0% $ 104 92 341.92 $ $ 35,560 35,560 $ 6 (20) (26.01) 6.1% -17.9% -8.2% $ $ (4,601) (4,601) -14.9% -14.9% Activity Narrative: Expenditures have remained relatively steady since FY 2014, as have the number of cases assigned and closed. 702 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Juvenile Representation Program The purpose of the Juvenile Representation Program is to provide effective legal representation to assigned indigent persons in juvenile court so they can be assured that their rights are protected as required by law. Program Results Measure Description Percent of Juvenile Appeal dependency cases in which the court adopts the position advocated in the appeal Percent of Juvenile Appeal delinquency/incorrigibility cases in which the outcome is beneficial to the client Percent of Child dependency matters (1 child & 1 parent) in which the court finds in conformity with client position Percent of Child severance matters (1 child & 1 parent) in which the court finds in conformity with client position Percent of Child guardianship matters (1 child & 1 parent) in which the court finds in conformity with client position Percent of Parental dependency matters (1 child & 1 parent) in which the court does not grant the petition Percent of Parental severance matters (1 child & 1 parent) in which the court does not grant the petition/motion Percent of Parental guardianship matters (1 child & 1 parent) in which the court does not grant the petition/motion Percent of Juvenile Notification cases in which the court grants the petition Percent of Juvenile Delinquency and Incorrigibility cases with disposition to lesser charges or fewer counts Percent of Juvenile Probation cases with disposition other than sentenced to Arizona Department of Juvenile Corrections 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 Guardian ad Litem severance matters (1 child & 1 parent) in which the court finds in conformity with the guardian ad litem’s position Percent of Juvenile Guardian ad Litem guardianship matters (1 child & 1 parent) in which the court finds in conformity with the guardian ad litem’s position Percent of Juvenile Emancipation cases in which emancipation is granted FY 2015 ACTUAL 0.3% FY 2016 FY 2016 REVISED FORECAST 1.7% 0.8% FY 2017 ADOPTED 0.7% REV VS ADOPTED VAR % (1.0%) -58.6% N/A 16.7% 33.3% 33.3% 16.7% 100.0% 87.1% 61.7% 84.4% 84.4% 22.7% 36.8% N/A 86.6% 86.4% 86.4% (0.2%) -0.2% N/A 87.0% 87.0% 87.0% 0.0% 0.0% 83.9% 58.1% 69.5% 69.8% 11.6% 20.0% N/A 49.6% 48.5% 48.5% (1.0%) -2.0% N/A 60.6% 57.0% 57.0% (3.6%) -5.9% 0.0% 50.0% 8.3% 8.3% (41.7%) -83.3% 73.4% 75.1% 77.8% 77.8% 2.7% 3.6% 69.6% 71.2% 71.3% 71.3% 0.0% 0.1% 97.5% 97.5% 94.7% 94.7% (2.8%) -2.8% N/A 95.7% 97.7% 97.7% 2.0% 2.1% N/A 97.1% 99.1% 99.1% 1.9% 2.0% 75.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: Child Dependency Representation • • 703 Juvenile Notification Representation Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • Juvenile Delinquency & Incorrigibility Representation Juvenile Emancipation Representation Juvenile Appeal Representation • Juvenile Guardian ad Litem Representation Juvenile Probation 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. Measure Type Result Result Result Output Output Output Output Output Demand Demand 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 Percent of Child severance matters (1 child & 1 parent) in which the court finds in conformity with client position Percent of Child guardianship 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 Number of Child representation (1 child & 1 parent) court severance findings Number of Child representation (1 child & 1 parent) court guardianship findings Number of Child representation (1 child & 1 parent) court dependency findings Net Child dependency assignments (1 child & 1 parent) Net Child severance petitions/motions filed (1 child & 1 parent) Net Child guardianship petitions/motions filed (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 2015 ACTUAL 87.1% FY 2016 FY 2016 REVISED FORECAST 61.7% 84.4% FY 2017 ADOPTED 84.4% REV VS ADOPTED VAR % 22.7% 36.8% N/A 86.6% 86.4% 86.4% (0.2%) -0.2% N/A 87.0% 87.0% 87.0% 0.0% 0.0% 1,409 908 1,376 1,428 520 57.3% 3,967 3,771 4,215 4,270 500 13.3% N/A N/A 236 236 N/A N/A N/A N/A 200 200 N/A N/A 1,255 914 1,230 1,269 355 38.8% 2,169 2,648 1,842 1,897 (751) -28.4% N/A N/A 476 476 N/A N/A N/A N/A 224 224 N/A N/A $ 984.81 $ 2,068.77 $ 1,177.88 $ 1,224.27 $ 844.49 40.8% $ 349.79 $ 498.19 $ 384.51 $ 409.41 $ 88.78 17.8% $ 1,748,263 $ 1,748,263 $ $ 130,179 130,179 6.9% 6.9% $ 1,387,600 $ 1,387,600 $ 1,878,442 $ 1,878,442 $ 1,620,767 $ 1,620,767 Activity Narrative: Six measures were added during the summer of 2015 to track filings, findings, and effectiveness of defense in severance and guardianship matters. Net child dependency assignments are forecasted to decrease by 15.1% (327 cases) for FY 2016, while the number of dependency findings and resolutions are forecasted to decrease by 2.0% and 2.3%, respectively. The FY 2017 budget supports increases above the FY 2016 forecast of 55 net dependency assignments, 39 findings, 52 resolutions, and 55 average matters open monthly. 704 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Juvenile Delinquency and Incorrigibility Representation Activity The purpose of the Juvenile Delinquency and Incorrigibility Representation Activity is to provide effective legal representation to assigned indigent juveniles charged with incorrigible or delinquent acts so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of Juvenile Delinquency and Incorrigibility cases with disposition to lesser charges or fewer counts Number of Juvenile Delinquency and Incorrigibility cases resolved to conclusion Number Juvenile Delinquency and Incorrigibility report and review cases resolved to conclusion by the staffed offices Net Juvenile Delinquency and Incorrigibility cases assigned Net Juvenile Delinquency and Incorrigibility report and review cases assigned to the staffed offices Expense per Juvenile Delinquency and Incorrigibility case resolved to conclusion 100 - GENERAL TOTAL USES FY 2016 FY 2016 REVISED FORECAST 77.8% 75.1% FY 2015 ACTUAL 73.4% $ FY 2017 ADOPTED 77.8% REV VS ADOPTED VAR % 2.7% 3.6% 5,215 4,596 4,216 4,216 (380) -8.3% N/A 549 518 518 (31) -5.6% 5,088 5,339 4,474 4,474 (865) -16.2% N/A 549 440 440 (109) -19.9% 484.28 $ 2,525,543 $ 2,525,543 $ 619.75 $ 2,848,385 $ 2,848,385 $ 637.93 $ 2,689,510 $ 2,689,510 $ 616.31 $ 3.44 0.6% $ 2,598,372 $ 2,598,372 $ $ 250,013 250,013 8.8% 8.8% Activity Narrative: The net number of cases assigned for this Activity decreased from 9,085 in FY 2010 to 5,088 in FY 2015. The number of cases resolved to conclusion has seen a similar decline. New Demand and Output measures were added for FY 2017 to help the staffed offices track “Report and Review” cases. The FY 2017 budget includes an 8.8% expenditure reduction from the FY 2016 revised budget, mirroring further decreases in output and demand. Juvenile Emancipation Representation Activity The purpose of the Juvenile Emancipation Representation Activity is to provide legal representation, when appointed by the court, to juveniles pursuing legal emancipation so they can obtain emancipation. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Juvenile Emancipation cases in which emancipation is granted Number of Juvenile Emancipation cases resolved Net Juvenile Emancipation cases assigned Expense per Juvenile Emancipation case resolved 100 - GENERAL TOTAL USES FY 2015 ACTUAL 75.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 8 2 FY 2017 ADOPTED 100.0% 1 REV VS ADOPTED VAR % 0.0% 0.0% 1 $ 5 468.75 $ 12 1,565.00 $ 6 2,786.00 $ 6 3,065.00 $ $ $ 3,750 3,750 $ $ 3,130 3,130 $ $ 2,786 2,786 $ $ 3,065 3,065 $ $ (1) -50.0% (6) (1,500.00) -50.0% -95.8% 65 65 2.1% 2.1% 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. 705 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System 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 Result Result Output Output Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Juvenile Guardian ad Litem matters (1 97.5% 97.5% 94.7% 94.7% (2.8%) -2.8% child & 1 parent) in which the court finds in conformity with the guardian ad litem’s position Percent of Juvenile Guardian ad Litem severance N/A 95.7% 97.7% 97.7% 2.0% 2.1% matters (1 child & 1 parent) in which the court finds in conformity with the guardian ad litem’s position Percent of Juvenile Guardian ad Litem N/A 97.1% 99.1% 99.1% 1.9% 2.0% guardianship matters (1 child & 1 parent) in which the court finds in conformity with the guardian ad litem’s position 16,869 Number of Juvenile Guardian ad Litem (1 child & 14,120 14,872 15,317 1,197 8.5% 1 parent) resolutions Average Juvenile Guardian ad Litem matters (1 29,126 28,829 29,293 29,821 992 3.4% child & 1 parent) open monthly Number of Juvenile Guardian ad Litem 13,667 10,588 12,764 13,148 2,560 24.2% representation (1 child & 1 parent) court findings Number of Juvenile Guardian ad Litem N/A N/A 5,364 5,364 N/A N/A representation (1 child & 1 parent) court severance findings Number of Juvenile Guardian ad Litem N/A N/A 2,540 2,540 N/A N/A representation (1 child & 1 parent) court guardianship findings Net Juvenile Guardian ad Litem assignments (1 17,134 20,705 17,588 18,116 (2,589) -12.5% child & 1 parent) Net Juvenile Guardian ad Litem severance N/A N/A 5,308 5,308 N/A N/A petitions/motions filed (1 child & 1 parent) Net Juvenile Guardian ad Litem guardianship N/A N/A 2,920 2,920 N/A N/A petitions/motions filed (1 child & 1 parent) Expense per Juvenile Guardian ad Litem $ 559.35 $ 912.16 $ 734.63 $ 789.29 $ 122.86 13.5% resolution (1 child & 1 parent) Expense per open Juvenile Guardian ad Litem $ 323.96 $ 446.76 $ 372.97 $ 405.40 $ 41.36 9.3% matter (1 child & 1 parent) 100 - GENERAL TOTAL USES $ 9,435,689 $ 9,435,689 $ 12,879,657 $ 12,879,657 $ 10,925,467 $ 10,925,467 $ 12,089,599 $ 12,089,599 $ $ 790,058 790,058 6.1% 6.1% Activity Narrative: Six measures were added during the summer of 2015 to track filings, findings, and effectiveness of defense in severance and guardianship matters. Net juvenile guardian ad litem assignments are forecasted to increase by 2.6% (454 cases) for FY 2016, while the number of dependency findings are forecasted to decrease by 6.6% (903 findings) and resolutions are forecasted to decrease by 11.8% (1,997 resolutions). The FY 2017 budget supports increases of 528 net assignments, 384 findings and 445 resolutions above the FY 2016 forecast. The workload is continually increasing as more cases are added than closed, leading to increased expenditures. 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. 706 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 FY 2017 Measure FY 2016 FY 2015 FY 2016 REV VS ADOPTED Description ADOPTED VAR ACTUAL REVISED FORECAST % Percent of Juvenile Appeal dependency cases 0.3% (1.0%) -58.6% 1.7% 0.8% 0.7% in which the court adopts the position advocated in the appeal Percent of Juvenile Appeal N/A 100.0% 16.7% 16.7% 33.3% 33.3% delinquency/incorrigibility cases in which the outcome is beneficial to the client 137 122 149 Number of Juvenile Appeal cases in which 333 27 22.1% representation is terminated Net Juvenile Appeal cases assigned 350 43.1% 318 137 406 455 (353.04) -5.4% Expense per Juvenile Appeal case in which $ 2,201.03 $ 6,491.80 $ 6,352.69 $ 6,844.83 $ representation is terminated 100 - GENERAL TOTAL USES $ $ 732,943 732,943 $ $ 791,999 791,999 $ $ 870,319 870,319 $ 1,019,880 $ 1,019,880 $ $ (227,881) (227,881) -28.8% -28.8% Activity Narrative: Demand (cases assigned) has increased steadily from 228 in FY 2011 to 350 in FY 2015, and is forecasted to increase by 56 cases (16.0%) in FY 2016. The Public Defense System anticipates a 12.1% increase in demand above the FY 2016 forecast (49 cases) for FY 2017. 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 2015 ACTUAL 0.0% FY 2016 FY 2016 REVISED FORECAST 50.0% 8.3% 59 6 REV VS ADOPTED VAR % (41.7%) -83.3% FY 2017 ADOPTED 8.3% 24 24 $ 32 419.49 $ 44 5,739.17 $ 44 1,586.96 $ 44 1,745.67 $ $ $ 24,750 24,750 $ $ 34,435 34,435 $ $ 38,087 38,087 $ $ 41,896 41,896 $ $ 18 300.0% 3,993.50 0.0% 69.6% (7,461) (7,461) -21.7% -21.7% Activity Narrative: The relatively small number of cases assigned and resolved can yield substantial year-to-year variances with just a few cases. 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. 707 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 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 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 case resolved to conclusion 100 - GENERAL TOTAL USES FY 2016 FY 2016 REVISED FORECAST 71.2% 71.3% FY 2015 ACTUAL 69.6% 1,285 1,216 FY 2017 ADOPTED 71.3% 1,016 REV VS ADOPTED % VAR 0.0% 0.1% 1,016 $ 1,232 519.42 $ 1,236 309.98 $ 1,100 331.88 $ 1,100 293.72 $ $ $ 667,452 667,452 $ $ 376,937 376,937 $ $ 337,193 337,193 $ $ 298,422 298,422 $ $ (200) -16.4% (136) 16.26 -11.0% 5.2% 78,515 78,515 20.8% 20.8% Activity Narrative: Output and demand, both of which exceeded 2,000 in FY 2010, are trending downwards. The Public Defense System re-allocated nearly half of the budgeted expenditures from Juvenile Probation to the Child Dependency and Juvenile Delinquency/Incorrigibility Activities for FY 2016, and reduced expenditures further for FY 2017. 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. 708 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED % FORECAST ADOPTED VAR Percent of Parental dependency matters (1 69.8% 11.6% 83.9% 58.1% 69.5% 20.0% child & 1 parent) in which the court does not grant the petition Percent of Parental severance matters (1 child N/A 49.6% 48.5% 48.5% (1.0%) -2.0% & 1 parent) in which the court does not grant the petition/motion 60.6% 57.0% N/A 57.0% Percent of Parental guardianship matters (1 (3.6%) -5.9% child & 1 parent) in which the court does not grant the petition/motion 12,925 12,588 3,813 Number of Parental dependency (1 child & 1 8,927 9,112 41.8% parent) resolutions (5,457) Average Parental Dependency matters (1 21,704 -20.1% 17,789 27,161 21,233 child & 1 parent) open monthly 42.6% Number of Parental representation (1 child & 1 8,811 3,787 8,900 12,687 12,356 parent) court dependency findings and dismissals Number of Parental representation (1 child & 1 N/A N/A 3,366 N/A N/A 3,366 parent) court severance findings N/A N/A Number of Parental representation (1 child & 1 540 540 N/A N/A parent) court guardianship findings 19,930 15,280 15,751 (4,179) Net Parental dependency assignments (1 15,288 -21.0% child & 1 parent) Net Parental severance petitions/motions filed N/A N/A 3,736 3,736 N/A N/A (1 child & 1 parent) Net Parental guardianship petitions/motions N/A N/A 692 692 N/A N/A filed (1 child & 1 parent) Expense per Parental dependency resolution $ 1,376.38 $ 1,753.58 $ 1,133.73 $ 1,228.41 $ 525.17 29.9% (1 child & 1 parent) Expense per open Parental Dependency $ 690.71 $ 588.30 $ 672.12 $ 731.52 $ (143.23) -24.3% matter (1 child & 1 parent) 100 - GENERAL TOTAL USES $ 12,286,960 $ 12,286,960 $ 15,978,606 $ 15,978,606 $ 14,271,387 $ 14,271,387 $ 15,877,158 $ 15,877,158 $ $ 101,448 101,448 0.6% 0.6% Activity Narrative: Six measures were added during the summer of 2015 to track filings, findings, and effectiveness of defense in severance and guardianship matters. Net parental dependency assignments are forecasted to decrease by 8 cases for FY 2016. The number of dependency findings and dismissals is forecasted to increase by 40.2% (3,545 findings and dismissals), and the number of dependency resolutions are forecasted to increase by 41.0% (3,661 resolutions) for FY 2016. The FY 2017 budget supports increases above the FY 2016 forecast of 3.1% (471) for net dependency assignments, 2.7% (331) dependency findings and dismissals, 2.7% (337) dependency resolutions, and 2.2% (471) average dependency matters open monthly. 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. 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. 709 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of Adult Guardian Ad Litem cases in which court rules in conformity with position advocated Percent of Probate cases in which a determination is made as to guardianship Percent of Mental Health cases in which a determination is made as to commitment within 30 days Percent of Sexually Violent Person initial petitions resulting in dispositions less than total confinement Percent of Sexually Violent Person annual reviews and petitions for absolute discharge with outcomes resulting in conditions of confinement that are less restrictive FY 2015 ACTUAL 97.2% FY 2016 FY 2016 REVISED FORECAST 99.3% 98.9% FY 2017 ADOPTED 98.9% REV VS ADOPTED VAR % (0.4%) -0.4% 79.1% 67.8% 96.5% 96.5% 28.7% 42.4% 99.6% 99.6% 99.9% 99.9% 0.3% 0.3% N/A N/A 80.0% 80.0% N/A N/A N/A N/A 100.0% 100.0% 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). 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 Adult Guardian Ad Litem case resolved to conclusion 100 - GENERAL TOTAL USES FY 2015 ACTUAL 97.2% $ FY 2016 FY 2016 REVISED FORECAST 99.3% 98.9% REV VS ADOPTED VAR % (0.4%) -0.4% FY 2017 ADOPTED 98.9% 1,860 2,086 1,744 1,779 (307) -14.7% 1,847 2,048 1,876 1,914 (134) -6.5% -15.0% 971.35 $ 1,806,715 $ 1,806,715 $ 1,051.86 $ 2,194,187 $ 2,194,187 $ 1,099.09 $ 1,916,807 $ 1,916,807 $ 1,209.22 $ (157.35) $ 2,151,197 $ 2,151,197 $ $ 42,990 42,990 2.0% 2.0% Activity Narrative: Adult Guardian ad Litem cases stay open for multiple years and continue to generate costs. The duration and complexity of these cases result in higher costs per case. Demand increased from 708 in FY 2010 to 1,847 in FY 2015, but is forecasted to increase by only 1.6% (29 assignments) in FY 2016. The FY 2017 budget supports an increase in demand of 2.0% (38 cases assigned) above the FY 2016 Forecast. 710 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Mental Health Representation Activity The purpose of Mental Health Representation Activity is to provide effective legal representation to assigned indigent persons who are at risk of loss of liberty in civil mental health matters so that their rights are protected. Mandates: A.R.S. §31-502 establishes that any indigent defendant in a mental competency hearing is entitled to court-appointed representation. Measure Type Result Output 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 2015 ACTUAL 99.6% FY 2016 FY 2016 REVISED FORECAST 99.6% 99.9% FY 2017 ADOPTED 99.9% 2,386 2,346 2,335 2,335 228 260 260 260 REV VS ADOPTED VAR % 0.3% 0.3% (11) -0.5% 0 0.1% $ 4,387 697.85 $ 4,476 758.64 $ 4,364 689.65 $ 4,367 695.24 $ $ 7,296.21 $ 6,856.59 $ 6,197.43 $ 6,247.67 $ 608.92 8.9% $ 1,623,394 $ 1,623,394 $ $ 156,371 156,371 8.8% 8.8% $ 1,665,068 $ 1,665,068 $ 1,779,765 $ 1,779,765 $ 1,610,341 $ 1,610,341 (109) 63.39 -2.4% 8.4% Activity Narrative: Demand increased from 3,578 in FY 2010 to 4,387 in FY 2015, but is forecasted to decrease by 0.5% (23 assignments) in FY 2016. The FY 2017 budget supports a level demand of 4,367 net cases assigned. Probate Representation Activity The purpose of the Probate Representation Activity is to provide effective legal representation to assigned indigent adults in probate matters so that their rights are protected. Mandates: A.R.S. §14-5401 establishes that the court shall appoint legal representation to juveniles and those adults determined to be unable to manage their estates due to physical illness, mental disorders, substance abuse, confinement, etc. Measure Type Result Output Demand 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 2015 ACTUAL 79.1% FY 2016 FY 2016 REVISED FORECAST 67.8% 96.5% 1,087 1,008 REV VS ADOPTED VAR % 28.7% 42.4% FY 2017 ADOPTED 96.5% 1,378 1,433 425 42.2% $ 1,374 372.38 $ 1,487 511.38 $ 1,428 271.28 $ 1,485 298.41 $ (2) 212.97 -0.1% 41.6% $ $ 404,780 404,780 $ $ 515,476 515,476 $ $ 373,830 373,830 $ $ 427,627 427,627 $ $ 87,849 87,849 17.0% 17.0% Activity Narrative: Demand increased by 17.7% (181 assignments) from FY 2013 to FY 2014, and by 14.7% (176 assignments) from FY 2014 to FY 2015. Demand is forecasted to increase by 3.9% (54 assignments) in FY 2016. Due to the length that these cases can be open, sometimes for a person’s lifetime, costs continue to accumulate. The FY 2017 budget supports an increase in demand of 4.0% (57 cases assigned) above the FY 2016 forecast. 711 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Result Output Output Output Output Output Demand Demand Expenditure Ratio FY 2015 ACTUAL N/A Measure Description Percent of Sexually Violent Person initial petitions resulting in dispositions less than total confinement Percent of Sexually Violent Person annual reviews and petitions for absolute discharge with outcomes resulting in conditions of confinement that are less restrictive Number of Sexually Violent Person initial petition resolutions Average Sexually Violent Person cases subject to commitment order open monthly Average Sexually Violent Person initial petition cases open/active monthly Number of Sexually Violent Person annual reviews and petitions for absolute discharge with resolutions Number of Sexually Violent Person initial petition, annual review, and petition for absolute discharge resolutions Net Sexually Violent Person initial petition cases assigned Net Sexually Violent Person cases assigned for annual review and petitions for absolute discharge filed Expense per Sexually Violent Person initial petition, annual review, and petition for absolute discharge resolution FY 2016 FY 2016 REVISED FORECAST 80.0% N/A N/A N/A N/A N/A 5 N/A N/A N/A FY 2017 ADOPTED 80.0% 100.0% REV VS ADOPTED VAR % N/A N/A 100.0% N/A N/A 5 N/A N/A 62 62 N/A N/A N/A 6 6 N/A N/A N/A N/A 1 2 N/A N/A N/A N/A 6 7 N/A N/A N/A N/A 12 12 N/A N/A N/A N/A 8 8 N/A N/A N/A N/A $ 51,724.50 $ 49,833.43 N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ 228,426 228,426 $ $ 399,406 399,406 $ $ 310,347 310,347 $ $ 348,834 348,834 $ $ 50,572 50,572 12.7% 12.7% Activity Narrative: Extensive revisions to this Activity during the summer of 2015 resulted in all new measures for FY 2017. The Public Defense System was able to begin using the measures as soon as they were adopted (reflected in the FY 2016 Forecast). Where the prior set of measures were broadly focused (“cases opened” and “petitions resolved”, for example), the revised plan allows PDS to measure the time-intensive processes involved in minimizing the defendant’s lifetime-loss of civil rights. With less restrictive alternatives to incarceration being used less frequently by the Court, the number of hearings and the expense per open case will continue to increase. Support Services Program The purpose of the Support Services Program is to provide 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. 712 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of litigation Support Services payments processed within 30 days of receipt FY 2015 ACTUAL 90.8% FY 2016 FY 2016 REVISED FORECAST 89.0% 93.0% FY 2017 ADOPTED 93.0% REV VS ADOPTED VAR % 4.0% 4.5% 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 Measure Description Percent of litigation Support Services payments processed within 30 days of receipt Number of litigation Support Services payments processed for privately represented and pro per cases Number of litigation Support Services payments requested on privately represented and pro per cases Expense per litigation Support Services payment for privately represented and pro per cases FY 2015 ACTUAL 90.8% $ FY 2016 FY 2016 REVISED FORECAST 89.0% 93.0% REV VS ADOPTED VAR % 4.0% 4.5% FY 2017 ADOPTED 93.0% 883 836 1,172 1,453 617 73.8% 883 1,045 1,172 1,453 408 39.0% 1,773.91 $ 2,278.17 $ 1,233.71 1,239.29 $ 1,038.88 45.6% $ 1,800,685 $ 1,800,685 $ $ 103,864 103,864 5.5% 5.5% $ Expenditure 100 - GENERAL TOTAL USES $ 1,566,359 $ 1,566,359 $ 1,904,549 $ 1,904,549 $ 1,445,903 $ 1,445,903 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 883 in FY 2015, and is forecast to increase by 32.7% to 1,172 in FY 2016. The FY 2017 budget supports an increase in demand of 24.0% (281 payment requests) above the FY 2016 forecast. 713 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations Public Defense System Summary General Fund (100) Revenue Expenditures OPERATING FY 2016 Adopted Budget $ 127,137,237 $ 38,332 FY 2016 Revised Budget $ 127,137,237 $ 38,332 FY 2017 Baseline Budget $ 127,137,237 $ 38,332 $ 1,041,680 $ 1,086,892 (50,573) 5,361 (169,097) $ 619,758 - Agenda Item: Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease the amount set aside for Mark et Rate Adjustments, leaving $108,601 budgeted to address Justice System (JS) Clerk rates Increase Regular Pay and Benefits for 13.0 FTE eRecords JS Clerk s Increase Other Supplies and Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase overall PDS Personnel Savings from 3.47% to 5.11% Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease revenue in line with the FY 2016 forecast $ $ (238,497) 624,155 234,100 - 126,316 306,004 (1,221,175) $ $ (1,221,175) $ - $ - (5,947) (5,947) $ 128,009,820 $ 0.7% 32,385 -15.5% (5,947) FY 2017 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 3,652,470 $ - FY 2016 Revised Budget $ 3,652,470 $ - $ (3,652,470) $ (3,652,470) - $ - $ - $ 2,828,092 $ 2,134,573 - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Capital Post Conviction Relief - Back log costs carried forward from FY 2016 Other Non Recurring Capital Post Conviction Relief - Back log costs FY 2017 Adopted Budget $ 2,134,573 $ 693,519 693,519 $ 714 2,828,092 $ - - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 40,490,466 $ 38,332 FY 2016 Revised Budget $ 40,490,466 $ 38,332 FY 2017 Baseline Budget $ 40,490,466 $ 38,332 $ 562,950 $ 594,183 (34,028) 2,795 106,131 $ 221,593 - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease the amount set aside for Mark et Rate adjustments, leaving $ $73,578 budgeted to address Justice System (JS) Clerk rates Increase Regular Pay and Benefits for 5.0 FTE eRecords JS Clerk s Increase Other Supplies and Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Personnel Savings from 4.79% to 5.74% $ Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease revenue in line with the FY 2016 forecast $ Reallocations Reallocation Between Depts Reallocate savings from other PDS departments for the cost of adding $ 11.0 FTE positions in FY 2016 Total FY 2017 PUBLIC DEFENDER ACTIVITIES Base Expenditures Appeal and Non-Capital Post Conviction Relief $ 3,451,156 Capital Trial 5,521,838 Capital Post Conviction Relief 183,642 Misdemeanor 780,091 Non-Capital Felony 24,119,880 Probation Violation 2,136,951 Sexually Violent Person 40,265 Indirect Support and General Overhead 5,336,295 FY 2017 Expenditures by Activity - Total $ 41,570,118 FY 2017 Adopted Budget Percent Change from Baseline Amount 715 $ (159,745) 237,888 143,450 54,133 211,743 (381,338) - (381,338) $ - $ - (5,947) (5,947) $ 410,571 $ 410,571 - $ 41,570,118 $ 2.7% 32,385 -15.5% (5,947) 410,571 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Legal Defender (540) General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 13,258,636 $ - FY 2016 Revised Budget $ 13,258,636 $ - FY 2017 Baseline Budget $ 13,258,636 $ - $ 169,738 $ 174,894 (6,083) 927 (104,402) $ 139,712 - 71,148 44,196 (359,458) - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease the amount set aside for Mark et Rate adjustments, leaving $ $1,418 budgeted to address Justice System (JS) Clerk rates Increase Regular Pay and Benefits for 2.0 FTE eRecords JS Clerk s Increase Other Supplies and Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Personnel Savings from 2.17% to 4.99% $ Reallocations Reallocation Between Depts Reallocate savings from other PDS departments for the cost of adding $ 3.0 FTE positions to address work load withdrawals in FY 2016 Total FY 2017 LEGAL DEFENDER ACTIVITIES Base Expenditures Appeal and Non-Capital Post Conviction Relief $ 354,714 Capital Trial 3,675,485 Capital Post Conviction Relief 422 Non-Capital Felony 4,264,000 Parental Dependency 3,524,062 Indirect Support and General Overhead 1,617,639 FY 2017 Expenditures by Activity - Total $ 13,436,322 FY 2017 Adopted Budget Percent Change from Baseline Amount 716 $ (29,752) 97,575 71,889 (359,458) $ 112,350 $ 112,350 - $ 13,436,322 $ 1.3% - 112,350 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Legal Advocate (550) General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 12,055,425 $ - FY 2016 Revised Budget $ 12,055,425 $ - FY 2017 Baseline Budget $ 12,055,425 $ - $ 149,380 $ 153,906 (5,354) 828 (85,689) $ 135,452 - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease the amount set aside for Mark et Rate Adjustments, leaving $ $2,711 budgeted to address Justice System (JS) Clerk rates Increase Regular Pay and Benefits for 3.0 FTE eRecords Clerk s Increase Other Supplies and Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Personnel Savings from 2.07% to 4.24% $ Reallocations Reallocation Between Depts $ Reallocate Personal Services savings to other PDS departments Total FY 2017 LEGAL ADVOCATE ACTIVITIES Base Expenditures $ 995,246 Appeal and Non-Capital Post Conviction Relief 3,057,109 Capital Trial 2,385,674 Non-Capital Felony Juvenile Guardian ad Litem 3,895,141 Sexually Violent Person 308,569 Indirect Support and General Overhead 1,405,149 FY 2017 Expenditures by Activity - Total $ 12,046,888 FY 2017 Adopted Budget Percent Change from Baseline Amount 717 $ (22,666) 144,346 13,772 (2,115) 23,734 (242,760) - (242,760) $ (72,228) $ (72,228) - $ 12,046,888 $ -0.1% - (72,228) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 51,891,419 $ - FY 2016 Revised Budget $ 51,891,419 $ - FY 2017 Baseline Budget $ 51,891,419 $ - $ 40,545 $ 41,187 (815) 173 (696) $ 23,171 - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease the amount set aside for Mark et Rate adjustments, leaving $ $21,491 budgeted to address Justice System Clerk rates Increase Other Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Personnel Savings from 0.52% to 1.99% $ Reallocations Reallocation Between Depts Reallocate savings from contracted legal services to the Offices $ of the Public Defender and Legal Defender Total FY 2017 CONTRACT COUNSEL ACTIVITIES Base Expenditures Appeal and Non-Capital Post Conviction Relief $ 1,190,567 Capital Trial 7,954,066 Capital Post Conviction Relief 2,560,131 Misdemeanor 191,077 Non-Capital Felony 11,752,935 Probation Violation 357,346 Witness 35,560 Child Dependency 1,372,899 Juvenile Delinquency and Incorrigibility 391,632 Juvenile Emancipation 3,065 Juvenile Guardian ad Litem 8,194,458 Juvenile Appeal 808,208 Juvenile Notification 41,896 Juvenile Probation 16,245 Parental Dependency 9,810,374 Adult Guardian ad Litem 2,151,197 Mental Health 2,145 Probate 427,627 Indigent Representation Support Services Activity 1,800,685 Indirect Support, IT, and General Overhead 2,596,802 FY 2017 Expenditures by Activity - Total $ 51,658,915 FY 2017 Adopted Budget Percent Change from Baseline Amount 718 $ (12,000) 35,171 3,005 8,299 (35,171) - (35,171) $ (272,353) $ (272,353) - $ 51,658,915 $ -0.4% - (272,353) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 3,652,470 $ - FY 2016 Revised Budget $ 3,652,470 $ - $ (3,652,470) $ (3,652,470) - $ - $ - $ 2,828,092 $ 2,134,573 - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Capital Post Conviction Relief - Back log costs carried forward from FY 2016 Other Non Recurring Capital Post Conviction Relief - Back log costs $ 2,134,573 $ 693,519 693,519 FY 2017 Adopted Budget $ - 2,828,092 $ - Public Advocate (570) General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 9,441,291 $ - FY 2016 Revised Budget $ 9,441,291 $ - FY 2017 Baseline Budget $ 9,441,291 $ - 119,067 $ 122,722 (4,293) 638 (84,441) $ 99,830 - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease the amount set aside for Mark et Rate adjustments, leaving $9,403 budgeted to address Justice System (JS) Clerk rates Increase Regular Pay and Benefits for 3.0 FTE eRecords JS Clerk s Decrease Other Supplies and Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Personnel Savings from 2.19% to 4.49% Reallocations Reallocation Between Depts Reallocate savings to the Offices of the Public and Legal Defender Total FY 2017 PUBLIC ADVOCATE ACTIVITIES Base Expenditures Capital Post Conviction Relief $ 1,029,550 Child Dependency 375,364 Juvenile Appeal 211,672 Juvenile Delinquency and Incorrigibility 2,206,740 Juvenile Probation 282,177 Mental Health 1,621,249 Parental Dependency 2,542,722 Indirect Support and General Overhead 1,028,103 FY 2017 Expenditures by Activity - Total $ 9,297,577 FY 2017 Adopted Budget Percent Change from Baseline Amount 719 $ $ $ (14,334) 144,346 (30,182) $ $ 145 18,032 (202,448) - $ (178,340) $ (178,340) - $ 9,297,577 $ -1.5% - (202,448) (178,340) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Summary Training Fund (209) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 404,610 $ 404,610 FY 2016 Revised Budget $ 404,610 $ 404,610 FY 2017 Baseline Budget $ 404,610 $ 404,610 $ 3,992 $ 3,978 14 (62,489) $ (62,489) - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease training expenditures due to decline in training revenue and to maintain structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ (62,489) FY 2017 Adopted Budget Percent Change from Baseline Amount $ - $ - (58,497) (58,497) $ 346,113 $ -14.5% 346,113 -14.5% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 253,560 $ - FY 2016 Revised Budget $ 253,560 $ - $ (253,560) $ (253,560) - $ - $ - $ 96,088 $ 96,088 - $ 96,088 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward One-Time Training Costs Agenda Item: $ FY 2017 Adopted Budget 720 96,088 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Training Fund (209) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 330,198 $ 330,198 FY 2016 Revised Budget $ 330,198 $ 330,198 FY 2017 Baseline Budget $ 330,198 $ 330,198 $ 3,992 $ 3,978 14 (63,082) $ (63,082) - Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease training expenditures due to a decline in training revenue Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ (63,082) FY 2017 Adopted Budget Percent Change from Baseline Amount $ - $ - (59,090) (59,090) $ 271,108 $ -17.9% 271,108 -17.9% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 185,932 $ - FY 2016 Revised Budget $ 185,932 $ - $ (185,932) $ (185,932) - $ - $ - $ 66,702 $ 66,702 - $ 66,702 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward One-Time Training Costs Agenda Item: $ 66,702 FY 2017 Adopted Budget Legal Defender (540) Training Fund (209) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 57,244 $ 57,244 FY 2016 Revised Budget $ 57,244 $ 57,244 FY 2017 Baseline Budget $ 57,244 $ 57,244 $ (2,866) $ (2,866) - $ - $ - (2,866) (2,866) $ 54,378 $ -5.0% 54,378 -5.0% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Decrease training expenditures due to a decline in training revenue Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2017 Adopted Budget Percent Change from Baseline Amount 721 $ (2,866) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Training Fund (209) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 58,828 $ - FY 2016 Revised Budget $ 58,828 $ - $ (58,828) $ (58,828) - $ - $ - $ 14,999 $ 14,999 - $ 14,999 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward One-Time Training Costs Agenda Item: $ 14,999 FY 2017 Adopted Budget Legal Advocate (550) Training Fund (209) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 17,168 $ 17,168 FY 2016 Revised Budget $ 17,168 $ 17,168 FY 2017 Baseline Budget $ 17,168 $ 17,168 $ 3,459 $ 3,459 - $ - $ - 3,459 3,459 $ 20,627 $ 20.1% 20,627 20.1% Adjustments: Base Adjustments Other Base Adjustments Increase Training Expenditures Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ 3,459 FY 2017 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 8,800 $ - FY 2016 Revised Budget $ 8,800 $ - $ (8,800) $ (8,800) - $ - $ - $ 14,387 $ 14,387 - $ 14,387 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward One-Time Training Costs Agenda Item: $ FY 2017 Adopted Budget 722 14,387 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2017 Adopted Budget Public Defense Training Fund (209) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 367,590 $ 269,259 $ 269,259 $ 252,768 $ 96,088 Sources: Operating Total Sources: $ $ 411,333 411,333 $ $ 404,610 404,610 $ $ 404,610 404,610 $ $ 346,530 346,530 $ $ 346,113 346,113 $ $ $ $ 341,004 162,206 503,210 $ $ 404,610 253,560 658,170 $ $ 404,610 253,560 658,170 $ 346,113 96,088 442,201 Uses: Operating Non-Recurring Total Uses: $ 373,103 153,053 526,156 Structural Balance $ 38,230 $ - $ - $ 5,526 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 252,768 252,768 $ $ 15,699 15,699 $ $ 15,699 15,699 $ $ 96,088 96,088 $ $ - Expenditures Revenue Public Defender (520) Grants Fund (233) OPERATING FY 2016 Adopted Budget $ 237,289 $ 237,289 FY 2016 Revised Budget $ 237,289 $ 237,289 FY 2017 Baseline Budget $ 237,289 $ 237,289 $ 2,571 $ 2,587 (32) 16 (2,571) $ (2,571) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Personnel Savings Increase Personnel Savings from 0.00% to 2.40% Fees and Other Revenues ProgRevenue Volume Inc/Dec Grants Grant Reconciliation Decrease expenditures due to decline in DEA Grant Revenue Agenda Item: $ $ (2,571) $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount (15,148) (15,148) - 222,141 $ -6.4% 222,141 -6.4% (15,148) $ 723 - $ (15,148) $ (15,148) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Grants Fund (233) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED (5,010) $ FY 2016 REVISED (5,010) $ FY 2016 FORECAST Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 235,639 235,639 $ $ 237,289 237,289 $ $ 237,289 237,289 $ $ 222,141 222,141 $ $ 222,141 222,141 Uses: Operating Total Uses: $ $ 236,611 236,611 $ $ 237,289 237,289 $ $ 237,289 237,289 $ $ 222,141 222,141 $ $ 222,141 222,141 Structural Balance $ (972) $ - $ - $ - $ - Accounting Adjustments $ 3 - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ (5,979) (5,979) $ (5,010) $ FY 2017 ADOPTED (5,010) (5,010) $ (5,979) $ (5,010) (5,010) $ (5,979) (5,979) (5,979) $ (5,979) (5,979) Public Defender (520) Fill the Gap Fund (262) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 805,134 $ 805,134 FY 2016 Revised Budget $ 805,134 $ 805,134 FY 2017 Baseline Budget $ 805,134 $ 805,134 $ 11,762 $ 11,802 (95) 55 (41,434) $ (41,434) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Personnel Savings from 0.98% to 2.32% Increase Other Services Decrease expenditures due to decline in Fill the Gap Revenue and to maintain structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (7,170) 7,170 (41,434) $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ - $ (29,672) (29,672) 775,462 $ -3.7% 775,462 -3.7% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ 131,495 FY 2016 Revised Budget $ - $ 131,495 $ - $ - (131,495) (131,495) $ - $ - $ - $ - 1,046 1,046 $ - $ 1,046 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2017 Baseline Budget Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2017 Adopted Budget 724 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Fill the Gap Fund (262) (continued) Expenditures Revenue PDS CASE MANAGEMENT SYSTEM FY 2016 Adopted Budget $ 206,261 $ - FY 2016 Revised Budget $ 206,261 $ - $ 206,261 $ (206,261) - $ - $ - $ 38,008 $ 38,008 - $ 38,008 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Public Defense Services Case Management System Agenda Item: $ 38,008 FY 2017 Adopted Budget Public Defender Fill the Gap Fund (262) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 48,603 $ 74,768 $ 74,768 $ 70,839 $ 36,965 $ 806,146 268,936 1,075,082 $ 805,134 131,495 936,629 $ 805,134 131,495 936,629 $ 776,121 131,495 907,616 $ 775,462 1,046 776,508 $ $ $ $ $ 787,298 265,551 1,052,849 $ 805,134 206,261 1,011,395 Structural Balance $ 18,848 $ Accounting Adjustments $ 3 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 70,839 70,839 $ $ $ 805,134 206,261 1,011,395 - $ $ - $ $ 2 2 $ $ $ $ 775,462 166,028 941,490 $ $ 775,462 38,008 813,470 - $ 659 $ - $ - $ - $ - $ $ 2 2 $ $ 36,965 36,965 $ $ 3 3 Expenditures Revenue Legal Defender (540) Fill the Gap Fund (263) OPERATING FY 2016 Adopted Budget $ 66,362 $ 66,362 FY 2016 Revised Budget $ 66,362 $ 66,362 FY 2017 Baseline Budget $ 66,362 $ 66,362 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 66,362 $ 0.0% 66,362 0.0% 725 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender Fill the Gap Fund (263) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 2,400 $ 2,400 $ 2,400 $ 2,479 $ 2,479 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: $ $ 66,363 66,363 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 Structural Balance $ 78 $ - $ - $ - $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,479 2,479 $ $ 2,400 2,400 $ $ 2,400 2,400 $ $ 2,479 2,479 $ $ 2,479 2,479 726 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Public Fiduciary Analysis by Scott Rothe, Principal Management Budget Analyst Summary Mission The Mission of the Maricopa County Public Fiduciary is to provide guardianship, conservatorship, decedent services and court-ordered investigations for vulnerable persons so their estates and wellbeing are protected. Vision To be a recognized leader in providing professional, efficient and compassionate fiduciary services. Strategic Goals Department Specific By July 2019, 80% of appointed estate administration and guardianship administration cases will be stabilized within 18 months to ensure vulnerable persons’ estates and well-beings are protected. Status: Though no historical data existed for this measure before FY 2016, progress is being made with estate administration cases where 82.4% 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 2018. 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 prior to FY 2016. Though high Fiduciary turnover was addressed with market rate salary increases effective February 1, 2016, excessive caseloads result in a flat completion rate of 82.5% forecasted for FY 2016 and projected for FY 2017. Demand for investigations is anticipated to increase by 13.1% in FY 2017. 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 early (by the end of FY 2012). A modification or replacement of this goal in a formal strategic plan review will be requested by the department for FY 2018. 727 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % BURY - INDIGENT BURIAL/CREMATION SERV 34BS - COUNTY INDIGENT DECEDENT SERV $ $ 57,656 $ 57,656 $ - $ - $ 47,000 $ 47,000 $ 61,001 $ 61,001 $ 61,816 $ 61,816 $ 14,816 14,816 31.5% 31.5% EADM - ESTATE ADMINISTRATION 34FS - FIDUCIARY SERVICES $ $ 1,168,236 $ 1,168,236 $ 1,000,000 $ 1,000,000 $ 953,000 $ 953,000 $ 999,870 $ 999,870 $ 1,139,055 $ 1,139,055 $ 186,055 186,055 19.5% 19.5% TOTAL PROGRAMS $ 1,225,892 $ 1,000,000 $ 1,000,000 $ 1,060,871 $ 1,200,871 $ 200,871 20.1% USES BURY - INDIGENT BURIAL/CREMATION SERV 34BS - COUNTY INDIGENT DECEDENT SERV $ $ 291,721 $ 291,721 $ 273,184 $ 273,184 $ 272,376 $ 272,376 $ 250,558 $ 250,558 $ 301,555 $ 301,555 $ (29,179) (29,179) -10.7% -10.7% EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ 1,091,867 $ 1,078,245 2,170,112 $ 1,079,555 $ 1,228,981 2,308,536 $ 1,142,675 $ 1,274,893 2,417,568 $ 847,954 $ 1,427,709 2,275,663 $ 727,112 $ 2,205,417 2,932,529 $ 415,563 (930,524) (514,961) 36.4% -73.0% -21.3% 9,340 $ 41,426 48,367 (4,927) 266,223 360,429 $ 8,756 $ 42,133 37,810 322,857 411,556 $ 12,186 $ 42,133 34,147 315,933 404,399 $ 6,650 $ 38,755 34,402 312,457 392,264 $ 13,747 $ 41,580 50,262 294,613 400,202 $ (1,561) 553 (16,115) 21,320 4,197 -12.8% 1.3% -47.2% N/A 6.7% 1.0% $ 26,259 $ 164,919 19,163 210,341 $ 23,310 $ 157,217 27,545 208,072 $ 23,310 $ 157,585 27,545 208,440 $ 23,310 $ 158,917 27,545 209,772 $ 39,383 $ 156,892 27,080 223,355 $ (16,073) 693 465 (14,915) -69.0% 0.4% 1.7% -7.2% TOTAL PROGRAMS $ 3,032,603 $ 3,201,348 $ 3,302,783 $ 3,128,257 $ 3,857,641 $ (554,858) -16.8% $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 1,225,892 1,225,892 $ $ 1,000,000 1,000,000 $ $ 1,000,000 1,000,000 $ $ 1,060,871 1,060,871 $ $ 1,200,871 $ 1,200,871 $ 200,871 200,871 20.1% 20.1% ALL REVENUES $ 1,225,892 $ 1,000,000 $ 1,000,000 $ 1,060,871 $ 1,200,871 $ 200,871 20.1% TOTAL SOURCES $ 1,225,892 FY 2015 ACTUAL $ 1,000,000 FY 2016 ADOPTED $ 1,000,000 FY 2016 REVISED $ 1,060,871 FY 2016 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 $ 1,200,871 $ 200,871 20.1% FY 2017 REVISED VS ADOPTED ADOPTED VAR % 1,749,142 $ 25,648 33,004 707,896 9,106 7,678 2,532,474 $ 1,903,318 $ 22,697 816,586 9,398 15,601 2,767,600 $ 2,002,471 $ 22,697 818,914 9,352 15,601 2,869,035 $ 1,892,449 $ 8,329 771,079 9,272 8,964 2,690,093 $ 2,341,725 $ 8,416 991,695 10,000 7,891 3,359,727 $ (339,254) 14,281 (172,781) (648) 7,710 (490,692) -16.9% N/A 62.9% -21.1% -6.9% 49.4% -17.1% SUBTOTAL $ 38,031 $ 3,580 33,580 75,191 $ 18,719 $ 5,000 9,000 32,719 $ 18,719 $ 5,000 4,000 27,719 $ 11,203 $ 1,787 4,000 16,990 $ 19,706 $ 3,500 13,963 37,169 $ (987) 1,500 (9,963) (9,450) -5.3% 30.0% -249.1% -34.1% 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 $ 2,535 $ 20,760 46,895 17,891 100,544 22,845 22,780 14,709 175,979 424,938 $ 3,032,603 $ 4,334 $ 14,500 47,711 19,570 90,236 32,000 15,000 15,500 162,178 401,029 $ 3,201,348 $ 4,334 $ 20,500 47,711 24,570 90,236 32,000 9,000 15,500 162,178 406,029 $ 3,302,783 $ 5,447 $ 47,477 44,333 24,327 93,098 23,404 9,000 13,942 160,146 421,174 $ 3,128,257 $ 6,000 $ 14,350 47,158 26,796 115,681 24,000 23,000 14,000 189,760 460,745 $ 3,857,641 $ (1,666) 6,150 553 (2,226) (25,445) 8,000 (14,000) 1,500 (27,582) (54,716) (554,858) -38.4% 30.0% 1.2% -9.1% -28.2% 25.0% -155.6% 9.7% -17.0% -13.5% -16.8% TOTAL USES $ 3,032,603 $ 3,201,348 $ 3,302,783 $ 3,128,257 $ 3,857,641 $ (554,858) -16.8% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 728 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FUND TOTAL SOURCES $ 1,225,892 $ 1,225,892 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,060,871 $ 1,060,871 $ 1,200,871 $ 1,200,871 $ 200,871 200,871 20.1% 20.1% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,225,892 $ 1,225,892 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,060,871 $ 1,060,871 $ 1,200,871 $ 1,200,871 $ 200,871 200,871 20.1% 20.1% FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 3,032,603 $ 3,032,603 $ 3,201,348 $ 3,201,348 $ 3,302,783 $ 3,302,783 $ 3,128,257 $ 3,128,257 $ 3,857,641 $ 3,857,641 $ (554,858) (554,858) -16.8% -16.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,032,603 $ 3,032,603 $ 3,201,348 $ 3,201,348 $ 3,302,783 $ 3,302,783 $ 3,128,257 $ 3,128,257 $ 3,857,641 $ 3,857,641 $ (554,858) (554,858) -16.8% -16.8% 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 OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES HUMAN RESOURCES OPERATIONS SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 2.30 2.30 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% 17.20 17.20 34.40 16.14 19.06 35.20 8.32 27.28 35.60 8.32 27.28 35.60 9.77 30.83 40.60 1.45 3.55 5.00 17.4% 13.0% 14.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% .15 .35 3.60 4.10 41.80 .15 .35 5.10 5.60 43.80 .15 .25 4.00 4.40 43.00 .15 .25 4.00 4.40 43.00 .15 .25 4.00 4.40 48.00 5.00 0.0% 0.0% 0.0% 0.0% 11.6% 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 2016 ADOPTED 2.00 2.00 1.00 1.00 23.80 2.00 5.00 3.00 2.00 2.00 43.80 FY 2016 FY 2016 REVISED FORECAST 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 20.00 20.00 2.00 2.00 3.00 3.00 5.00 5.00 3.00 3.00 2.00 2.00 1.00 1.00 43.00 43.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 3.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% N/A 24.00 4.00 20.0% 2.00 0.0% 3.00 0.0% 5.00 0.0% 3.00 0.0% 2.00 0.0% 2.00 1.00 100.0% 48.00 5.00 11.6% FY 2015 ADOPTED 41.80 41.80 FY 2016 ADOPTED 43.80 43.80 FY 2016 FY 2016 REVISED FORECAST 43.00 43.00 43.00 43.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 48.00 5.00 11.6% 48.00 5.00 11.6% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Director - Public Fiduciary Executive Assistant Fiduciary Fiduciary Benefits Specialist Fiduciary Senior 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 and FY 2017 personnel expenditures have increased due to new market rates implemented on February 1, 2016 for Fiduciary, Fiduciary Senior, and Fiduciary Supervisor market 729 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary range titles. The Board of Supervisors approved appropriation adjustments of $101,435 for FY 2016 and an additional $141,450 for FY 2017 to fund the increased pay rates. The FY 2017 Recommendation includes $342,423 for the Salaries/Benefits and Supplies for 4.0 FTE new Fiduciaries and 1.0 FTE new Office Assistant Specialized. Base Adjustments: General Fund (100) Operating • Increase budgeted revenue from $1,000,000 in FY 2016 to $1,200,871 in FY 2017. A one-time true-up of fiduciary fee revenue in FY 2015 resulted in reduced revenue for FY 2016, forecasted to total $1,060,871. However, an anticipated decline in Fiduciary vacancies due to market rate increases, along with the addition of five positions, should bring about increased revenue for FY 2017. • Increase Regular Benefits by $56,868 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $1,713 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $222 for the impact of changes in retirement contribution rates. • Decrease Other Supplies and Services by $13,254. • Decrease Internal Services Charges by $465 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $16,073 for the impact of changes in the base telecommunication charges. • Increase FY 2017 Salaries/Benefits and Supplies by $342,423 for the addition of 4.0 FTE Fiduciaries and 1.0 FTE Office Assistant Specialized to reduce staff caseloads and better meet the needs of their clients. • Decrease overall Personnel Savings from 3.89% to 2.99%, resulting in increased expenditures of $13,254 based on the February 2016 implementation of a Market Pay Rate increase for Fiduciaries. 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 2015 ACTUAL N/A N/A FY 2016 FY 2016 REVISED FORECAST 95.0% 80.7% 69.9% Activities that comprise this program include: • Indigent Burial/Cremation Services 730 70.0% FY 2017 ADOPTED 80.5% 71.3% REV VS ADOPTED VAR % (14.5%) -15.3% 1.4% 2.0% Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 C establishes the responsibility of the County in which death of an indigent person occurs to “bury or place in a permanent care crypt the dead body or cremated remains of a dead body”, including honorably discharged veterans or their spouses. A.R.S. §11-311 mandates that the County appoint an honorably discharged veteran to oversee the final disposition of indigent veterans and their spouses, in a location and manner that conform to the proper practices for veterans. Measure Type Result Result Output Output Demand Expenditure Ratio Revenue 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 FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 95.0% 80.7% REV VS ADOPTED VAR % (14.5%) -15.3% FY 2017 ADOPTED 80.5% N/A 69.9% 70.0% 71.3% 1.4% 2.0% N/A 545 580 627 82 15.0% N/A 381 406 447 66 17.3% N/A 547 594 641 94 17.2% N/A $ 714.90 $ 617.14 $ 674.62 $ 40.28 5.6% 100 - GENERAL TOTAL SOURCES $ $ 57,656 57,656 $ $ 47,000 47,000 $ $ 61,001 61,001 $ $ 61,816 61,816 $ $ 14,816 14,816 31.5% 31.5% 100 - GENERAL TOTAL USES $ $ 291,721 291,721 $ $ 272,376 272,376 $ $ 250,558 250,558 $ $ 301,555 301,555 $ $ (29,179) (29,179) -10.7% -10.7% Expenditure Activity Narrative: A forecasted increase in demand has led to increased outputs for FY 2016. With just one of two Burial Coordinator positions filled during much of FY 2016, the timeliness of completing eligibility determinations within five business days has been lower than budgeted. Continued increases in demand and output will result in higher expenditures for burial and cremation services in FY 2017. An improved revenue allocation process for the Activity during FY 2016 is repeated in FY 2017. 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 incurred in the execution of guardianship, conservatorship, or public administration of the estate. 731 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percentage of Estate Administration cases 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 82.4% 82.4% FY 2017 ADOPTED 88.2% REV VS ADOPTED VAR % 5.9% 7.1% N/A 50.2% 56.1% 56.1% 6.0% 11.9% N/A 71.9% 82.5% 82.5% 10.6% 14.7% 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 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 82.4% 82.4% REV VS ADOPTED VAR % 5.9% 7.1% FY 2017 ADOPTED 88.2% N/A 170 204 204 34 20.0% N/A 240 141 141 (99) -41.3% N/A 269 300 306 37 13.8% N/A $ 4,761.15 $ 6,013.86 $ 5,156.82 $ (395.68) -8.3% 100 - GENERAL TOTAL SOURCES $ 1,168,236 $ 1,168,236 $ $ 953,000 953,000 $ $ 999,870 999,870 $ 1,139,055 $ 1,139,055 $ $ 186,055 186,055 19.5% 19.5% 100 - GENERAL TOTAL USES $ 1,091,867 $ 1,091,867 $ 1,142,675 $ 1,142,675 $ $ 847,954 847,954 $ $ $ $ 415,563 415,563 36.4% 36.4% Expenditure 727,112 727,112 Activity Narrative: This activity no longer provides strategic data. The conversion to a new case management system has made historical data unusable. In February, 2016, the department reallocated 11.78 FTE positions from the Estate Administration Activity to the Guardianship Administration Activity. Until this past year, when Burial revenue was broken out, all departmental revenue was allocated to this activity regardless of where the revenue was generated. The Department has expressed the need for a new strategic plan. The Office of Management and Budget has recommended that the Department work with the Public Defense Services Department to develop and submit an updated strategic plan. 732 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2017 Adopted Budget Guardianship Administration Activity The purpose of the Guardianship Administration Activity is to provide oversight and coordination of financial, medical, and legal services for persons under the care of the Public Fiduciary so they can have their well-being protected in a timely manner. Measure Type Result Result Output Output Demand Demand Expenditure Ratio Expenditure Measure Description 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 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 100 - GENERAL TOTAL USES FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 50.2% 56.1% FY 2017 ADOPTED 56.1% REV VS ADOPTED VAR % 6.0% 11.9% N/A 71.9% 82.5% 82.5% 10.6% 14.7% N/A 281 456 456 175 62.3% N/A 856 856 856 - 0.0% N/A 402 504 570 168 41.8% N/A 356 248 273 (83) -23.3% N/A $ $ 1,078,245 $ 1,078,245 1,489.36 $ 1,274,893 $ 1,274,893 $ 1,667.88 $ 1,427,709 $ 1,427,709 $ 2,576.42 $ (1,087.06) -73.0% $ 2,205,417 $ 2,205,417 $ $ (930,524) (930,524) -73.0% -73.0% Activity Narrative: Historical data for this activity no longer exists following the conversion to a new case management system. FY 2016 forecasted demand and output for Guardianship referrals and investigations are 25% to 62%, respectively, above budgeted data. The demand is budgeted to increase to 570 cases in FY 2017; but without additional staff, the Department contends that output will remain at 456 cases completed. The assignment of new wards is budgeted to increase by 30 cases in FY 2017 over the FY 2016 Forecast, but those 273 cases are 23.3% below the 356 cases budgeted for FY 2016. For FY 2017, both result measures are budgeted to attain 12% to 15% growth compared to data budgeted for FY 2016. In February, 2016, the Department re-allocated 11.78 FTE positions (and associated budget) from the Estate Administration Activity to the Guardianship Administration Activity. The Department added 2.0 FTE Fiduciaries in February 2015. However, turnover rates in excess of 10% (including two to five fiduciaries vacant at any given time) for several years have resulted in high caseloads for the remaining staff, and limited growth in output. The Department compares its staff-tocase ratio of 1:77 with six other Arizona counties where rates varied from 1:30 to 1:53. To attain an optimal ratio of 1:50, the Department contends it would need to add 8.0 FTE Fiduciaries. The Public Fiduciary has managed its caseload over the past three years by transferring 66 existing guardianship and/or conservatorship cases with estate solvency to private sector fiduciaries; reducing clients’ assets and funds under management of the Public Fiduciary by $9.3 million (from $11.3 million to $2.0 million); and educating the Probate Court and community to utilize the least restrictive orders for wards, alternatives to guardianship, appointment other than the Public Fiduciary whenever possible, and the requirement that the need for the services of the Public Fiduciary be demonstrated before appointment of the Office. Effective February 1, 2016, the Board of Supervisors adopted significant market rate increases for the 20 Fiduciaries (averaging 17.59%), the three Fiduciary Senior positions (averaging 11.6%) and the five Fiduciary Supervisors (averaging 3.9%). The Department is expected to be able to hire and retain a professional staff that can take on more cases and increase output. 733 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2017 Adopted Budget Following implementation of the market rate increases, the Department reduced its staffing request to 4.0 FTE Fiduciaries and 1.0 FTE support staff. Though not included in the FY 2017 Baseline Budget Request, funding of $342,423 and the 5.0 FTE requested positions are included in the FY 2017 Adopted Budget. Also included is an increase of $200,871 in General Fund revenue associated with an increase in the number of billable hours for the more fully staffed department. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERP - OPERATING FY 2016 Adopted Budget Adjustments: Employee Salary Adjustments FY 16 Mark et Study Adjustments $ 3,201,348 $ 1,000,000 $ 101,435 $ 101,435 - $ 3,302,783 $ 1,000,000 $ 141,450 $ 141,450 - $ 3,444,233 $ 1,000,000 $ 55,377 $ 56,868 (1,713) 222 358,031 $ (13,254) (465) 16,073 342,423 - Agenda Item: C-49-16-019-2-00 FY 2016 Revised Budget Adjustments: Agenda Item: Employee Salary Adjustments FY 16 Mark et Study Adjustments C-49-16-019-2-00 Mark et Rate increases effective February 1, 2016 for Fiduciary, Fiduciary Senior, and Fiduciary Supervisor Mark et Range Titles $ 141,450 FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Risk Management Adjustment Base Telecom Adjustment Personnel Additions and Related Costs Add 4.0 FTE Fiduciaries and 1.0 FTE Office Assistant Specialized to reduce staff caseloads and better meet the needs of their clients Personnel Savings Decrease overall Personnel Savings from 3.89% to 2.99% Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase General Fund Revenue based on the addition of four Fiduciaries and the projected decline in the number of Fiduciary vacancies FY 2017 Adopted Budget Percent Change from Baseline Amount 734 $ $ 342,423 $ 13,254 13,254 $ - $ - $ - 200,871 200,871 $ 3,857,641 $ 12.0% 1,200,871 20.1% 200,871 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Analysis by Lauren M. Cochran, Management and Budget Supervisor 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 Regional Services By June 2018, obtain accreditation from the Public Health Accreditation Board. Status: The Public Health Accreditation Board performed a site visit in Spring 2015. The Public Health Department was provided with five measures that needed to be resubmitted to the accreditation board. The department received accreditation in June 2016. 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: Currently 75 organizations are participating in the Health Improvement Partnerships of Maricopa County in an action plan of over 100 objectives. The plan includes work through June 2017. 735 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ $ 39,963 39,963 $ $ 13,000 13,000 $ $ 13,000 13,000 $ $ 6,039 6,039 $ $ 13,000 13,000 $ $ EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ $ $ 916,174 916,174 $ $ 713,765 445,497 1,159,262 $ $ 556,914 475,526 1,032,440 $ $ 556,931 392,574 949,505 $ $ 19,076 169,267 188,343 EMRT - PUB HLTH PREPAREDNESS RESPONSE 86EM - PUB HLTH PREPAREDNESS RESPONSE $ $ 2,449,656 2,449,656 $ $ 1,613,775 1,613,775 $ $ 1,868,668 1,868,668 $ $ 2,336,373 2,336,373 $ $ 1,645,555 1,645,555 CCHC - CHILD CARE HLTH CONSULTATIONS DTSL - DENTAL SEALANTS FHPT - COMMUNITY EMPOWERMENT HEED - HEALTHY START LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE NFAM - NURSE-FAMILY PARTNERSHIPS TNPP - TEEN PREGNANCY PREVENTION 86FH - FAMILY HEALTH $ $ $ 1,121,714 2,230,372 412,467 2,255,204 102,918 402,591 2,505,571 1,080,804 10,111,641 $ $ 997,569 1,931,808 510,945 1,816,419 98,615 431,794 2,655,176 1,005,182 9,447,508 $ $ 1,058,114 1,501,780 576,039 1,768,699 98,615 437,201 2,973,219 990,400 9,404,067 $ $ 1,271,621 1,458,844 605,406 1,196,959 88,463 360,111 2,085,210 1,029,316 8,095,930 $ 1,073,816 2,225,211 463,674 1,717,466 97,764 402,609 2,223,000 870,065 9,073,605 HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS $ $ 2,819,454 2,819,454 $ $ 2,821,345 2,821,345 $ $ 2,887,173 2,887,173 $ $ 3,073,309 3,073,309 $ $ CCSS - CHILD PASSENGER SAFETY PHPD - PUBLIC HEALTH POLICY DEVELOP SCNT - NUTRITION PHYSICAL ACTIVITY WICC - WOMEN INFANTS AND CHILDREN 86HL - PROMOTING HEALTHY LIFESTYLES $ 788,686 875,701 2,184,590 8,819,052 12,668,029 $ 926,939 976,275 2,980,923 9,391,615 14,275,752 $ 193,042 1,006,882 3,142,781 9,391,615 13,734,320 $ 196,688 1,222,747 3,346,965 9,838,689 14,605,089 $ HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES STEX - STD SURV INVT EXAM TRTMNT TBTE - TB SURV INVT TEST TRTMNT 86ID - INFECTIOUS DISEASE CONTROL ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS 86IS - CHILDHOOD IMMUNIZATIONS OPIP - PERFORMANCE IMPROVEMENT 86PI - PERFORMANCE IMPROVEMENT $ $ $ 40,380 1,376,589 1,635,233 1,054,839 4,107,041 $ 119,126 3,205,724 3,324,850 $ $ 169,627 169,627 DTIS - RYAN WHITE DENTAL INSURANCE 86RW - RYAN WHITE PART A SERVICES $ $ 1,371,097 1,371,097 SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ $ $ 34,954 1,348,746 1,465,949 943,225 3,792,874 $ 3,107,497 3,107,497 $ $ 62,079 62,079 $ $ $ $ $ $ $ 3,101,889 3,101,889 $ $ 291,163 291,163 1,358,437 1,358,437 $ $ 781,051 2,598,201 76,868 3,456,120 $ $ 788,289 $ 2,606,474 (10,890) 3,383,873 $ $ $ 3,909,683 3,909,683 $ $ 4,700,000 4,700,000 POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ 4,566,445 4,566,445 $ $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (837,342) $ (837,342) $ TOTAL PROGRAMS $ 46,256,649 $ $ 34,954 1,348,746 1,465,949 943,225 3,792,874 $ $ $ 34,154 1,679,303 1,512,981 966,128 4,192,566 $ 3,373,847 3,373,847 $ $ 398,759 398,759 1,358,437 1,358,437 $ $ $ $ 781,051 2,598,201 76,868 3,456,120 $ $ 4,700,000 4,700,000 5,175,073 5,175,073 $ $ 30,000 30,000 50,759,524 736 $ $ $ $ - 0.0% 0.0% $ 359,260 (475,526) (116,266) 64.5% -100.0% -11.3% $ $ (223,113) (223,113) -11.9% -11.9% $ $ 76,247 293,403 (47,271) (98,953) (851) (29,185) (432,176) (135,117) (373,903) 7.6% 15.2% -9.3% -5.4% -0.9% -6.8% -16.3% -13.4% -4.0% 2,906,535 2,906,535 $ $ 19,362 19,362 999,402 2,402,920 9,507,531 12,909,853 $ (193,042) (7,480) (739,861) 115,916 (824,467) -100.0% -0.7% -23.5% 1.2% -6.0% 228 210 (16,765) 1,127 (15,200) 0.7% 0.0% -1.1% 0.1% -0.4% N/A -3.0% -3.0% 35,182 1,348,956 1,449,184 944,352 3,777,674 $ $ $ 0.7% 0.7% $ 3,008,466 3,008,466 $ (93,423) (93,423) $ $ 239,268 239,268 $ $ (51,895) (51,895) -17.8% -17.8% 1,251,081 1,251,081 $ $ 1,241,859 1,241,859 $ $ (116,578) (116,578) -8.6% -8.6% $ $ 781,185 2,830,830 76,226 3,688,241 $ $ 781,186 2,824,004 76,351 3,681,541 $ 134 232,629 (642) 232,121 0.0% 9.0% -0.8% 6.7% $ $ 4,490,234 4,490,234 $ $ 4,700,000 4,700,000 $ $ - 0.0% 0.0% 5,045,932 5,045,932 $ $ 5,674,342 5,674,342 $ $ 5,372,564 5,372,564 $ $ 326,632 326,632 6.5% 6.5% $ $ 30,000 30,000 $ $ 28,115 28,115 $ $ 30,000 30,000 $ $ - 0.0% 0.0% $ 50,759,524 $ 54,382,198 $ 49,522,794 $ $ $ (1,236,730) -2.4% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2015 ACTUAL PROGRAM / ACTIVITY USES FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % BHCC - BEHAV HEALTH CARE CONTINUITY 86BH - BEHAV HEALTH CARE CONTINUITY $ $ - $ $ 89,529 89,529 $ $ 116,939 116,939 $ $ 81,571 81,571 $ $ 87,858 87,858 $ $ 29,081 29,081 24.9% 24.9% MDRC - MEDICAL RECORDS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ 209,881 602,760 384,352 1,196,993 $ 247,718 583,972 398,430 1,230,120 $ 242,274 667,983 400,511 1,310,768 $ 225,926 678,153 520,182 1,424,261 $ 221,464 885,809 387,068 1,494,341 $ 20,810 (217,826) 13,443 (183,573) 8.6% -32.6% 3.4% -14.0% EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ $ $ 3,786,316 3,786,316 $ $ 1,747,007 2,077,476 3,824,483 $ $ 1,763,268 2,078,849 3,842,117 $ $ 1,706,289 2,086,982 3,793,271 $ $ 1,405,896 1,922,096 3,327,992 (2,023,048) 2,078,849 55,801 -114.7% 100.0% 1.5% EMRT - PUB HLTH PREPAREDNESS RESPONSE 86EM - PUB HLTH PREPAREDNESS RESPONSE $ $ 1,720,202 1,720,202 $ $ 1,631,823 1,631,823 $ $ 1,868,668 1,868,668 $ $ 2,336,373 2,336,373 $ $ 1,645,555 1,645,555 $ $ 223,113 223,113 11.9% 11.9% CCHC - CHILD CARE HLTH CONSULTATIONS DTSL - DENTAL SEALANTS FHPT - COMMUNITY EMPOWERMENT HEED - HEALTHY START LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE NFAM - NURSE-FAMILY PARTNERSHIPS TNPP - TEEN PREGNANCY PREVENTION 86FH - FAMILY HEALTH $ $ $ 1,073,816 2,302,977 1,230,099 1,717,466 97,764 402,609 2,223,000 870,065 9,917,796 $ $ 1,121,714 2,310,516 1,086,311 2,255,204 102,918 402,591 2,505,571 1,080,804 10,865,629 $ $ 997,569 2,019,078 1,199,305 1,816,419 98,615 431,794 2,655,176 1,005,182 10,223,138 $ $ 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 $ $ 1,015,347 1,394,384 897,803 1,388,565 110,003 282,605 2,279,511 1,005,696 8,373,914 $ (76,247) (283,899) (30,794) 98,953 851 29,185 432,176 135,117 305,342 -7.6% -14.1% -2.6% 5.4% 0.9% 6.8% 16.3% 13.4% 3.0% HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS $ $ 2,721,824 2,721,824 $ $ 2,851,801 2,851,801 $ $ 2,887,173 2,887,173 $ $ 3,073,309 3,073,309 $ $ 2,906,535 2,906,535 $ $ (19,362) (19,362) -0.7% -0.7% CCSS - CHILD PASSENGER SAFETY PHPD - PUBLIC HEALTH POLICY DEVELOP SCNT - NUTRITION PHYSICAL ACTIVITY WICC - WOMEN INFANTS AND CHILDREN 86HL - PROMOTING HEALTHY LIFESTYLES $ 1,032,506 1,528,542 2,787,560 9,578,527 14,927,135 $ 1,063,659 1,590,506 3,286,267 9,573,223 15,513,655 $ 315,098 1,534,062 3,434,465 9,391,615 14,675,240 $ 299,381 1,690,527 3,580,263 9,838,689 15,408,860 $ 1,477,177 2,496,036 9,507,531 13,480,744 $ 315,098 56,885 938,429 (115,916) 1,194,496 100.0% 3.7% 27.3% -1.2% 8.1% HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES STEX - STD SURV INVT EXAM TRTMNT TBTE - TB SURV INVT TEST TRTMNT 86ID - INFECTIOUS DISEASE CONTROL $ 25,267 1,656,007 3,359,974 2,888,967 7,930,215 $ 34,954 1,475,054 3,479,287 2,728,957 7,718,252 $ 34,954 1,462,994 3,477,874 2,696,636 7,672,458 $ 34,154 1,719,640 3,420,424 2,767,221 7,941,439 $ 35,182 1,458,724 3,454,751 2,660,067 7,608,724 $ (228) 4,270 23,123 36,569 63,734 -0.7% 0.3% 0.7% 1.4% 0.8% ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS 86IS - CHILDHOOD IMMUNIZATIONS $ $ $ 3,958,654 3,958,654 $ $ 4,096,544 4,096,544 $ $ 4,095,798 4,095,798 $ $ 4,123,253 4,123,253 $ $ 163,071 3,390,763 3,553,834 OPIP - PERFORMANCE IMPROVEMENT 86PI - PERFORMANCE IMPROVEMENT $ $ 309,328 309,328 $ $ 162,847 162,847 $ $ 425,557 425,557 $ $ 520,388 520,388 $ $ 413,450 413,450 DTIS - RYAN WHITE DENTAL INSURANCE 86RW - RYAN WHITE PART A SERVICES $ $ 1,556,667 1,556,667 $ $ 1,359,565 1,359,565 $ $ 1,358,437 1,358,437 $ $ 1,251,081 1,251,081 $ $ SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ $ $ 781,186 2,824,004 76,351 3,681,541 $ $ 781,051 2,598,201 76,868 3,456,120 $ $ 793,459 2,620,761 77,996 3,492,216 $ $ 747,570 2,475,126 78,180 3,300,876 BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ 3,911,804 3,911,804 $ $ 4,756,400 4,756,400 $ $ 5,351,162 5,351,162 $ $ 4,408,235 4,408,235 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 $ 92,083 69,398 72,196 29,668 2,729,584 59,065 89,629 3,141,623 $ 99,467 66,104 69,677 32,533 2,487,836 70,231 102,929 2,928,777 $ 91,116 66,104 77,045 31,805 2,930,596 48,730 114,879 3,360,275 $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 2,111,477 30,000 105,144 261,229 44,435 2,552,285 $ $ 2,111,477 30,000 105,144 261,229 44,435 2,552,285 $ $ 1,856,340 2,158 93,532 258,404 62,174 2,272,608 TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 92,976 92,976 $ $ 126,891 126,891 $ $ 122,780 122,780 TOTAL PROGRAMS $ 58,337,991 $ 62,603,705 $ 63,318,915 $ $ $ $ $ $ $ $ 737 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 137,144 137,144 N/A 3.3% 3.3% $ $ 12,107 12,107 2.8% 2.8% 1,241,859 1,241,859 $ $ 116,578 116,578 8.6% 8.6% $ $ 781,185 2,830,830 76,226 3,688,241 $ (134) (232,629) 642 (232,121) 0.0% -9.0% 0.8% -6.7% $ $ 5,123,100 5,123,100 $ $ 228,062 228,062 4.3% 4.3% 65,641 101,357 72,560 29,419 3,495,279 20,385 90,769 3,875,410 $ 74,003 123,575 65,592 32,913 3,119,899 75,251 186,802 3,678,035 $ 17,113 (57,471) 11,453 (1,108) (189,303) (26,521) (71,923) (317,760) 18.8% -86.9% 14.9% -3.5% -6.5% -54.4% -62.6% -9.5% $ $ 2,247,998 30,000 156,738 264,855 45,267 2,744,858 $ $ 2,110,196 15,621 176,931 256,791 44,521 2,604,060 $ (136,521) (51,594) (3,626) (832) (192,573) -6.5% 0.0% -49.1% -1.4% -1.9% -7.5% $ $ 109,094 109,094 $ $ 136,165 136,165 $ $ (13,385) (13,385) -10.9% -10.9% $ 65,502,278 $ 61,912,231 $ $ $ $ 1,406,684 2.2% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 39,613,566 39,613,566 $ $ 43,671,225 43,671,225 $ $ 43,671,225 43,671,225 $ $ 47,192,340 47,192,340 $ $ 42,481,495 42,481,495 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 4,047,085 2,527,589 6,574,674 $ 4,887,492 1,990,807 6,878,299 $ 4,887,492 1,990,807 6,878,299 $ 4,826,783 2,297,812 7,124,595 $ 4,887,492 2,090,807 6,978,299 $ $ $ 30,000 3,000 33,000 $ $ 28,115 28,115 $ $ 30,000 150,000 180,000 $ $ 30,000 150,000 180,000 $ SUBTOTAL $ 31,207 5,500 36,707 ALL REVENUES $ 46,224,947 $ 50,729,524 $ 50,729,524 $ 54,345,050 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 31,702 31,702 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 37,148 37,148 $ $ 46,256,649 $ 50,759,524 $ 50,759,524 $ 54,382,198 $ 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 2015 ACTUAL $ FY 2016 ADOPTED $ FY 2016 REVISED $ FY 2016 FORECAST $ (1,189,730) (1,189,730) 100,000 100,000 -2.7% -2.7% 0.0% 5.0% 1.5% $ (147,000) (147,000) 0.0% -98.0% -81.7% 49,492,794 $ (1,236,730) -2.4% 30,000 30,000 $ $ 49,522,794 $ FY 2017 ADOPTED (1,236,730) 0.0% 0.0% -2.4% REVISED VS ADOPTED VAR % 26,691,998 $ 529,429 189,305 10,404,177 23,525 (8,177,614) 8,767,830 38,428,650 $ 30,223,142 $ 573,046 71,340 12,482,041 26,806 (8,207,916) 8,937,257 44,105,716 $ 29,882,044 $ 580,176 71,340 12,234,938 31,803 (8,165,098) 8,940,710 43,575,913 $ 28,421,509 $ 788,141 117,216 11,506,639 28,529 (8,545,187) 9,215,948 41,532,795 $ 25,299,202 $ 910,993 83,760 11,461,278 4,262,457 (7,808,438) 8,563,054 42,772,306 $ 4,582,842 (330,817) (12,420) 773,660 (4,230,654) (356,660) 377,656 803,607 15.3% -57.0% -17.4% 6.3% -13302.7% -4.4% 4.2% 1.8% SUBTOTAL $ 2,238,391 $ 2,472,987 15,300 291,271 (1,948,034) 1,887,607 4,957,522 $ 1,354,332 $ 2,438,461 31,341 122,900 (1,869,956) 1,879,036 3,956,114 $ 1,424,348 $ 2,365,055 31,341 229,829 (1,869,956) 1,879,036 4,059,653 $ 2,029,248 $ 2,824,883 20,264 268,604 (1,978,049) 1,866,347 5,031,297 $ 1,158,942 $ 2,639,243 36,176 182,978 (1,934,907) 1,946,183 4,028,615 $ 265,406 (274,188) (4,835) 46,851 64,951 (67,147) 31,038 18.6% -11.6% -15.4% 20.4% 3.5% -3.6% 0.8% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,635 $ 1,713,948 6,343,695 2,154,110 527,764 695 2,939,345 470,060 234,914 80,866 328,726 (1,322,217) 1,345,804 14,819,345 $ 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 $ 100 $ 1,802,615 6,920,600 2,031,639 387,751 3,209,556 442,781 292,827 76,350 10,000 319,102 (1,296,028) 1,373,572 15,570,865 $ 44 $ 2,509,350 9,156,920 2,342,560 399,661 3,151,444 522,980 345,302 65,185 4,169 297,206 (1,315,696) 1,341,003 18,820,128 $ - $ 2,790,776 5,051,897 1,994,656 388,074 3,655,974 443,345 241,091 79,800 331,258 (1,560,808) 1,633,763 15,049,826 $ 100 (988,161) 1,868,703 36,983 (323) (446,418) (564) 51,736 (3,450) 10,000 (12,156) 264,780 (260,191) 521,039 100.0% -54.8% 27.0% 1.8% -0.1% N/A -13.9% -0.1% 17.7% -4.5% 100.0% -3.8% 20.4% -18.9% 3.3% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 44,636 47,136 9,000 100,772 $ 10,000 19,485 29,485 $ 15,999 66,485 82,484 $ 9,500 22,560 48,850 80,910 $ 11,999 19,485 31,484 ALL EXPENDITURES $ 58,306,289 $ 62,573,705 $ 63,288,915 $ 65,465,130 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 31,702 31,702 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 37,148 37,148 TOTAL USES $ 58,337,991 $ 62,603,705 $ 63,318,915 $ 65,502,278 SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ $ $ 738 $ $ $ $ 4,000 47,000 51,000 N/A 25.0% 70.7% N/A 61.8% 61,882,231 $ 1,406,684 2.2% $ $ 30,000 30,000 $ $ - 0.0% 0.0% $ 61,912,231 $ 1,406,684 2.2% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 532 PUBLIC HEALTH GRANTS OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 40,032,007 40,032,007 $ $ 44,121,225 44,121,225 $ $ 44,121,225 44,121,225 $ $ 47,567,141 47,567,141 $ $ 42,884,495 42,884,495 $ $ $ FUND TOTAL SOURCES $ 6,224,642 6,224,642 $ $ 6,638,299 6,638,299 $ $ 6,638,299 6,638,299 $ $ 6,815,057 6,815,057 $ $ 6,638,299 6,638,299 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 46,256,649 46,256,649 $ $ 50,759,524 50,759,524 $ $ 50,759,524 50,759,524 $ $ 54,382,198 54,382,198 $ $ 49,522,794 49,522,794 $ $ 265 PUBLIC HEALTH FEES OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2016 ADOPTED FY 2015 ACTUAL (1,236,730) (1,236,730) FY 2017 ADOPTED FY 2016 FORECAST FY 2016 REVISED (1,236,730) (1,236,730) -2.8% -2.8% 0.0% 0.0% -2.4% -2.4% REVISED VS ADOPTED VAR % 11,253,958 11,253,958 $ $ 11,844,181 11,844,181 $ $ 11,844,181 11,844,181 $ $ 11,603,582 11,603,582 $ $ 11,878,845 11,878,845 $ $ $ FUND TOTAL USES $ 41,491,708 41,491,708 $ $ 44,121,225 44,121,225 $ $ 44,121,225 44,121,225 $ $ 47,567,141 47,567,141 $ $ 42,884,495 42,884,495 $ $ 1,236,730 1,236,730 2.8% 2.8% $ $ $ 6,638,299 510,592 7,148,891 $ $ 6,120,241 211,314 6,331,555 $ $ 6,638,299 715,210 7,353,509 $ $ 6,638,299 6,638,299 $ FUND TOTAL USES $ 5,196,041 396,284 5,592,325 $ 204,618 204,618 0.0% 28.6% 2.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 57,941,707 396,284 58,337,991 $ $ $ 62,603,705 62,603,705 $ $ $ 62,603,705 715,210 63,318,915 $ $ $ 65,290,964 211,314 65,502,278 $ $ $ 61,401,639 510,592 61,912,231 $ $ $ 1,202,066 204,618 1,406,684 1.9% 28.6% 2.2% 265 PUBLIC HEALTH FEES OPERATING NON RECURRING NON PROJECT 739 (34,664) (34,664) -0.3% -0.3% $ FUND TOTAL USES $ 532 PUBLIC HEALTH GRANTS OPERATING Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity PROGRAM/ACTIVITY BEHAV HEALTH CARE CONTINUITY BEHAV HEALTH CARE CONTINUITY PROGRAM TOTAL CHILDHOOD IMMUNIZATIONS ADULT IMMUN FOREIGN TRVL SVCS CHILDHOOD IMMUNIZATIONS IMMUNIZATION EDUCATION PROGRAM TOTAL 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 COMMUNITY EMPOWERMENT DENTAL SEALANTS HEALTHY START LEAD HAZARD REDUCTION NEWBORN INTENSIVE CARE NURSE-FAMILY PARTNERSHIPS TEEN PREGNANCY PREVENTION PROGRAM TOTAL GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL HEALTHCARE FOR HOMELESS HEALTHCARE FOR THE HOMELESS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT FACILITIES MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL INFECTIOUS DISEASE CONTROL PHYS HEALTH SCREENING REFUGEES STD CASE SURV INVESTIGATION STD SURV INVT EXAM TRTMNT TB SURV INVT TEST TRTMNT TB SURVEILLANCE AMD INVEST PROGRAM TOTAL PERFORMANCE IMPROVEMENT PERFORMANCE IMPROVEMENT PROGRAM TOTAL PROMOTING HEALTHY LIFESTYLES CHILD PASSENGER SAFETY DIETETIC INTERNSHIP NUTRITION PHYSICAL ACTIVITY 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 FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - - 2.00 2.00 1.00 1.00 1.00 1.00 (1.00) (1.00) (50.0%) (50.0%) 2.00 29.00 1.00 32.00 30.00 1.00 31.00 .00 31.00 .00 31.00 31.00 31.00 31.00 31.00 - N/A 0.0% N/A 0.0% 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% 8.50 16.50 25.00 1.00 13.50 23.50 38.00 .00 15.50 23.50 39.00 15.50 23.50 39.00 40.00 40.00 24.50 (23.50) 1.00 N/A 158.1% (100.0%) 2.6% 10.00 10.00 10.35 17.00 1.00 4.40 16.00 9.25 78.00 10.50 12.00 10.00 20.50 1.00 4.40 19.50 10.00 87.90 9.80 11.00 10.00 21.50 1.00 4.00 15.50 9.00 81.80 9.80 11.00 10.00 21.50 1.00 4.00 15.50 9.00 81.80 9.80 12.00 10.00 21.50 1.00 4.00 15.50 9.00 82.80 1.00 1.00 0.0% 9.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.2% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 28.10 28.10 26.10 26.10 28.00 28.00 29.00 29.00 28.00 28.00 - 0.0% 0.0% 6.00 1.00 2.00 6.00 4.00 6.00 25.00 6.00 1.00 2.00 6.00 7.00 6.00 28.00 5.00 1.00 2.00 6.00 7.00 6.00 27.00 5.00 1.00 2.00 6.00 7.00 5.00 26.00 5.00 1.00 2.00 6.00 7.00 6.00 27.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 11.50 22.75 24.25 22.50 7.50 88.50 11.50 22.75 23.25 22.50 7.50 87.50 10.50 .00 45.00 30.00 .00 85.50 10.50 45.00 29.00 84.50 10.50 45.00 29.00 84.50 (1.00) (1.00) 0.0% N/A 0.0% (3.3%) N/A (1.2%) 4.00 4.00 4.00 4.00 5.00 5.00 6.00 6.00 5.00 5.00 - 0.0% 0.0% 15.00 1.00 19.75 15.00 169.30 220.05 14.00 1.00 22.75 15.00 160.50 213.25 5.00 .00 25.75 16.00 158.50 205.25 5.00 25.75 16.00 159.50 206.25 24.25 17.00 159.50 200.75 (5.00) (1.50) 1.00 1.00 (4.50) (100.0%) N/A (5.8%) 6.3% 0.6% (2.2%) 27.00 27.00 15.50 15.50 19.50 19.50 19.50 19.50 16.50 16.50 (3.00) (3.00) (15.4%) (15.4%) 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 740 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity (continued) PROGRAM/ACTIVITY 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 10.00 .65 19.00 29.65 11.00 1.00 20.00 32.00 11.00 1.00 21.00 33.00 11.00 1.00 23.00 35.00 11.00 1.00 22.00 34.00 1.00 1.00 0.0% 0.0% 4.8% 3.0% 48.00 48.00 625.05 51.00 51.00 633.00 53.00 53.00 628.80 53.00 53.00 630.80 53.00 53.00 622.30 (6.50) 0.0% 0.0% (1.0%) 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 - FY 2016 ADOPTED 10.00 6.00 13.00 2.00 10.00 17.00 4.00 1.00 1.00 1.00 1.00 1.00 34.35 1.00 3.00 1.00 3.00 14.00 1.00 5.00 4.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 46.00 12.00 104.00 2.00 1.00 1.00 1.00 28.00 6.00 1.00 6.25 11.00 13.00 2.00 10.00 1.00 1.00 52.30 5.00 Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Assistant Administrative Manager Administrative Staff Supv Administrative Supervisor Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Counselor Dental Hygienist Department Facilities Planner Deputy Director - Public Health Dietetic Technician Dietitian Dietitian Lead Dietitian Principal Dietitian Supervisor 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 Intern Laboratory Supervisor Laboratory Technologist Licensed Practical Nurse Management Analyst Management Assistant Media Specialist Medical Assistant Medical Director Medical Records Manager Nurse - Public Health Nurse Practitioner Nurse Practitioner - Public Health 741 FY 2016 FY 2016 REVISED FORECAST 11.00 10.00 6.00 6.00 18.00 17.00 1.00 1.00 4.00 4.00 20.00 20.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 21.00 19.00 34.25 36.25 2.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 4.00 4.00 16.00 16.00 1.00 1.00 6.00 6.00 4.00 4.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 41.00 42.00 10.00 10.00 80.00 83.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 19.00 25.00 4.00 4.00 4.00 4.00 1.00 1.00 6.25 6.25 11.00 11.00 18.00 17.00 1.00 2.00 17.00 11.00 1.00 1.00 1.00 1.00 49.20 49.20 4.00 4.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 10.00 (1.00) (9.1%) 6.00 0.0% 14.00 (4.00) (22.2%) 1.00 1.00 N/A 1.00 0.0% 3.00 (1.00) (25.0%) 21.00 1.00 5.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 19.00 (2.00) (9.5%) 34.25 0.0% 2.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 4.00 0.0% 15.00 (1.00) (6.3%) 1.00 0.0% 6.00 0.0% 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% N/A 2.00 0.0% 40.00 (1.00) (2.4%) 9.00 (1.00) (10.0%) 83.00 3.00 3.8% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 26.00 7.00 36.8% 4.00 0.0% 4.00 0.0% 1.00 0.0% 6.25 0.0% 11.00 0.0% 17.00 (1.00) (5.6%) 1.00 1.00 N/A 2.00 1.00 100.0% 11.00 (6.00) (35.3%) 1.00 0.0% 1.00 0.0% 49.20 0.0% N/A 4.00 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Market Range Title (continued) MARKET RANGE TITLE 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 Officer – County 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 Specialst Lead Vital Records Supervisor Warehouse/Inventory Specialist Web Designer/Developer Department Total FY 2015 ADOPTED 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 FY 2016 ADOPTED FY 2015 ADOPTED 137.25 59.00 428.80 625.05 FY 2016 ADOPTED 145.25 60.00 427.75 633.00 2.00 11.00 28.60 55.00 2.00 14.00 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 2.00 1.00 2.00 2.00 1.00 633.00 FY 2016 REVISED 2.00 10.00 21.60 24.00 2.00 15.00 2.00 1.00 1.00 5.50 1.00 3.00 22.00 1.00 4.00 2.00 11.00 1.00 3.00 1.00 5.00 4.00 1.00 2.00 27.00 3.00 7.00 1.00 1.00 628.80 FY 2016 FORECAST 2.00 10.00 20.60 26.00 2.00 15.00 2.00 1.00 1.00 5.50 3.00 21.00 1.00 4.00 2.00 11.00 1.00 4.00 1.00 5.00 4.00 1.00 2.00 27.00 3.00 7.00 1.00 1.00 630.80 FY 2017 ADOPTED 2.00 10.00 20.60 24.00 2.00 14.00 2.00 1.00 1.00 5.50 1.00 3.00 21.50 1.00 4.00 2.00 10.00 1.00 4.00 1.00 5.00 4.00 1.00 2.00 27.00 3.00 7.00 1.00 1.00 622.30 REVISED TO ADOPTED VARIANCE VAR % N/A 0.0% 0.0% (1.00) (4.6%) 0.0% 0.0% (1.00) (6.7%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (.50) (2.3%) 0.0% N/A 0.0% 0.0% (1.00) (9.1%) 0.0% 1.00 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (6.50) (1.0%) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS Department Total FY 2016 FY 2016 REVISED FORECAST 145.25 143.25 63.00 63.00 420.55 424.55 628.80 630.80 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 144.25 (1.00) (0.7%) 63.00 0.0% 415.05 (5.50) (1.3%) 622.30 (6.50) (1.0%) Significant Variance Analysis The Department decreased staff by 5.50 FTE due to the loss of Grant Funds. 1.0 FTE was removed from the General Fund in order to fund non personnel programming. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $190,813 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $1,150 for the vacancy savings facts applied to the impact of changes in health/dental and Retirement rates. • Increase Regular Benefits by $828 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $43 for the impact of the changes in the radio charges. • Increase Internal Service Charges by $832 for the impact of the changes in the risk management charges. 742 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • • • • • Department Strategic Plans and Budgets Public Health Increase Internal Service Charges by $51,456 for the impact of the changes in the base level telecommunications charges. Increase Medical Supplies by $263,361 due to increased laboratory costs. Decrease Other Services by $41,480 due to shift in resources to Medical Services. Increase Medical Services by $37,414 due to a shift from Other Services and adjustment based on historical trends. Decrease General Supplies by $23,603 due to an adjustment based on historical trends. Decrease Other Personnel Services by $16,803 due to an adjustment based on historical trends. Decrease Support and Care of Persons by $10,000 due to an adjustment based on historical trends. Decrease Other Personnel, Supplies and Services by $23,027 due to the net change in pay rates and adjustments due to historical trends. Increase Personnel Savings by $512,497 from 2.71% to 7.00%. Public Health Fee Fund (265) Operating • Increase Regular Benefits by $82,622 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $4,533 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $250 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $42,648 for the increase in Central Service Cost Allocation charges. • Increase Internal Service Charges by $91 for the impact of the changes in radio charges. • Increase Internal Service Charges by $489 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $921 for the impact of the changes in baseline telecommunications charges. • Increase Personnel Savings by $137,978 from 3.79% to 7.81%. • Increase Overtime and Overtime Benefits by $14,236 due to decreased reliance on Temporary Positions. • Increase Rent and Operating Leases by $2,450 due to increased space costs. • Decrease expenditures by $1,196 due to the net change in other supplies and services. Public Health Grant Fund (532) Operating • Increase Regular Benefits by $556,169 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $8,705 for the vacancy savings factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $1,863 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $733 for the impact of the changes in the radio charges. • Increase Internal Service Charges by 3,881 for the impact of the changes in the risk management charges. • Increase Internal Service Charges by $240,427 for the impact of the changes in the baseline telecommunication charges. • Increase Personnel Savings by $4,286,268 from 1.67% to 17.53%. 743 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • Increase Internal Service Charges by $93,873 for the increase in Central Service Cost Allocation charges. Decrease revenues by $1,236,730 and increase expenditures by $2,161,297 to reflect expected changes in grant awards for FY 2017. 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 2015 ACTUAL N/A FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED N/A N/A 100.0% 100.0% N/A REV VS ADOPTED VAR % N/A N/A 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 2015 ACTUAL N/A FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A 100.0% 100.0% N/A N/A N/A N/A 8 7 N/A N/A N/A N/A 1,800 1,650 N/A N/A N/A N/A $ 14,617.38 $ 11,653.00 N/A N/A N/A - $ $ 744 116,939 116,939 $ $ 81,571 81,571 $ $ 87,858 87,858 $ $ 29,081 29,081 24.9% 24.9% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: FY 2016 measures for this activity were not useful to the department. It was agreed upon by OMB and the Department that new measures would be developed during the FY 2018 Strategic Business Planning process. 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 10 minutes or less Average savings realized by utilizing the Public Health Lab for all STD lab tests ordered FY 2015 ACTUAL N/A Percent of savings realized by utilizing the Public Health Pharmacy for all Tuberculosis program prescriptions FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 85.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 86.8% N/A N/A N/A N/A N/A 84.1% N/A N/A 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 10 minutes or less Number of registrations provided Number of registrations requested Cost per registration provided 100 - GENERAL TOTAL USES FY 2015 ACTUAL N/A $ 25,337 25,337 8.28 $ $ 209,881 209,881 FY 2016 FY 2016 REVISED FORECAST N/A N/A $ 26,830 26,830 9.03 $ $ 242,274 242,274 $ 24,494 24,494 9.22 $ $ 225,926 225,926 REV VS ADOPTED VAR % N/A N/A FY 2017 ADOPTED 85.0% $ 25,600 25,600 8.65 $ $ 221,464 221,464 $ (1,230) (1,230) 0.38 -4.6% -4.6% 4.2% $ $ 20,810 20,810 8.6% 8.6% Activity Narrative: The percent of registrations provided with a wait time of 10 minutes or less was changed in FY 2017 from a wait time of 15 minutes or less. 745 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 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 Output Demand Expenditure Ratio Revenue Measure Description Percent of savings realized by utilizing the Public Health Pharmacy for all Tuberculosis program prescriptions Number of prescriptions filled for the Tuberculosis program Number of prescriptions requested by the Tuberculosis program Cost per prescription filled for the Tuberculosis program FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2017 ADOPTED 84.1% N/A N/A N/A 8,400 N/A N/A N/A N/A N/A 8,400 N/A N/A N/A N/A N/A $ 46.08 N/A N/A 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 39,963 39,963 $ $ 13,000 13,000 $ $ 6,039 6,039 $ $ 13,000 13,000 $ $ - 0.0% 0.0% 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ 360,207 24,145 384,352 $ 387,511 13,000 400,511 $ 377,763 142,419 520,182 $ 374,068 13,000 387,068 $ 13,443 13,443 3.5% 0.0% 3.4% Expenditure $ $ $ $ $ Activity Narrative: New measures were developed during the FY 2017 Strategic Business Plan update and therefore comparison to previous years is unavailable. 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 Average savings realized by utilizing the Public Health Lab for all STD lab tests ordered Number of STD lab tests completed Number of STD lab tests requested Cost per STD lab test completed 100 - GENERAL TOTAL USES FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A N/A $ $ 602,760 602,760 N/A N/A N/A $ $ 667,983 667,983 N/A N/A N/A $ $ $ 678,153 678,153 REV VS ADOPTED VAR % N/A N/A FY 2017 ADOPTED 86.8% $ $ 103,210 103,210 8.58 885,809 885,809 $ $ N/A N/A N/A N/A N/A N/A (217,826) (217,826) -32.6% -32.6% Activity Narrative: New measures were developed during the FY 2017 Strategic Business Plan update and therefore comparison to previous years is unavailable. Costs are increasing due to increases in the cost of medical supplies. 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. 746 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Health Program Results Measure Description Percent of disease reports completed within the appropriate time frame Percent of required reports provided Percent of Community Health Assessment measures completed Percent of reports triaged within one working day Percent of cases requiring investigation completed Percent of investigations completed in the required time FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% 96.3% N/A 94.8% N/A 92.6% N/A 93.3% 100.0% (1.5%) N/A -1.6% N/A N/A N/A N/A 96.2% N/A N/A N/A N/A N/A 21.7% N/A N/A N/A N/A N/A 100.0% N/A N/A REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Epidemiological Reporting Epidemiological Reporting Activity The purpose of the Epidemiological Reporting Activity is to provide data and information to MCDPH programs, interested stakeholders and the general public regarding disease trends in Maricopa County so they can halt the spread of disease in the community. Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. Additionally, reporting of suspected or confirmed communicable disease is mandated under the Arizona Administrative Code R9-6-202, as an Administrator of a Health Care Institution. 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. 747 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Result Result Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of disease reports completed within the appropriate time frame Percent of required reports provided Percent of Community Health Assessment measures completed Percent of reports triaged within one working day Percent of cases requiring investigation completed Percent of investigations completed in the required time Number of reports provided Number of reports triaged with appropriate intervention per protocol Number of reports requested Number of disease reports received for investigation Cost per report provided FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% 96.3% N/A 94.8% N/A 92.6% N/A 93.3% 100.0% (1.5%) N/A -1.6% N/A N/A N/A N/A 96.2% N/A N/A N/A N/A N/A 21.7% N/A N/A N/A N/A N/A 100.0% N/A N/A 1,736 N/A 1,629 N/A 1,767 N/A 1,667 39,100 38 N/A 2.3% N/A 1,787 39,100 69 (1,900) 4.0% -4.6% 1,803 47,620 1,718 41,000 1,932 43,710 REV VS ADOPTED VAR % 0.0% 0.0% $ 809.85 $ 1,082.42 $ 907.06 $ 2,271.34 $ (1,188.91) -109.8% 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 19,076 19,076 $ 356,914 200,000 556,914 $ 356,731 357,034 713,765 $ 716,174 200,000 916,174 $ 359,260 359,260 100.7% 0.0% 64.5% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,078,161 327,735 $ 1,405,896 $ $ $ $ $ Expenditure $ 1,144,307 356,914 262,047 $ 1,763,268 $ 1,155,119 356,731 235,157 $ 1,747,007 $ 2,782,650 716,174 287,492 $ 3,786,316 $ (1,638,343) (359,260) (25,445) $ (2,023,048) -143.2% -100.7% -9.7% -114.7% Activity Narrative: The increase in costs is due to the Epidemiological Reporting Activity and Single Case Investigations and Interventions Activity being combined. Base Adjustments: Public Health Fee Fund (265) Non Recurring • Increase Personnel by $86,175 for a Contract Management Analyst to perform Community Health Assessments. • Increase Regular Benefits by $1,311 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $6 for the impact of the changes in retirement contribution rates. 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. 748 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of coalition members who report that there is progress towards implementation of plan goals Rate of infant mortality in areas served 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 2015 ACTUAL 85.9% FY 2016 REVISED 94.4% FY 2016 FORECAST 94.4% FY 2017 ADOPTED 94.4% N/A 60.9% N/A 56.9% N/A 62.3% 0.7% 57.9% N/A 1.0% N/A 1.8% 97.8% 85.5% 82.0% 86.8% 1.3% 1.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 68.5% 100.0% 92.9% 95.7% (4.3%) -4.3% 81.1% 100.0% 99.4% 99.5% (0.5%) -0.5% 83.5% 82.5% 82.4% 85.9% 3.4% 4.2% 95.5% 100.0% 100.0% 100.0% 0.0% 0.0% 86.2% 86.4% 85.5% 87.5% 1.1% 1.3% Activities that comprise this program include: • Child Care Health Consultations • Community Empowerment Coalitions • Dental Sealants • Newborn Intensive Care • Lead Hazard Reduction • • • REV VS ADOPTED VAR % 0.0% 0.0% Nurse-Family 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. 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 Number of nurse consultation service contacts requested Expenditure per nurse consultation service contact provided FY 2015 ACTUAL 95.5% $ FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 2,058 1,900 1,945 1,978 78 4.1% 2,058 1,900 1,945 1,978 78 4.1% 493.37 $ 525.04 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,271,621 $ 1,271,621 $ $ 997,569 997,569 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,015,347 $ 1,015,347 $ $ 997,569 997,569 $ 604.05 $ 542.88 $ (17.84) -3.4% $ 1,121,714 $ 1,121,714 $ 1,073,816 $ 1,073,816 $ $ 76,247 76,247 7.6% 7.6% $ 1,121,714 $ 1,121,714 $ 1,073,816 $ 1,073,816 $ $ (76,247) (76,247) -7.6% -7.6% Expenditure 749 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Community Empowerment Coalitions Activity The purpose of the Community Empowerment Coalitions Activity is to provide technical assistance to local programs so they can expand their capacities to improve maternal/child health outcomes. Mandates: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of coalition members who report that there is progress towards implementation of plan goals Number of partnerships developed or retained Number of partnerships to be developed or retained Cost per partnership developed FY 2015 ACTUAL 85.9% FY 2016 REVISED 94.4% FY 2016 FORECAST 94.4% FY 2017 ADOPTED 94.4% 58 58 74 74 69 69 56 56 $ 15,479.36 $ 16,206.82 $ 15,743.64 $ 21,966.05 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 605,406 605,406 $ $ 510,945 510,945 $ $ 412,467 412,467 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 646,016 251,787 897,803 $ 688,360 510,945 $ 1,199,305 $ 673,844 412,467 $ 1,086,311 $ REV VS ADOPTED VAR % 0.0% 0.0% (18) (18) -24.3% -24.3% $ (5,759.23) -35.5% 463,674 463,674 $ $ (47,271) (47,271) -9.3% -9.3% 766,425 463,674 $ 1,230,099 $ (78,065) 47,271 (30,794) -11.3% 9.3% -2.6% Expenditure $ $ 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 Number of children eligible to receive sealants Cost per eligible child receiving sealants FY 2015 ACTUAL 60.9% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,458,844 $ 1,458,844 $ 1,931,808 $ 1,931,808 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 3,190 5,238 437.11 FY 2016 REVISED 56.9% $ 3,471 6,101 581.70 FY 2016 FORECAST 62.3% 4,020 6,492 572.88 $ 2,230,372 $ 2,230,372 $ $ 4,016 6,444 575.33 FY 2017 ADOPTED 57.9% REV VS ADOPTED VAR % 1.0% 1.8% $ 549 391 8.82 15.8% 6.4% 1.5% $ 2,225,211 $ 2,225,211 $ $ 293,403 293,403 15.2% 15.2% $ $ 9,504 (293,403) (283,899) 10.9% -15.2% -14.1% $ Expenditure 92,116 1,302,268 $ 1,394,384 87,270 1,931,808 $ 2,019,078 80,144 2,230,372 $ 2,310,516 77,766 2,225,211 $ 2,302,977 $ Healthy Start Activity The purpose of the Healthy Start Activity is to provide case management and education to women and their families and community members so they can make healthy choices that reduce infant mortality. Mandates: Discretionary services. 750 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Measure Description Rate of infant mortality in areas served Number of cases managed Number of participants in educational sessions Demand Number of people referred for case management services Cost per participant in educational sessions Expenditure Ratio Revenue FY 2015 ACTUAL N/A N/A N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A N/A N/A FY 2017 ADOPTED 0.7% 756 1,248 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 1,068 N/A N/A 1,376.17 N/A N/A 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,196,959 $ 1,196,959 $ 1,816,419 $ 1,816,419 $ 2,255,204 $ 2,255,204 $ 1,717,466 $ 1,717,466 $ $ (98,953) (98,953) -5.4% -5.4% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,388,565 $ 1,388,565 $ 1,816,419 $ 1,816,419 $ 2,255,204 $ 2,255,204 $ 1,717,466 $ 1,717,466 $ $ 98,953 98,953 5.4% 5.4% Expenditure Activity Narrative: New measures were developed during the FY 2017 Strategic Business Plan update and therefore comparison to previous years is unavailable. 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 received Number of educational home visits requested Cost per educational home visit FY 2015 ACTUAL 97.8% FY 2016 REVISED 85.5% FY 2016 FORECAST 82.0% FY 2017 ADOPTED 86.8% 100.0% 100.0% 100.0% 100.0% $ 46 46 2,391.37 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ 55 55 1,793.00 $ 61 61 1,687.18 88,463 88,463 $ $ 98,615 98,615 $ $ 110,003 110,003 $ $ 98,615 98,615 $ $ REV VS ADOPTED VAR % 1.3% 1.6% 0.0% 0.0% -3.6% -3.6% -2.9% $ 53 53 1,844.60 $ (2) (2) (51.60) 102,918 102,918 $ $ 97,764 97,764 $ $ (851) (851) -0.9% -0.9% 102,918 102,918 $ $ 97,764 97,764 $ $ 851 851 0.9% 0.9% 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. 751 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 requested Cost per home visit FY 2015 ACTUAL 68.5% FY 2016 REVISED 100.0% FY 2016 FORECAST 92.9% FY 2017 ADOPTED 95.7% 81.1% 100.0% 99.4% 99.5% $ 1,500 1,500 188.40 $ 1,750 1,750 246.74 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ 1,777 1,777 226.56 360,111 360,111 $ $ 431,794 431,794 $ $ 282,605 282,605 $ $ 431,794 431,794 $ $ REV VS ADOPTED VAR % (4.3%) -4.3% (0.5%) -0.5% 2.1% 2.1% 8.6% $ 1,786 1,786 225.42 $ 36 36 21.31 402,591 402,591 $ $ 402,609 402,609 $ $ (29,185) (29,185) -6.8% -6.8% 402,591 402,591 $ $ 402,609 402,609 $ $ 29,185 29,185 6.8% 6.8% Expenditure Nurse-Family Partnerships Activity The purpose of the Nurse-Family Partnerships Activity is to provide nurse home visits to low income, first-time pregnant women in South & Central Phoenix so they can successfully initiate breastfeeding at birth. Mandates: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of clients initiating breastfeeding at birth Number of home visits received Number of home visits requested Cost per home visit received FY 2015 ACTUAL 86.2% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,085,210 $ 2,085,210 $ 2,655,176 $ 2,655,176 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,279,511 $ 2,279,511 $ 2,655,176 $ 2,655,176 4,615 4,615 493.94 FY 2016 REVISED 86.4% $ 3,500 3,500 758.62 FY 2016 FORECAST 85.5% 3,900 3,900 570.00 $ 2,505,571 $ 2,505,571 $ 2,505,571 $ 2,505,571 $ 3,518 3,518 712.21 FY 2017 ADOPTED 87.5% REV VS ADOPTED VAR % 1.1% 1.3% $ 400 400 188.62 11.4% 11.4% 24.9% $ 2,223,000 $ 2,223,000 $ $ (432,176) (432,176) -16.3% -16.3% $ 2,223,000 $ 2,223,000 $ $ 432,176 432,176 16.3% 16.3% $ Expenditure Activity Narrative: The First Things First Grant has been terminated and this activity is now funded solely by a state pass through grant resulting in reduced revenues and expenditures. 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. 752 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Number of youth to be educated Cost per youth educated FY 2015 ACTUAL 83.5% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,029,316 $ 1,029,316 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,005,696 $ 1,005,696 230 230 4,372.59 FY 2016 REVISED 82.5% 182 182 5,938.48 $ 1,005,182 $ 1,005,182 $ 1,005,182 $ 1,005,182 $ 200 200 5,025.91 FY 2016 FORECAST 82.4% FY 2017 ADOPTED 85.9% $ 320 320 2,718.95 $ 1,080,804 $ 1,080,804 $ $ $ 1,080,804 $ 1,080,804 $ $ $ REV VS ADOPTED VAR % 3.4% 4.2% $ 120 120 2,306.96 60.0% 60.0% 45.9% 870,065 870,065 $ $ (135,117) (135,117) -13.4% -13.4% 870,065 870,065 $ $ 135,117 135,117 13.4% 13.4% Expenditure Activity Narrative: In FY 2017, the number of youth educated is tied to the State TPP Grant which services 320 youth per year. In previous years, the number educated was tied to those served by the federal grant which is decreasing in award amount in FY 2017. Healthcare for the Homeless Program The purpose of the Healthcare for the Homeless Program is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so they can receive primary care in order to achieve an optimal level of health. Program Results Measure Description Percent of patients with symptoms of a STD who received treatment for the STD FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 17.0% REV VS ADOPTED VAR % N/A N/A 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 patients with symptoms of a STD who received treatment for the STD Number of clinic encounters Number of clinic encounters requested Cost per clinic encounter FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A FY 2017 ADOPTED 17.0% N/A N/A N/A $ REV VS ADOPTED VAR % N/A N/A 11,695 15,372 248.53 N/A N/A N/A N/A N/A N/A 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,819,454 $ 2,819,454 $ 2,887,173 $ 2,887,173 $ 3,073,309 $ 3,073,309 $ 2,906,535 $ 2,906,535 $ $ 19,362 19,362 0.7% 0.7% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,721,824 $ 2,721,824 $ 2,887,173 $ 2,887,173 $ 3,073,309 $ 3,073,309 $ 2,906,535 $ 2,906,535 $ $ (19,362) (19,362) -0.7% -0.7% Expenditure 753 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: New measures were developed during the FY 2017 Strategic Business Plan update and therefore comparison to previous years is unavailable. Childhood Immunizations Program The purpose of the Childhood Immunizations Program is to provide immunizations and education to eligible children and immunization providers so they can avoid the contracting and spreading of vaccine-preventable diseases among themselves or their clients. Measure Description Percent of children 0-2 years old receiving full complement of immunizations Percent of children 2-5 in child care who are up to date with immunizations Percent of children >5 in schools who are up to date with immunizations REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ACTUAL 52.5% FY 2016 REVISED 50.0% FY 2016 FORECAST 50.0% FY 2017 ADOPTED 50.0% N/A N/A N/A 90.0% N/A N/A N/A N/A N/A 95.0% N/A N/A Activities that comprise this program include: • Childhood Immunizations Childhood Immunizations Activity The purpose of the Childhood Immunizations Activity is to provide immunizations and education to eligible children and immunization providers so they can avoid the contracting and spreading of vaccine-preventable diseases among themselves of their clients. Mandates: ARS §36-673-674 mandates that the county health department shall provide the required child immunizations and the documentation of such administered immunizations. AZ Admin Code R96-703 requires the county health department to immunize any child for the diseases listed and upon request of the parent or guardian. Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of children 0-2 years old receiving full 52.5% 50.0% 50.0% 50.0% 0.0% 0.0% complement of immunizations Percent of children 2-5 in child care who are up N/A N/A N/A 90.0% N/A N/A to date with immunizations Percent of children >5 in schools who are up to N/A N/A N/A 95.0% N/A N/A date with immunizations Number of immunizations provided 123,400 120,000 120,000 120,400 400 0.3% Number of individuals educated N/A N/A N/A 2,916 N/A N/A Number of immunizations requested 123,400 120,000 120,400 400 0.3% 120,000 Number of individuals to be educated N/A N/A N/A 2,916 N/A N/A Cost per immunization provided $ 27.48 $ 34.13 $ 34.14 $ 32.88 $ 1.25 3.7% 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,907,086 1,298,638 $ 3,205,724 $ 1,924,591 1,177,298 $ 3,101,889 $ 2,010,652 1,363,195 $ 3,373,847 $ 1,831,165 1,177,301 $ 3,008,466 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,012,204 1,568,338 810,221 $ 3,390,763 $ $ $ $ $ (93,426) 3 (93,423) -4.9% 0.0% -3.0% 43,721 93,426 (3) 137,144 4.4% 4.9% -0.0% 3.3% Expenditure 993,909 1,924,591 1,177,298 $ 4,095,798 983,434 2,010,652 1,102,458 $ 4,096,544 950,188 1,831,165 1,177,301 $ 3,958,654 $ Activity Narrative: New measures were developed during the FY 2017 Strategic Business Plan update and therefore comparison to previous years is unavailable. 754 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 identifiable communicable diseases so they can be disease free and avoid spreading them to uninfected individuals. Program Results Measure Description Percent of people confirmed with Hansen's Disease receiving treatment Percent of refugees identified with latent TB infection who were started on treatment Percent of contacts identified who received treatment Percent of STD tests conducted that did not require that the patient be treated Percent of case contacts evaluated for disease within 90 calendar days Percent of patients newly diagnosed with latent TB infection who are contacts to an AFB smear-positive case and who complete treatment FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% N/A N/A N/A 40.1% N/A N/A N/A N/A N/A 79.1% N/A N/A N/A N/A N/A 82.9% N/A N/A N/A N/A N/A 69.7% N/A N/A N/A N/A N/A 59.8% N/A N/A Activities that comprise this program include: • Hansen’s Disease Treatment • STD Surveillance, Investigation, Examination and Treatment • • REV VS ADOPTED VAR % 0.0% 0.0% Tuberculosis Surveillance, Investigation, Testing and Treatment Physical Health Screening for Refugees 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 2015 ACTUAL 100.0% $ 45 45 561.49 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2016 REVISED 100.0% $ 44 44 794.41 40,380 40,380 $ $ 25,267 25,267 $ $ FY 2016 FORECAST 100.0% $ 62 62 550.87 34,954 34,954 $ $ 34,954 34,954 $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% $ 50 50 703.64 $ 6 6 90.77 13.6% 13.6% 11.4% 34,154 34,154 $ $ 35,182 35,182 $ $ 228 228 0.7% 0.7% 34,154 34,154 $ $ 35,182 35,182 $ $ (228) (228) -0.7% -0.7% 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. 755 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Physical Health Screening for Refugees Activity The purpose of the Physical Health Screening for Refugees Activity is to provide Tuberculosis screening to newly-arrived refugees so they can be treated for Tuberculosis, thus avoiding spreading the disease. 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 Output Demand Expenditure Ratio Revenue Measure Description Percent of refugees identified with latent TB infection who were started on treatment Number of refugees screened Number of refugees identified with latent TB infection Number of refugees presenting for screening Cost per refugee screened FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,133,039 243,550 $ 1,376,589 $ 1,223,746 125,000 $ 1,348,746 $ 1,513,474 165,829 $ 1,679,303 $ 1,223,956 125,000 $ 1,348,956 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 2,839 N/A 2,920 583.31 2,771 N/A $ 2,808 527.97 FY 2017 ADOPTED 40.1% 2,697 N/A $ 2,808 637.61 REV VS ADOPTED VAR % N/A N/A 2,629 394 $ 2,710 554.86 $ $ (142) N/A -5.1% N/A (98) (26.89) -3.5% -5.1% 210 210 0.0% 0.0% 0.0% 4,480 (210) 4,270 3.9% -0.0% 0.0% 0.3% Expenditure 110,442 1,234,343 311,222 $ 1,656,007 114,248 1,223,746 125,000 $ 1,462,994 112,026 1,513,474 94,140 $ 1,719,640 109,768 1,223,956 125,000 $ 1,458,724 $ STD Surveillance, Investigation, Examinations and Treatment Activity The purpose of the STD Surveillance, Investigation, Examinations and Treatment Activity is to provide case reviews and follow up, and exams and treatment as needed 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 disease free and avoid spreading disease to others. 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. 756 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of contacts identified who received treatment Percent of STD tests conducted that did not require that the patient be treated Number of contacts identified from all positive cases Number of STD tests conducted Number of interviews conducted on positive case reports received Number of STD tests requested Cost per STD test conducted FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 79.1% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 82.9% N/A N/A N/A N/A N/A 3,803 N/A N/A N/A N/A N/A N/A N/A N/A 65,827 5,803 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 65,827 52.48 N/A N/A N/A N/A (16,765) (16,765) -1.4% 0.0% -1.1% 4,325 16,765 2,033 23,123 0.2% 1.4% 0.7% 0.7% 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,287,540 347,693 $ 1,635,233 $ 1,165,949 300,000 $ 1,465,949 $ 1,196,258 316,723 $ 1,512,981 $ 1,149,184 300,000 $ 1,449,184 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,832,952 1,203,221 323,801 $ 3,359,974 $ 2,009,892 1,165,949 302,033 $ 3,477,874 $ 1,918,698 1,196,258 305,468 $ 3,420,424 $ 2,005,567 1,149,184 300,000 $ 3,454,751 $ $ Expenditure $ $ Base Adjustments: General Fund (100) Operating • Increase Personnel by $23,117 for Communicable Disease Investigator Market Adjustment. Activity Narrative: New measures were developed during the FY 2017 Strategic Business Plan update and therefore comparison to previous years is unavailable. Tuberculosis Surveillance, Investigation, Testing and Treatment Activity The purpose of the Tuberculosis Surveillance, Investigation, Testing and Treatment Activity is to provide contact investigations and necessary treatment to people who were confirmed with or exposed to TB 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. 757 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Measure Description Percent of case contacts evaluated for disease within 90 calendar days Percent of patients newly diagnosed with latent TB infection who are contacts to an AFB smear-positive case and who complete treatment Number of case contacts identified Number of patients newly diagnosed with latent TB infection who are contacts to an AFB smear-positive case and who start treatment FY 2015 ACTUAL N/A Number of AFB smear-positive cases Number of patients newly diagnosed with latent TB infection who are contacts to an AFB smear-positive case Cost per patient newly diagnosed with latent TB infection who is a contact to an AFB smearpositive case and who starts treatment FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 69.7% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 59.8% N/A N/A N/A N/A N/A N/A N/A N/A 700 612 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 42 250 N/A N/A N/A N/A N/A N/A N/A $ 4,346.51 N/A N/A 1,130 (3) 1,127 0.1% -0.0% 0.1% 37,728 (1,130) (29) 36,569 2.2% -0.1% -0.0% 1.4% Revenue 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 989,160 65,679 $ 1,054,839 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,945,161 873,259 70,547 $ 2,888,967 $ 1,753,443 867,716 75,477 $ 2,696,636 $ 867,716 75,509 943,225 $ $ 894,903 71,225 966,128 $ 868,846 75,506 944,352 $ $ 1,715,715 868,846 75,506 $ 2,660,067 $ $ $ Expenditure $ 1,794,090 894,903 78,228 $ 2,767,221 $ Activity Narrative: New measures were developed during the FY 2017 Strategic Business Plan update and therefore comparison to previous years is unavailable. Performance Improvement Program The purpose of the Performance Improvement Program is to provide technical assistance to Maricopa County Department of Public Health program managers so they can increase program effectiveness as evidenced by successfully gaining accreditation. Program Results Measure Description Percent of programs completing accreditation prerequisites FY 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 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. 758 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 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 15 10 10 10 0.0% provided Number of technical assistance sessions 15 10 10 10 0.0% requested Cost per technical assistance session provided $ 20,621.87 $ 42,555.70 $ 52,038.80 $ 41,345.00 $ 1,210.70 2.8% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 169,627 169,627 $ $ 291,163 291,163 $ $ 398,759 398,759 $ $ 239,268 239,268 $ $ (51,895) (51,895) -17.8% -17.8% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 44,809 264,519 309,328 $ 134,394 291,163 425,557 $ 121,629 398,759 520,388 $ 174,182 239,268 413,450 $ (39,788) 51,895 12,107 -29.6% 17.8% 2.8% Expenditure $ $ $ $ $ Promoting Healthy Lifestyles Program The purpose of the Promoting Healthy Lifestyles Program is to provide education to children and adults so they can incorporate physical activity, physical safety, and healthy eating habits into their daily lives to prevent injury, obesity, and nutrition-related disorders. Program Results Measure Description Percent of food drafts redeemed Percent of clients who received nutrition education Percent of customers satisfied with consultation services Percent of dietetic interns who successfully complete the internship Percent of children who get 60 or more minutes of physical activity daily FY 2015 ACTUAL 84.9% N/A FY 2016 FY 2016 REVISED FORECAST 76.4% 81.9% N/A N/A FY 2017 ADOPTED 84.8% 60.0% REV VS ADOPTED VAR % 8.5% 11.1% N/A N/A N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 25.0% N/A N/A Activities that comprise this program include: • Women Infants and Children • Nutrition and Physical Activity • Public Health Policy Development Nutrition and Physical Activity Activity The purpose of the Nutrition and Physical Activity Activity is to provide technical assistance and recommendations on nutrition and physical activity to community organizations so they can implement policy, systems and environmental changes that improve the health of those they serve. Mandates: Discretionary services. 759 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of dietetic interns who successfully complete the internship Percent of children who get 60 or more minutes of physical activity daily Number of community organizations receiving technical assistance Number of dietetic graduates matched to participate Number of community organizations requesting technical assistance Number of dietetic graduates who apply for selection Cost per community organization receiving technical assistance FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 25.0% N/A N/A 60 N/A N/A N/A 11 N/A N/A N/A N/A 60 N/A N/A N/A N/A N/A 100 N/A N/A N/A N/A N/A $ 41,600.60 N/A N/A (739,861) (739,861) -23.7% 0.0% -23.5% 198,568 739,861 938,429 68.1% 23.7% 0.0% 27.3% 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 2,165,486 19,104 $ 2,184,590 $ 3,125,289 17,492 $ 3,142,781 $ 3,330,302 16,663 $ 3,346,965 $ 2,385,428 17,492 $ 2,402,920 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ $ Expenditure 234,261 2,547,361 5,938 $ 2,787,560 291,684 3,125,289 17,492 $ 3,434,465 235,124 3,330,302 14,837 $ 3,580,263 93,116 2,385,428 17,492 $ 2,496,036 $ Activity Narrative: New measures were developed during the FY 2017 Strategic Business Plan update and therefore comparison to previous years is unavailable. 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. 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 2015 ACTUAL N/A 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 12 12 12 - 0.0% N/A 12 12 12 - 0.0% N/A $ 127,838.50 $ 140,877.25 $ 123,098.08 $ 4,740.42 3.7% $ 1,006,882 $ 1,006,882 $ 1,222,747 $ 1,222,747 $ $ 999,402 999,402 $ $ (7,480) (7,480) -0.7% -0.7% $ $ $ 477,775 999,402 $ 1,477,177 $ 49,405 7,480 56,885 9.4% 0.7% 3.7% 875,701 875,701 Expenditure 567,729 960,813 $ 1,528,542 527,180 1,006,882 $ 1,534,062 467,780 1,222,747 $ 1,690,527 $ 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. 760 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of food drafts redeemed Percent of clients who received nutrition education Number of client encounters Number of client encounters requested Cost per client encounter FY 2015 ACTUAL 84.9% N/A $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 8,819,052 $ 8,819,052 $ 9,391,615 $ 9,391,615 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 9,578,527 $ 9,578,527 $ 9,391,615 $ 9,391,615 752,551 752,551 12.73 FY 2016 FY 2016 REVISED FORECAST 76.4% 81.9% N/A N/A $ 720,000 720,000 13.04 REV VS ADOPTED VAR % 8.5% 11.1% N/A N/A 715,000 715,000 13.30 $ $ 9,838,689 $ 9,838,689 $ 9,507,531 $ 9,507,531 $ $ 115,916 115,916 1.2% 1.2% $ 9,838,689 $ 9,838,689 $ 9,507,531 $ 9,507,531 $ $ (115,916) (115,916) -1.2% -1.2% $ 715,853 715,853 13.74 FY 2017 ADOPTED 84.8% 60.0% $ (5,000) (5,000) (0.25) -0.7% -0.7% -1.9% 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. 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 2015 ACTUAL 100.0% FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% 97.5% 94.0% 94.8% 94.0% REV VS ADOPTED VAR % 0.0% 0.0% (0.0%) -0.0% 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. 761 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED 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 97.5% 94.0% 94.8% 94.0% (0.0%) -0.0% or excellent Number of people trained 2,249 2,621 1,996 1,970 (651) -24.8% Number of people requiring training 2,249 2,621 1,996 1,970 (651) -24.8% Cost per person trained $ 764.87 $ 712.96 $ 1,170.53 $ 835.31 $ (122.35) -17.2% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,449,656 $ 2,449,656 $ 1,868,668 $ 1,868,668 $ 2,336,373 $ 2,336,373 $ 1,645,555 $ 1,645,555 $ $ (223,113) (223,113) -11.9% -11.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,720,202 $ 1,720,202 $ 1,868,668 $ 1,868,668 $ 2,336,373 $ 2,336,373 $ 1,645,555 $ 1,645,555 $ $ 223,113 223,113 11.9% 11.9% Expenditure 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 2015 ACTUAL 67.9% FY 2016 REVISED 73.0% FY 2016 FORECAST 73.0% FY 2017 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. 762 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 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 Number of applicants for Ryan White Dental Insurance Cost per client receiving dental insurance FY 2015 ACTUAL 67.9% FY 2016 REVISED 73.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,371,097 $ 1,371,097 $ 1,358,437 $ 1,358,437 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,556,667 $ 1,556,667 $ 1,358,437 $ 1,358,437 FY 2016 FORECAST 73.0% FY 2017 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% 808 847 850 850 3 0.4% 808 847 850 850 3 0.4% 1,926.57 $ 1,603.82 $ 1,471.86 $ 1,461.01 $ 142.81 8.9% $ 1,251,081 $ 1,251,081 $ 1,241,859 $ 1,241,859 $ $ (116,578) (116,578) -8.6% -8.6% $ 1,251,081 $ 1,251,081 $ 1,241,859 $ 1,241,859 $ $ 116,578 116,578 8.6% 8.6% 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 2016 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 Percent of inspected facilities in compliance FY 2015 ACTUAL 14.1% FY 2016 REVISED 16.9% FY 2016 FORECAST 16.9% FY 2017 ADOPTED 16.9% REV VS ADOPTED VAR % 0.0% 0.0% 40.0% 37.9% 36.8% 40.3% 2.4% 6.3% 66.8% 63.9% 67.0% 64.7% 0.8% 1.3% 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. 763 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 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 Number of college students to be educated Cost per college student educated FY 2015 ACTUAL 14.1% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,606,474 $ 2,606,474 $ 2,598,201 $ 2,598,201 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,475,126 $ 2,475,126 $ 2,598,201 $ 2,598,201 41,696 41,696 59.36 FY 2016 REVISED 16.9% 39,810 39,810 65.27 $ FY 2016 FORECAST 16.9% REV VS ADOPTED VAR % 0.0% 0.0% 3,114 3,114 909.07 $ (36,696) (36,696) (843.80) $ 2,824,004 $ 2,824,004 $ 2,830,830 $ 2,830,830 $ $ 232,629 232,629 9.0% 9.0% $ 2,824,004 $ 2,824,004 $ 2,830,830 $ 2,830,830 $ $ (232,629) (232,629) -9.0% -9.0% $ 2,909 2,909 970.78 FY 2017 ADOPTED 16.9% $ -92.2% -92.2% -1292.9% Expenditure Activity Narrative: The number of contracts with universities has been reduced to three for student education. The activity is now spending more time on policy work rather than direct education services reducing the number of college students educated significantly. 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 2015 ACTUAL 40.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 45 45 1,737.33 FY 2016 REVISED 37.9% $ 30 30 2,562.27 (10,890) $ (10,890) $ FY 2016 FORECAST 36.8% $ 31 31 2,462.94 76,868 76,868 $ $ 76,868 76,868 $ $ FY 2017 ADOPTED 40.3% REV VS ADOPTED VAR % 2.4% 6.3% $ 31 31 2,458.90 1 1 103.36 3.3% 3.3% 4.0% $ 76,351 76,351 $ $ 76,226 76,226 $ $ (642) (642) -0.8% -0.8% 76,351 76,351 $ $ 76,226 76,226 $ $ 642 642 0.8% 0.8% Expenditure 78,180 78,180 $ $ 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 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 66.8% 63.9% 67.0% 64.7% 0.8% 1.3% 1,299 1,217 1,252 1,248 31 2.5% 1,299 1,217 1,252 1,248 31 2.5% $ 575.50 $ 641.78 $ 623.95 $ 625.95 $ 15.83 2.5% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 788,289 788,289 $ $ 781,051 781,051 $ $ 781,186 781,186 $ $ 781,185 781,185 $ $ 134 134 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 747,570 747,570 $ $ 781,051 781,051 $ $ 781,186 781,186 $ $ 781,185 781,185 $ $ (134) (134) -0.0% -0.0% Expenditure 764 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 58.1% FY 2016 REVISED 63.3% FY 2016 FORECAST 60.5% FY 2017 ADOPTED 62.0% REV VS ADOPTED VAR % (1.3%) -2.0% Activities that comprise this program include: • Birth and Death Certificates Birth and Death Certificates Activity The purpose of the Birth and Death Certificates Activity is to provide copies of birth and death certificates on request to individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Mandates: AZ Admin Code R9-19-104 mandates that the local registrar of births and deaths promptly register certificates, be available for registrations, provide deposit transit permits, keep accurate records, and report all deaths to the medical examiner as required. ARS §36-302 mandates that the director of the State Department of Health be the state registrar of vital records and appoint local registrars to perform the duties and procedures proscribed by the director. ARS §36-322 requires the state registrar to seal a certificate and evidentiary documents when the state registrar amends the registered certificate. ARS §36-327 mandates that a permit is required to disinter human remains and establishes that the state registrar follow a specified priority in obtaining written consent prior to issuing the permit. ARS §36-329 mandates that every hospital, abortion clinic, physician or midwife provide the state registrar with a completed Fetal Death Certificate if the unborn child weighs more than 350 grams. ARS §36-338 set forth requirements and documentation necessary for the state registrar to issue a certificate of foreign birth. 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 2015 ACTUAL 58.1% $ 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 3,909,683 $ 3,909,683 $ 4,700,000 $ 4,700,000 265 - PUBLIC HEALTH FEES TOTAL USES $ 3,911,804 $ 3,911,804 $ 5,351,162 $ 5,351,162 FY 2016 REVISED 63.3% FY 2016 FORECAST 60.5% REV VS ADOPTED VAR % (1.3%) -2.0% FY 2017 ADOPTED 62.0% 288,837 311,334 312,000 312,650 1,316 0.4% 288,837 311,334 312,000 312,650 1,316 0.4% 13.54 $ 17.19 $ 14.13 $ 16.39 $ 0.80 4.7% $ 4,490,234 $ 4,490,234 $ 4,700,000 $ 4,700,000 $ $ - 0.0% 0.0% $ 4,408,235 $ 4,408,235 $ 5,123,100 $ 5,123,100 $ $ 228,062 228,062 4.3% 4.3% Expenditure Base Adjustments: Public Health Fee Fund (265) Non-Recurring • Increase of $423,100 due to Carry Forward of Fund Balance for Office Buildout. 765 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 11,844,181 $ - FY 2016 Revised Budget $ 11,844,181 $ - $ 95,084 95,084 $ - $ 11,939,265 $ - 190,491 $ 190,813 (1,150) 828 (274,028) $ 186,132 - 43 832 51,456 (512,491) - $ 11,855,728 $ -0.7% - $ 23,117 23,117 $ - $ 11,878,845 $ -0.5% - Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2017 Baseline Budget Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Medical Supplies Due to Public HealthLab Costs Decrease General Supplies Decrease Other Personnel Services Decrease Support and Care of Persons Increase Medical Services Decrease Other Services Net Change in Other Personnel, Supplies and Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 2.71% to 7.00% Agenda Item: $ $ $ $ 263,631 (23,603) (16,803) (10,000) 37,414 (41,480) (23,027) (512,497) FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Base Adjustments Other Base Adjustments Communicable Disease Investigator Market Adjustment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 766 23,117 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Revenue Expenditures OPERATING FY 2016 Adopted Budget $ 6,638,299 $ 6,638,299 FY 2016 Revised Budget $ 6,638,299 $ 6,638,299 FY 2017 Baseline Budget $ 6,638,299 $ 6,638,299 78,339 $ 82,622 (4,533) 250 (78,339) $ 15,490 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Overtime and Overtime Benefits Increase Rent and Operating Leases Net Change in Other Supplies and Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Central Service Cost Allocation Personnel Savings Increase Vacancy Savings from 3.79% to 7.81% Agenda Item: $ $ $ 14,236 2,450 (1,196) 91 489 921 42,648 (137,978) $ (137,978) $ FY 2017 Adopted Budget Percent Change from Baseline Amount 767 - 6,638,299 $ 0.0% 6,638,299 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Non Recurring Vital Registration Fee Fund Budget Adjustment EPI Hlth Fee Fund Bdg Adj Budget Adjust for Tenant Improvements $ - $ 715,210 208,500 62,047 444,663 $ - $ 715,210 $ - (715,210) $ (208,500) (62,047) (444,663) - C-86-16-003-2-00 C-86-16-042-M-00 C-86-16-069-3-00 Agenda Item: $ C-86-16-003-2-00 C-86-16-042-M-00 C-86-16-069-3-00 FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Non Recurring Other Non Recurring Contract Management Analyst for Community Health Assessments $ - $ - $ 1,317 1,311 6 86,175 86,175 $ - $ 87,492 $ - $ 423,100 423,100 $ - $ 510,592 $ - $ $ $ 86,175 FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Non Recurring Non Recurring Carry Forward Vital Records Office Buildout - Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Vital Registration Fee Fund Budget Adjustment EPI Hlth Fee Fund Bdg Adj Budget Adjust for Tenant Improvements $ Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 768 423,100 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 5,765,775 $ 6,177,913 $ 6,177,913 $ 6,398,094 $ 6,881,596 Sources: Operating Total Sources: $ $ 6,224,642 6,224,642 $ $ 6,638,299 6,638,299 $ $ 6,638,299 6,638,299 $ $ 6,815,057 6,815,057 $ $ 6,638,299 6,638,299 $ $ $ 6,120,241 211,314 6,331,555 $ $ 6,638,299 715,210 7,353,509 $ $ 6,638,299 6,638,299 $ $ 5,196,041 396,284 5,592,325 $ 6,638,299 510,592 7,148,891 Structural Balance $ 1,028,601 $ - $ - $ 694,816 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - $ $ 6,398,094 6,398,094 $ $ 6,177,913 6,177,913 $ $ 5,462,703 5,462,703 $ $ 6,881,596 6,881,596 $ $ 6,371,004 6,371,004 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance Public Health Grant Fund (532) OPERATING FY 2016 Adopted Budget $ 44,121,225 $ 44,121,225 FY 2016 Revised Budget $ 44,121,225 $ 44,121,225 FY 2017 Baseline Budget $ 44,121,225 $ 44,121,225 $ 549,327 $ 556,169 (8,705) 1,863 (3,947,354) $ 733 3,881 240,427 93,873 (4,286,268) Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Central Service Cost Allocation Personnel Savings Increase Vacancy Savings from 1.67% to 17.53% Grants Grant Reconciliation Agenda Item: $ $ (4,286,268) $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 769 - 2,161,297 2,161,297 $ (1,236,730) (1,236,730) 42,884,495 $ 42,884,495 -2.8% -2.8% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder Analysis by Idamarie C. Flaherty, Senior 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 2019, 81% of total recordings will be done electronically. Status: In the first half of FY 2016, 78.9% of documents received were recorded electronically. With the establishment of Kiosks in outlying areas within Maricopa County this goal should be easily reached. Department Specific By December 2022, 90% of recorded documents will be available within 8 business days. Status: Currently 100% of recorded documents are available in 10 working days. Processing methods are being reviewed which would enable the department to reach 90% of recordings available within 8 business days. Regional Services By December 2020, 20% of the Recorder services that are available on the kiosk will be from other county departments. Status: The Recorder’s Office currently has eight operating kiosks in libraries across the valley. These kiosks are available for use by Air Quality and Environmental Services, which at this time are collaborating on technical issues with the Office of Enterprise Technology. Currently no transactions are being processed by these departments. 770 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ 6,811,969 $ 80,550 110,600 7,003,119 $ 6,829,600 $ 60,000 110,400 7,000,000 $ 6,829,600 $ 60,000 110,400 7,000,000 $ 8,628,922 $ 78,114 39,092 8,746,128 $ 7,836,197 $ 60,000 37,200 7,933,397 $ 1,006,597 (73,200) 933,397 14.7% 0.0% -66.3% 13.3% $ $ (1,139,096) $ (1,139,096) $ - $ - $ - $ - $ - $ - $ 1 $ 1 $ 1 1 N/A N/A $ $ 3,489,433 $ 3,489,433 $ 3,792,689 $ 3,792,689 $ 3,792,689 $ 3,792,689 $ 3,746,588 $ 3,746,588 $ 3,792,689 $ 3,792,689 $ - 0.0% 0.0% TOTAL PROGRAMS $ 9,353,456 $ 10,792,689 $ 10,792,689 $ 12,492,716 $ 11,726,087 $ 933,398 8.6% DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ 742,463 $ 239,195 154,177 1,135,835 $ 909,716 $ 293,232 204,755 1,407,703 $ 909,716 $ 293,232 204,755 1,407,703 $ 829,415 $ 260,683 174,855 1,264,953 $ 1,085,692 $ 186,442 195,798 1,467,932 $ (175,976) 106,790 8,957 (60,229) -19.3% 36.4% 4.4% -4.3% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 127,383 $ 65,937 403,721 73,931 149,469 820,441 $ 130,374 $ 64,514 170,547 67,944 74,440 418,164 925,983 $ 130,374 $ 64,514 170,547 74,440 418,164 858,039 $ 130,853 $ 48,374 96,415 74,902 445,591 796,135 $ 114,700 $ (9,048) 84,949 12,785 75,625 482,429 761,440 $ 15,674 73,562 85,598 (12,785) (1,185) (64,265) 96,599 12.0% 114.0% 50.2% N/A -1.6% -15.4% 11.3% INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - $ 113,177 47,580 160,757 $ 180,983 $ 116,377 49,156 346,516 $ 180,983 $ 116,377 49,156 346,516 $ 189,623 $ 114,307 49,149 353,079 $ 237,641 $ 102,810 91,397 431,848 $ (56,658) 13,567 (42,241) (85,332) -31.3% 11.7% -85.9% -24.6% BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 3,324,317 $ 526,448 3,850,765 $ 4,423,383 $ 572,994 4,996,377 $ 4,491,327 $ 572,994 5,064,321 $ 4,124,480 $ 556,761 4,681,241 $ 3,682,454 $ 545,862 4,228,316 $ 808,873 27,132 836,005 18.0% 4.7% 16.5% TOTAL PROGRAMS $ 5,967,798 $ 7,676,579 $ 7,676,579 $ 7,095,408 $ 6,889,536 $ 787,043 10.3% USES $ $ $ Sources by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2015 ACTUAL 8,992,953 8,992,953 FY 2016 ADOPTED $ $ 16,761 $ 343,742 360,503 $ FY 2016 REVISED 10,454,090 $ 10,454,090 $ 12,000 326,599 338,599 $ $ 10,454,090 10,454,090 FY 2016 FORECAST $ $ 12,000 $ 326,599 338,599 $ 12,190,092 12,190,092 FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 11,460,690 11,460,690 $ $ 10,901 $ 291,723 302,624 $ 12,000 253,397 265,397 $ $ 1,006,600 1,006,600 (73,202) (73,202) 9.6% 9.6% 0.0% -22.4% -21.6% ALL REVENUES $ 9,353,456 $ 10,792,689 $ 10,792,689 $ 12,492,716 $ 11,726,087 $ 933,398 8.6% TOTAL SOURCES $ 9,353,456 $ 10,792,689 $ 10,792,689 $ 12,492,716 $ 11,726,087 $ 933,398 8.6% 771 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 2,778,204 $ 40,282 991,768 6,883 1,690 3,818,827 $ 3,056,039 $ 26,000 1,168,409 1,140 4,251,588 $ 3,044,551 $ 26,000 1,179,897 1,140 4,251,588 $ 2,938,175 $ 26,867 1,108,255 3,005 4,076,302 $ 2,770,811 $ 42,000 1,111,980 1,140 3,925,931 $ 273,740 (16,000) 67,917 325,657 9.0% -61.5% 5.8% 0.0% N/A 7.7% 379,262 $ 567 409,662 30,648 820,139 $ 980,187 $ 1,000 705,000 30,786 1,716,973 $ 980,187 $ 1,000 705,000 30,786 1,716,973 $ 551,224 $ 793 526,511 30,786 1,109,314 $ 775,529 $ 1,000 200,000 35,757 1,012,286 $ 204,658 505,000 (4,971) 704,687 20.9% 0.0% 71.6% -16.1% 41.0% $ 519,747 $ 150,089 398,495 22,184 42,827 37,792 9,681 1,180,815 $ 311,497 $ 6,300 86,750 429,126 20,650 95,239 69,056 5,600 17,800 1,042,018 $ 311,497 $ 6,300 86,750 429,126 20,650 95,239 69,056 5,600 17,800 1,042,018 $ 279,477 $ 366,695 429,127 25,285 76,899 50,462 3,447 17,800 1,249,192 $ 700,267 $ 6,293 96,750 584,613 23,650 43,725 67,321 3,700 1,526,319 $ (388,770) 7 (10,000) (155,487) (3,000) 51,514 1,735 1,900 17,800 (484,301) -124.8% 0.1% -11.5% -36.2% -14.5% 54.1% 2.5% 33.9% 100.0% -46.5% $ $ 148,017 $ 148,017 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 660,600 $ 660,600 $ 425,000 $ 425,000 $ 241,000 241,000 36.2% 36.2% ALL EXPENDITURES $ 5,967,798 $ 7,676,579 $ 7,676,579 $ 7,095,408 $ 6,889,536 $ 787,043 10.3% TOTAL USES $ 5,967,798 $ 7,676,579 $ 7,676,579 $ 7,095,408 $ 6,889,536 $ 787,043 10.3% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 5,864,023 $ 5,864,023 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 8,746,128 $ 8,746,128 $ 7,933,398 $ 7,933,398 $ 933,398 933,398 13.3% 13.3% $ FUND TOTAL SOURCES $ 3,489,433 $ 3,489,433 $ 3,792,689 $ 3,792,689 $ 3,792,689 $ 3,792,689 $ 3,746,588 $ 3,746,588 $ 3,792,689 $ 3,792,689 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 9,353,456 $ 9,353,456 $ FY 2015 ACTUAL 10,792,689 $ 10,792,689 $ FY 2016 ADOPTED 10,792,689 $ 10,792,689 $ FY 2016 REVISED 12,492,716 $ 12,492,716 $ FY 2016 FORECAST $ FUND TOTAL USES $ 1,850,023 $ 1,850,023 $ 2,185,621 $ 2,185,621 $ 2,185,621 $ 2,185,621 $ 2,072,852 $ 2,072,852 $ 2,322,447 $ 2,322,447 $ (136,826) (136,826) -6.3% -6.3% $ FUND TOTAL USES $ 3,351,715 $ 766,060 4,117,775 $ 3,792,689 $ 1,698,269 5,490,958 $ 3,792,689 $ 1,698,269 5,490,958 $ 3,722,556 $ 1,300,000 5,022,556 $ 3,792,689 $ 774,400 4,567,089 $ 923,869 923,869 0.0% 54.4% 16.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 5,201,738 $ 766,060 $ 5,967,798 $ 5,978,310 $ 1,698,269 $ 7,676,579 $ 5,978,310 $ 1,698,269 $ 7,676,579 $ 5,795,408 $ 1,300,000 $ 7,095,408 $ 6,115,136 $ 774,400 $ 6,889,536 $ (136,826) 923,869 787,043 -2.3% 54.4% 10.3% 236 RECORDERS SURCHARGE OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING 236 RECORDERS SURCHARGE OPERATING NON RECURRING NON PROJECT 772 11,726,087 $ 933,398 8.6% 11,726,087 $ 933,398 8.6% FY 2017 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 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 .00 3.00 1.00 7.00 2.00 1.00 1.00 3.00 1.00 8.00 2.00 1.00 3.00 1.00 7.00 - 0.0% 0.0% N/A 0.0% 0.0% 0.0% 21.00 5.00 26.00 21.00 5.00 26.00 21.00 5.00 26.00 21.00 5.00 26.00 21.00 5.00 26.00 - 0.0% 0.0% 0.0% 19.00 2.00 1.00 22.00 56.00 19.00 2.00 1.00 22.00 56.00 19.00 2.00 1.00 22.00 56.00 19.00 2.00 1.00 22.00 57.00 19.00 2.00 1.00 22.00 56.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 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 2016 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 1.00 1.00 1.00 1.00 1.00 56.00 FY 2016 FY 2016 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 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 16.00 16.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 56.00 57.00 FY 2017 REVISED TO ADOPTED 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% N/A 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 16.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 5.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 56.00 0.0% FY 2015 ADOPTED 29.00 27.00 56.00 FY 2016 ADOPTED 29.00 27.00 56.00 FY 2016 FY 2016 REVISED FORECAST 29.00 30.00 27.00 27.00 56.00 57.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 29.00 0.0% 27.00 0.0% 56.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Applications Development Mgr 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 Legislative Analyst Office Assistant Specialized PC/LAN Technician PC/LAN Technician - Senior/Lead 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 DEPARTMENT/FUND 100 GENERAL 236 RECORDERS SURCHARGE Department Total 773 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Recorder General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $38,585 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $1,641 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $112 for the impact of the changes in retirement contribution rates. • Increase in Outside Services by $283,372 for the possible impact of filling vacant Deputy Recorder. • Increase Internal Service Charges by $43,112 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $56,658 for the impact of the changes in the base level telecommunication charges. • Increase in Personnel Savings by $283,372 from 7.9% to 24.0%. • Increase Program Revenue by $933,398 to reflect increase in revenue due to new statutorily mandated fee increases. Recorder’s Surcharge Fund (236) Operating • Increase Regular Benefits by $35,223 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $492 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $193 for the impact of the changes in retirement contribution rates. • Decrease Other Services by $34,143 to absorb the increases in health/dental premium rates. • Decrease Internal Service Charges by $871 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $90 for the impact of the changes in the base level telecommunication charges. Recorder’s Surcharge Fund (236) Non Recurring Non Project • The FY 2017 Non Recurring Non Project Budget for $774,400 includes: o IT-Hardware $625,000. o Conversion of old Microfilm $122,400. o IT-Supplies $27,000. 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. 774 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Recorder Program Results Measure Description Percentage of customers satisfied with the timeliness in returning documents presented for recording. Percentage of documents recorded digitally successfully recorded without error. Percent of documents made available to the public on Recorder website within timeliness standards. Percent of documents prepared for delivery within timeliness standards. FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 96.0% 96.8% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 4.0% 4.2% 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% Activities that comprise this program include: • Document Operations • Micrographics • Mail out Document Operations Activity The purpose of the Document Operations Activity is to provide a public record of transactions for the general public so that they can conduct their personal and business activities expeditiously with the assurance that their transactions were executed in accordance with the law. Mandates: A.R.S. §11-461 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. 775 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percentage of customers satisfied with the timeliness in returning documents presented for recording. Percentage of documents recorded digitally successfully recorded without error. Number of documents recorded. Number of documents recorded digitally. Number of documents presented for recording. Number of documents presented for digital recording. Expenditure per document recorded. FY 2015 ACTUAL 100.0% $ 100 - GENERAL TOTAL SOURCES $ 6,811,969 $ 6,811,969 100 - GENERAL TOTAL USES $ $ FY 2016 FY 2016 REVISED FORECAST 96.0% 96.8% 100.0% 100.0% REV VS ADOPTED VAR % 4.0% 4.2% FY 2017 ADOPTED 100.0% 100.0% 100.0% 0.0% 0.0% 902,830 714,800 902,830 1,000,000 750,000 1,000,000 950,962 730,740 950,962 850,000 700,000 850,000 (150,000) (50,000) (150,000) -15.0% -6.7% -15.0% 714,800 750,000 730,740 700,000 (50,000) -6.7% (0.37) -40.4% 0.82 $ 0.91 $ 0.87 $ 1.28 $ $ 6,829,600 $ 6,829,600 $ 8,628,922 $ 8,628,922 $ 7,836,197 $ 7,836,197 $ 1,006,597 $ 1,006,597 $ $ $ $ 829,415 829,415 $ 1,085,692 $ 1,085,692 $ $ 14.7% 14.7% Expenditure 742,463 742,463 909,716 909,716 (175,976) (175,976) -19.3% -19.3% Activity Narrative: There is a decrease in documents recorded in FY 2017 due to the drop in the foreclosure market and an increase in electronically recorded documents. 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 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% $ 145,824 145,824 1.20 110,400 110,400 $ $ 204,755 204,755 $ $ $ 125,000 125,000 1.64 110,600 110,600 $ $ 154,177 154,177 $ $ $ 154,217 154,217 1.00 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ (5,000) (5,000) 0.01 -4.0% -4.0% 0.4% 37,200 37,200 $ $ (73,200) (73,200) -66.3% -66.3% 195,798 195,798 $ $ 8,957 8,957 $ 120,000 120,000 1.63 39,092 39,092 $ $ 174,855 174,855 $ $ Expenditure 4.4% 4.4% Activity Narrative: The decrease in the FY 2017 Mail Out Activity expenditure budget and the number of documents prepared for delivery, as compared to FY 2016 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 Other Services and Postage/Freight/Shipping. 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. 776 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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. FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% 184,822 184,822 180,000 180,000 FY 2017 ADOPTED 100.0% 182,668 182,668 REV VS ADOPTED VAR % 0.0% 0.0% 180,000 180,000 - 0.0% 0.0% Expenditure per document scanned. $ 1.29 $ 1.63 $ 1.43 $ 1.04 $ 0.59 36.4% 100 - GENERAL TOTAL SOURCES $ $ 80,550 80,550 $ $ 60,000 60,000 $ $ 78,114 78,114 $ $ 60,000 60,000 $ $ - 0.0% 0.0% 100 - GENERAL 236 - RECORDERS SURCHARGE TOTAL USES $ 46,116 193,079 239,195 $ 49,232 244,000 293,232 $ 48,196 212,487 260,683 $ 41,442 145,000 186,442 $ 7,790 99,000 106,790 15.8% 40.6% 36.4% Expenditure $ $ $ $ $ Activity Narrative: The FY 2017 budget shows no change in documents scanned compared to FY 2016 Revised. The decrease in FY 2017 expenditures is primarily in Other Services. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,185,621 $ 7,000,000 FY 2016 Revised Budget $ 2,185,621 $ 7,000,000 FY 2017 Baseline Budget $ 2,185,621 $ 7,000,000 $ 37,056 $ 38,585 (1,641) 112 99,770 $ 283,372 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Outside Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 7.9% to 24.0% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 283,372 43,112 56,658 (283,372) $ FY 2017 Adopted Budget Percent Change from Baseline Amount 777 - (283,372) $ - $ - 933,398 933,398 $ 2,322,447 $ 6.3% 7,933,398 13.3% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 3,792,689 $ 3,792,689 FY 2016 Revised Budget $ 3,792,689 $ 3,792,689 FY 2017 Baseline Budget $ 3,792,689 $ 3,792,689 $ 34,924 $ 35,223 (492) 193 (34,924) $ (34,143) - (871) 90 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services Risk Management Adjustment Base Telecom Adjustment Agenda Item: $ $ (34,143) FY 2017 Adopted Budget Percent Change from Baseline Amount $ 3,792,689 $ 0.0% Expenditures 3,792,689 0.0% Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 1,698,269 $ - FY 2016 Revised Budget $ 1,698,269 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: (1,698,269) FY 2017 Baseline Budget $ Adjustments: Agenda Item: Information and Communications Technology Other IT Non Recurring Kiosk Hardware, Servers, Network Equipment, Miscellaneous Hardware Conversion of Old Microfilm Scanners, Signature Pads, Credit Card Readers, Check Endorsers FY 2017 Adopted Budget $ $ - 774,400 774,400 - 774,400 $ - 625,000 122,400 27,000 $ 778 - $ - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 3,505,831 $ 2,753,527 $ 2,753,527 $ 2,877,489 $ 1,601,521 Sources: Operating Total Sources: $ $ 3,489,433 3,489,433 $ $ 3,792,689 3,792,689 $ $ 3,792,689 3,792,689 $ $ 3,746,588 3,746,588 $ $ 3,792,689 3,792,689 $ $ $ $ 3,722,556 1,300,000 5,022,556 $ $ 3,792,689 1,698,269 5,490,958 $ $ 3,792,689 1,698,269 5,490,958 $ 3,792,689 774,400 4,567,089 Uses: Operating Non-Recurring Total Uses: $ 3,351,715 766,060 4,117,775 Structural Balance $ 137,718 $ - $ - $ 24,032 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,877,489 2,877,489 $ $ 1,055,258 1,055,258 $ $ 1,055,258 1,055,258 $ $ 1,601,521 1,601,521 $ $ 827,121 827,121 779 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Cristi Cost, 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. Department Specific The injury 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: The department is on track for achieving this goal. This is an annual measurement and at the end of FY 2015 the cost of risk was 1.22% Status: The department is on track for achieving this goal. They have made improvements on reporting claims and ways to capture injuries that have not been captured in past calculations. This is an annual measurement and at the end of FY 2015 the injury incident rate was 3.34. 780 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2016 ADOPTED FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED % VAR 1,128,840 $ 728,469 8,488,960 1,986,072 368,769 112,344 5,905,185 18,718,639 $ 1,413,370 $ 445,175 11,253,172 1,483,579 433,668 64,964 6,325,146 21,419,074 $ 1,413,370 $ 445,175 11,253,172 1,483,579 433,668 64,964 6,325,146 21,419,074 $ 1,413,370 $ 502,547 7,736,112 1,483,579 534,006 64,964 6,422,149 18,156,727 $ 1,358,775 $ 524,474 11,862,846 1,421,924 236,169 62,614 4,690,083 20,156,885 $ (54,595) 79,299 609,674 (61,655) (197,499) (2,350) (1,635,063) (1,262,189) -3.9% 17.8% 5.4% -4.2% -45.5% -3.6% -25.9% -5.9% $ 973,656 $ 387,732 1,361,388 $ 1,192,891 $ 447,973 1,640,864 $ 1,192,891 $ 447,973 1,640,864 $ 1,192,891 $ 447,973 1,640,864 $ 2,588,349 $ 360,594 2,948,943 $ 1,395,458 (87,379) 1,308,079 117.0% -19.5% 79.7% UCIP - UNEMPLOYMENT 75IN - INSURANCE AND COVERAGE $ $ 531,084 $ 531,084 $ 628,752 $ 628,752 $ 628,752 $ 628,752 $ 628,752 $ 628,752 $ 582,862 $ 582,862 $ (45,890) (45,890) -7.3% -7.3% ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 173,873 $ 26,738 200,611 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 404,367 $ 404,367 $ 400,000 $ 400,000 $ - 0.0% N/A 0.0% TOTAL PROGRAMS $ 20,811,722 $ 24,088,690 $ 24,088,690 $ 20,830,710 $ 24,088,690 $ - 0.0% ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE PROL - PROFESSIONAL LIABILITY WADM - WORKERS COMPENSATION 75CR - CLAIMS $ 238,797 $ 410,620 9,063,702 530,773 130,551 95,824 5,532,839 16,003,106 $ 1,533,012 $ 511,475 11,399,618 1,543,158 436,969 89,279 4,968,726 20,482,237 $ 1,531,539 $ 510,493 11,399,618 1,543,158 436,969 89,279 4,969,569 20,480,625 $ 1,612,998 $ 512,651 11,111,154 1,681,904 441,320 89,279 4,998,371 20,447,677 $ 1,370,378 $ 571,114 9,481,463 1,472,525 354,391 102,543 5,112,894 18,465,308 $ 161,161 (60,621) 1,918,155 70,633 82,578 (13,264) (143,325) 2,015,317 10.5% -11.9% 16.8% 4.6% 18.9% -14.9% -2.9% 9.8% ENLI - ENVIRONMENTAL LIABILITY ENPD - ENVIRON PROPERY DAMAGE CLAIMS ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75EV - ENVIRONMENTAL MANAGEMENT $ 1,451,351 $ 36,905 414,620 1,902,876 $ 1,210,000 $ 450,000 532,555 2,192,555 $ 1,210,000 $ 450,000 532,555 2,192,555 $ 1,208,800 $ 450,000 537,707 2,196,507 $ 3,230,000 $ 450,000 535,378 4,215,378 $ (2,020,000) (2,823) (2,022,823) -166.9% 0.0% -0.5% -92.3% INSC - INSURANCE AND COVERAGE UCIP - UNEMPLOYMENT 75IN - INSURANCE AND COVERAGE $ $ 5,583,441 $ 488,993 6,072,434 $ 6,006,660 $ 892,952 6,899,612 $ 6,006,660 $ 892,952 6,899,612 $ 6,003,581 $ 891,223 6,894,804 $ 5,978,477 $ 893,493 6,871,970 $ 28,183 (541) 27,642 0.5% -0.1% 0.4% SAMA - SAFETY MANAGEMENT SERVICES 75SF - SAFETY MANAGEMENT $ $ 665,115 $ 665,115 $ 968,411 $ 968,411 $ 897,428 $ 897,428 $ 966,180 $ 966,180 $ 988,680 $ 988,680 $ (91,252) (91,252) -10.2% -10.2% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RECO - RECORDS MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 177,984 $ 47,764 709,062 13,937 557 949,304 $ 307,811 $ 48,977 413,416 60,768 12,960 1,500 126,319 971,751 $ 311,038 $ 44,056 420,556 126,497 14,380 1,500 126,319 1,044,346 $ 292,060 $ 45,799 478,286 77,799 14,540 1,500 104,914 1,014,898 $ 252,188 $ 55,524 204,553 14,688 1,500 339,619 868,072 $ 58,850 (11,468) 216,003 126,497 (308) (213,300) 176,274 18.9% -26.0% 51.4% 100.0% -2.1% 0.0% -168.9% 16.9% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE 99GV - GENERAL OVERHEAD $ $ 1,879,351 $ 24,479 1,903,830 $ 1,731,831 $ 6,600 1,738,431 $ 1,731,831 $ 6,600 1,738,431 $ 1,731,831 $ 2,100 1,733,931 $ 1,831,910 $ 11,679 1,843,589 $ (100,079) (5,079) (105,158) -5.8% N/A -77.0% -6.0% TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ 86,000 $ 86,000 $ 86,000 $ 86,000 $ 85,000 $ 85,000 $ 86,000 $ 86,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 27,496,665 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ - 0.0% 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 75EV - ENVIRONMENTAL MANAGEMENT $ $ USES $ $ $ 781 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 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 2016 REVISED FY 2016 ADOPTED FY 2015 ACTUAL 271,536 $ 19,899,240 20,170,776 $ 171,200 $ 443,008 614,208 $ 335,468 $ 19,835,321 20,170,789 $ 335,468 $ 19,835,321 20,170,789 $ 328,876 19,841,913 20,170,789 $ $ 400,000 $ 400,000 $ 400,000 $ 259,921 659,921 $ 400,000 400,000 $ 400,000 400,000 $ $ (6,592) 6,592 - -2.0% 0.0% 0.0% $ - 0.0% N/A 0.0% 20,570,789 $ 20,570,789 $ 20,830,710 $ 20,570,789 $ - 0.0% $ $ 3,517,901 3,517,901 $ $ - $ $ 3,517,901 3,517,901 $ $ - 0.0% 0.0% 24,088,690 $ FY 2016 ADOPTED 24,088,690 FY 2016 REVISED $ 20,830,710 FY 2016 FORECAST $ 24,088,690 FY 2017 ADOPTED $ 0.0% REVISED VS ADOPTED VAR % 20,784,984 $ OTHER FINANCING SOURCES $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 26,738 26,738 $ $ 3,517,901 3,517,901 20,811,722 FY 2015 ACTUAL $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ REVISED VS ADOPTED VAR % 335,468 $ 19,835,321 20,170,789 $ ALL REVENUES $ TOTAL SOURCES $ FY 2017 ADOPTED FY 2016 FORECAST 1,943,406 $ 557 616,348 2,500 (89) 2,562,722 $ 2,058,173 $ 6,000 707,623 2,771,796 $ 2,077,183 $ 6,000 688,613 2,771,796 $ 2,081,081 $ 3,107 687,608 2,771,796 $ 2,087,398 $ 6,000 767,295 2,860,693 $ (10,215) (78,682) (88,897) -0.5% 0.0% -11.4% N/A N/A -3.2% SUBTOTAL $ 99,709 $ 3,476 16,521 119,706 $ 215,397 $ 5,000 55,672 276,069 $ 215,397 $ 5,000 55,672 276,069 $ 215,397 $ 5,000 55,672 276,069 $ 215,397 $ 7,000 55,672 278,069 $ (2,000) (2,000) 0.0% -40.0% 0.0% -0.7% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 3,037,662 $ 19,553,325 36,325 1,796 191,131 1,904,479 6,564 5,802 3,760 24,740,844 $ 3,988,725 $ 24,071,263 41,500 2,500 390,213 1,770,431 16,000 7,000 3,500 30,291,132 $ 3,988,725 $ 24,071,263 41,500 2,500 390,213 1,770,431 16,000 7,000 3,500 30,291,132 $ 3,989,925 $ 24,040,063 41,500 2,500 390,213 1,770,431 16,000 7,000 3,500 30,261,132 $ 3,988,725 $ 23,880,287 41,500 2,500 390,213 1,870,510 16,000 7,000 3,500 30,200,235 $ 190,976 (100,079) 90,897 0.0% 0.8% 0.0% 0.0% 0.0% -5.7% 0.0% 0.0% 0.0% 0.3% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 6,210 $ 19,152 25,362 $ - $ - $ - $ - $ - $ 30,000 30,000 $ - $ - $ - N/A N/A N/A ALL EXPENDITURES $ 27,448,634 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ - 0.0% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 48,031 $ 48,031 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 27,496,665 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ - 0.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 782 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 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 OPERATING $ FUND TOTAL SOURCES $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 20,784,984 $ 20,784,984 $ 20,570,789 $ 3,517,901 24,088,690 $ 20,570,789 $ 3,517,901 24,088,690 $ 20,830,710 $ 20,830,710 $ 20,570,789 $ 3,517,901 24,088,690 $ - 0.0% 0.0% 0.0% 26,738 $ 26,738 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A 20,811,722 $ - $ 20,811,722 $ FY 2015 ACTUAL 20,570,789 $ 3,517,901 $ 24,088,690 $ FY 2016 ADOPTED 20,570,789 $ 3,517,901 $ 24,088,690 $ FY 2016 REVISED 20,830,710 $ - $ 20,830,710 $ FY 2016 FORECAST $ FUND TOTAL USES $ 27,496,665 $ 27,496,665 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 27,496,665 $ 27,496,665 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ 33,338,997 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING 20,570,789 $ 3,517,901 $ 24,088,690 $ FY 2017 REVISED VS ADOPTED VAR 0.0% 0.0% 0.0% ADOPTED % 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 OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL INSURANCE AND COVERAGE INSURANCE AND COVERAGE UNEMPLOYMENT PROGRAM TOTAL SAFETY MANAGEMENT SAFETY MANAGEMENT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % .73 .82 3.60 1.05 .20 .40 3.55 10.35 1.03 .92 2.71 1.16 .30 3.90 10.03 1.00 .90 2.71 1.16 .30 3.90 9.97 1.00 .90 2.71 1.16 .30 3.90 9.97 1.00 .90 2.71 1.16 .30 4.80 10.87 .90 .90 0.0% 0.0% 0.0% 0.0% N/A 0.0% 23.1% 9.0% 2.30 2.30 4.10 4.10 4.10 4.10 4.10 4.10 4.10 4.10 - 0.0% 0.0% 2.75 4.00 .63 .27 7.65 2.50 3.58 .53 .17 6.78 2.90 3.78 0.43 .17 7.28 2.90 3.78 .43 .17 7.28 2.50 1.20 .53 2.48 .17 6.88 (.40) (2.58) .10 2.48 (.40) (13.8%) (68.2%) 23.3% N/A 0.0% (5.5)% .75 .30 1.05 .95 .30 1.25 .95 .30 1.25 .95 .30 1.25 .95 .30 1.25 - 0.0% 0.0% 0.0% 8.40 8.40 29.75 8.60 8.60 30.75 8.65 8.65 31.25 8.65 8.65 31.25 8.65 8.65 31.75 .50 0.0% 0.0% 1.6% 783 Maricopa County Annual Business Strategies FY 2017 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 Risk Environmental Analyst Sr Risk Management Manager Risk Mgmt Supervisor Safety Associate Safety Specialist Special Projects Manager Department Total 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 2016 ADOPTED 1.50 1.00 4.00 1.00 1.00 4.00 1.00 1.00 1.00 3.00 1.00 0.25 1.00 1.00 8.00 1.00 30.75 FY 2016 FY 2016 REVISED FORECAST 2.00 2.00 1.00 1.00 3.00 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 0.25 0.25 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 8.00 8.00 1.00 1.00 31.25 31.25 FY 2017 REVISED TO ADOPTED VAR % ADOPTED VARIANCE (25.0%) (0.50) 1.50 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 N/A 0.0% 1.00 0.0% 0.25 0.0% 1.00 0.0% 2.00 50.0% 3.00 1.00 N/A 0.0% 1.00 0.0% 8.00 0.0% 1.00 0.50 1.6% 31.75 FY 2015 ADOPTED 29.75 29.75 FY 2016 ADOPTED 30.75 30.75 FY 2016 REVISED 31.25 31.25 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 31.75 0.50 1.6% 31.75 0.50 1.6% Staffing by Fund DEPARTMENT/FUND 675 RISK MANAGEMENT Department Total FY 2016 FORECAST 31.25 31.25 General Adjustments Base Adjustments: Risk Management Fund (675) Operating • Increase Regular Benefits by $43,223 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $272 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $209 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $5,491 for the impact of the changes in the base level telecommunication charges. • Decrease Vacancy Savings by $27,797 from 2.92% to 1.91%, consistent with recent trends. The department historically does not have a high turnover rate. • Decrease Other Services by $76,448 to bring the trust fund back in structural balance. 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. 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. 784 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 72.7% 107.2% 1.2% FY 2016 FY 2016 REVISED FORECAST 93.8% 93.8% 86.5% 86.5% 1.7% 1.7% 58.7% 57.0% 82.4% 77.4% 36.4% 48.9% 60.0% 80.0% 85.0% 80.0% Activities that comprise this Program include: • Auto Liability • Auto Property Damage • General Liability • Medical Malpractice FY 2017 ADOPTED 93.8% 91.7% 1.3% 48.9% 51.0% 80.0% 50.0% 78.9% • • • REV VS ADOPTED VAR % 0.0% 0.1% 5.2% 6.0% (0.4%) -24.6% 60.0% 57.0% 95.0% 80.0% 80.0% 11.1% (3.0%) 15.0% (5.0%) 0.0% 22.7% -5.0% 18.8% -5.9% 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 REV VS ADOPTED FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED VAR % 72.7% 93.8% 93.8% 93.8% 0.0% 0.1% 64 75 75 64 (11) -14.7% 88 80 80 70 (10) -12.5% $ 3,731.20 $ 20,420.52 $ 21,506.64 $ 21,412.16 $ (991.64) -4.9% 675 - RISK MANAGEMENT TOTAL SOURCES $ 1,128,840 $ 1,128,840 $ 1,413,370 $ 1,413,370 $ 1,413,370 $ 1,413,370 $ 1,358,775 $ 1,358,775 $ $ (54,595) (54,595) -3.9% -3.9% 675 - RISK MANAGEMENT TOTAL USES $ $ $ 1,531,539 $ 1,531,539 $ 1,612,998 $ 1,612,998 $ 1,370,378 $ 1,370,378 $ $ 161,161 161,161 10.5% 10.5% Expenditure 238,797 238,797 Activity Narrative: The claim counts fluctuate from year to year. Based on the FY 2016 patterns, the department is projecting 10 less Auto Liability claims in FY 2017. 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. 785 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget FY 2016 FY 2016 FORECAST REVISED 86.5% 86.5% 320 433 370 500 FY 2015 ACTUAL 107.2% 551 514 FY 2017 ADOPTED 91.7% 550 600 Measure Type Result Output Demand Measure Description Percent of APD Claims Closed Number of APD Claims Closed Number of APD Claims Opened and Pending REV VS ADOPTED % VAR 6.0% 5.2% 118 27.2% 20.0% 100 Expenditure Ratio Revenue Expenditure per APD claim closed $ 745.23 $ 1,180.33 $ 1,602.03 $ 1,038.39 $ 141.94 12.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 728,469 728,469 $ $ 445,175 445,175 $ $ 502,547 502,547 $ $ 524,474 524,474 $ $ 79,299 79,299 17.8% 17.8% 675 - RISK MANAGEMENT TOTAL USES $ $ 410,620 410,620 $ $ 510,493 510,493 $ $ 512,651 512,651 $ $ 571,114 571,114 $ $ (60,621) (60,621) -11.9% -11.9% Expenditure Activity Narrative: Similar to the Auto Liability Activity, there is significant volatility in historical Auto Property Damage claim expenditures. FY 2016 Based on the FY 2016 patterns, the department is projecting 230 more claims in FY 2017. 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 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 FY 2015 ACTUAL 1.2% 58.7% 48.9% 48.9% 60.0% 11.1% 463 330 330 460 130 789 675 675 650 (25) $ 19,576.03 $ 34,544.30 $ 33,670.16 $ 20,611.88 $ 13,932.42 675 - RISK MANAGEMENT TOTAL SOURCES $ 8,488,960 $ 8,488,960 $ 11,253,172 $ 11,253,172 $ 7,736,112 $ 7,736,112 $ 11,862,846 $ 11,862,846 $ $ 609,674 609,674 5.4% 5.4% 675 - RISK MANAGEMENT TOTAL USES $ 9,063,702 $ 9,063,702 $ 11,399,618 $ 11,399,618 $ 11,111,154 $ 11,111,154 $ 9,481,463 $ 9,481,463 $ 1,918,155 $ 1,918,155 16.8% 16.8% FY 2016 FY 2016 REVISED FORECAST 1.7% 1.7% REV VS ADOPTED VAR % (0.4%) -24.6% FY 2017 ADOPTED 1.3% 22.7% 39.4% -3.7% 40.3% Expenditure Activity Narrative: The claim counts fluctuate from year to year. Based on the FY 2016 patterns, the department is projecting 25 fewer General Liability claims in FY 2017. 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. 786 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 REV VS ADOPTED FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED VAR % 57.0% 60.0% 51.0% 57.0% (3.0%) -5.0% 65 59 98 46 (13) -22.4% 114 98 98 80 (18) -18.4% $ 8,165.74 $ 26,244.18 $ 17,162.29 $ 32,292.21 $ (6,048.03) -23.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ 1,986,072 $ 1,986,072 $ 1,483,579 $ 1,483,579 $ 1,483,579 $ 1,483,579 $ 1,421,924 $ 1,421,924 $ $ (61,655) (61,655) -4.2% -4.2% 675 - RISK MANAGEMENT TOTAL USES $ $ 530,773 530,773 $ 1,543,158 $ 1,543,158 $ 1,681,904 $ 1,681,904 $ 1,472,525 $ 1,472,525 $ $ 70,633 70,633 4.6% 4.6% Expenditure Activity Narrative: Since the separation of Maricopa Integrated Health System (MIHS) from the County in FY 2013, the department is still trying to establish the County’s pattern regarding Medical Malpractice claims. Based on patterns tracked in FY 2016, the department is projecting 18 fewer claims in FY 2017. 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 REV VS ADOPTED FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED VAR % 36.4% 80.0% 78.9% 80.0% 0.0% 0.0% 4 8 15 8 0.0% 11 10 19 10 0.0% $ 23,956.00 $ 11,159.88 $ 5,951.93 $ 12,817.88 $ (1,658.00) -14.9% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 112,344 112,344 $ $ 64,964 64,964 $ $ 64,964 64,964 $ $ 62,614 62,614 $ $ (2,350) (2,350) -3.6% -3.6% 675 - RISK MANAGEMENT TOTAL USES $ $ 95,824 95,824 $ $ 89,279 89,279 $ $ 89,279 89,279 $ $ 102,543 102,543 $ $ (13,264) (13,264) -14.9% -14.9% Expenditure Activity Narrative: The Professional Liability Activity covers licensed professionals who provide professional advice to patients, clients, individuals and companies. The department had an increase in claims and is forecasting 19 opened claims with only 15 closing by the end of FY 2016. This is not an ongoing trend, therefore the FY 2017 recommendation remains even with FY 2016. 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. 787 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 REV VS ADOPTED FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED VAR % 82.4% 80.0% 80.0% 95.0% 15.0% 18.8% 126 120 120 95 (25) -20.8% 153 150 150 100 (50) -33.3% $ 1,036.12 $ 3,641.41 $ 3,677.67 $ 3,730.43 $ (89.02) -2.4% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 368,769 368,769 $ $ 433,668 433,668 $ $ 534,006 534,006 $ $ 236,169 236,169 $ $ (197,499) (197,499) -45.5% -45.5% 675 - RISK MANAGEMENT TOTAL USES $ $ 130,551 130,551 $ $ 436,969 436,969 $ $ 441,320 441,320 $ $ 354,391 354,391 $ $ 82,578 82,578 18.9% 18.9% Expenditure Activity Narrative: Although FY 2016 Property Damage claims are forecasted to be the same as the Revised budget, claims in FY 2017 are expected to decrease in both volume and total payout. Based on patterns tracked in FY 2016, the department is projecting 50 fewer claims in FY 2017. 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 REV VS ADOPTED FY 2015 FY 2016 FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED VAR % 77.4% 85.0% 50.0% 80.0% (5.0%) -5.9% 744 680 400 600 (80) -11.8% 961 800 800 750 (50) -6.3% $ 7,436.61 $ 7,308.19 $ 12,495.93 $ 8,521.49 $ (1,213.30) -16.6% 675 - RISK MANAGEMENT TOTAL SOURCES $ 5,905,185 $ 5,905,185 $ 6,325,146 $ 6,325,146 $ 6,422,149 $ 6,422,149 $ 4,690,083 $ 4,690,083 $ (1,635,063) $ (1,635,063) -25.9% -25.9% 675 - RISK MANAGEMENT TOTAL USES $ 5,532,839 $ 5,532,839 $ 4,969,569 $ 4,969,569 $ 4,998,371 $ 4,998,371 $ 5,112,894 $ 5,112,894 $ $ (143,325) (143,325) -2.9% -2.9% Expenditure Activity Narrative: Based on patterns in FY 2015 and 2016, it is projected that the Workers’ Compensation claims will decrease in FY 2017. In addition, it is believed that increased training and awareness is contributing to the decrease. The department is creating a Workers’ Compensation Manager position in FY 2017. This position will oversee and manage the administrative team and claim processing, including statutory mandates, to ensure County employees are best served in a timely manner and claims are closed quickly. 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. 788 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 11.4% FY 2016 FY 2016 REVISED FORECAST 2.2% 2.2% FY 2017 ADOPTED 1.9% REV VS ADOPTED VAR % (0.3%) -12.9% 25.0% 50.0% 33.3% 50.0% 0.0% 0.0% 50.0% 50.0% 50.0% 50.0% 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 Description Percent of EL Claims Closed in the Fiscal Year Number of EL Claims Closed Number of EL Claims Opened and Pending Expenditure per EL Claim Closed FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 25.0% 50.0% 33.3% 50.0% 0.0% 0.0% 1 1 1 1 0.0% 4 2 3 2 0.0% $ 1,451,351 $ 1,210,000 $ 1,208,800 $ 3,230,000 $ (2,020,000) -166.9% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 973,656 973,656 $ $ 1,192,891 1,192,891 $ $ 1,192,891 1,192,891 $ $ 2,588,349 2,588,349 $ $ 675 - RISK MANAGEMENT TOTAL USES $ $ 1,451,351 1,451,351 $ $ 1,210,000 1,210,000 $ $ 1,208,800 1,208,800 $ $ 3,230,000 3,230,000 $ $ 1,395,458 1,395,458 117.0% 117.0% Expenditure (2,020,000) -166.9% (2,020,000) -166.9% Activity Narrative: Continued training and education regarding Environmental Claims, to comply with the requirements set forth in FY 2014 by the Arizona Department of Environmental Quality in the Cave Creek Landfill cleanup, has kept third-party liability claims down. The department is annually conducting site evaluations and testing to determine the degree of environmental impact the landfill has. This evaluation and testing process, in addition to claims not closing as expected in FY 2016, is driving the increase of expenditures for FY 2017. Environmental Management Activity The purpose of the Environmental Management Activity is to provide environmental management services to 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. 789 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent Reduction/Increase in possible Environmental Liability exposures Difference in value of Liability Exposures Dollar Value of Environmental Liability Exposures Expenditure per Environmental Exposure FY 2015 ACTUAL 11.4% $ 0.49 $ 3.33 $ 3.36 $ 4.34 675 - RISK MANAGEMENT TOTAL USES $ $ 414,620 414,620 $ $ 532,555 532,555 $ $ 537,707 537,707 $ $ 535,378 535,378 FY 2016 FY 2016 REVISED FORECAST 2.2% 2.2% 160,114 7,339,886 160,114 7,339,886 839,403 7,339,886 FY 2017 ADOPTED 1.9% REV VS ADOPTED VAR % -12.9% (0.3%) 123,500 6,500,000 (36,614) (839,886) -22.9% -11.4% $ (1.01) -30.3% $ $ (2,823) (2,823) -0.5% -0.5% Activity Narrative: The department anticipates that the expenditures in this activity will remain flat while the dollar values of Environmental Liability Exposures decrease. The department believes that increased training and awareness is contributing to the decrease in liability payouts, but the added training and awareness events planned for FY 2017 will keep the expenditures in this activity about the same as FY 2016. 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. FY 2016 FY 2016 REVISED FORECAST 50.0% 50.0% 1 1 2 2 FY 2015 ACTUAL 50.0% 1 2 FY 2017 ADOPTED 50.0% 1 2 Measure Type Result Output Demand Measure Description Percent of EPD Claims Closed Number of EPD Claims Closed Number of EPD Claims Opened and Pending Expenditure Ratio Revenue Expenditure per EPD Claim Closed $ 36,905 $ 450,000 $ 450,000 $ 450,000 $ 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 387,732 387,732 $ $ 447,973 447,973 $ $ 447,973 447,973 $ $ 360,594 360,594 $ $ 675 - RISK MANAGEMENT TOTAL USES $ $ 36,905 36,905 $ $ 450,000 450,000 $ $ 450,000 450,000 $ $ 450,000 450,000 $ $ REV VS ADOPTED % VAR 0.0% 0.0% 0.0% 0.0% - (87,379) (87,379) 0.0% -19.5% -19.5% Expenditure - 0.0% 0.0% Activity Narrative: The department anticipates this activity to remain fairly flat in FY 2017 in relation to FY 2015 and 2016. No significant changes or claims are forecasted for the coming year. 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. 790 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Program Results Measure Description Percent of Liability Avoided or Suspended Percent of insurance policies purchased/renewed prior to effective date FY 2015 ACTUAL 50.0% 100.0% FY 2016 FY 2016 REVISED FORECAST 50.0% 50.0% 100.0% 100.0% Activities that comprise this Program include: • Insurance and Coverage • FY 2017 ADOPTED 50.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 Measure Description Percent of insurance policies purchased/renewed prior to effective date Number of insurance policies purchased/renewed Number of insurance policies required/requested Cost of insurance policies purchased/renewed 675 - RISK MANAGEMENT TOTAL USES FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 23 19 19 24 5 26.3% 23 19 18 24 5 26.3% N/A $ $ 5,583,441 $ 5,583,441 316,140 $ 6,006,660 $ 6,006,660 $ 315,978 $ 6,003,581 $ 6,003,581 $ 249,103 $ 67,037 21.2% $ 5,978,477 $ 5,978,477 $ $ 28,183 28,183 0.5% 0.5% Activity Narrative: The department anticipates purchasing new policies and there is a foreseeable increase to premiums for several line item policies that will be renewed in FY 2017. Unemployment Activity The purpose of the Unemployment Activity is to provide unemployment claims oversight services to Maricopa County departments, districts and Risk Trust members so they can reduce or manage the cost of claims and expenses. Mandates: Administrative mandate. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of Liability Avoided or Suspended Total Liability Avoided or Suspended Total UN Claims Number of UN Claims Cost Per UN Claim FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 50.0% 50.0% 50.0% 50.0% 0.0% 0.0% 734,758 900,000 900,000 700,000 (200,000) -22.2% 420 530 530 420 (110) -20.8% 420 530 530 420 (110) -20.8% $ 1,164.27 $ 1,684.82 $ 1,681.55 $ 2,127.36 $ (442.55) -26.3% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 531,084 531,084 $ $ 628,752 628,752 $ $ 628,752 628,752 $ $ 582,862 582,862 $ $ (45,890) (45,890) -7.3% -7.3% 675 - RISK MANAGEMENT TOTAL USES $ $ 488,993 488,993 $ $ 892,952 892,952 $ $ 891,223 891,223 $ $ 893,493 893,493 $ $ (541) (541) -0.1% -0.1% Expenditure 791 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Risk Management Activity Narrative: Unemployment claims are dropping to FY 2015 levels and total expenditures are anticipated to drop as well in FY 2017 in response. Based on activity to date, the department is expecting a decrease of 110 unemployment claims in FY 2017. 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 2015 ACTUAL 94.4% 14.0% FY 2016 FY 2016 REVISED FORECAST 94.4% 94.4% 10.8% 10.8% FY 2017 ADOPTED 96.9% 10.8% REV VS ADOPTED VAR % 2.5% 2.6% (0.0%) -0.2% 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 for the Maricopa County departments, districts and Risk Trust members so they can mitigate risk, exposures, reduce loss and negative outcomes and increase productivity thus minimizing preventable injuries/accidents. Mandates: Occupational Safety and Health Administration (OSHA) Compliance Requirement: Section 5(a)(1) of the Occupational Safety and Health Act of 1970, often referred to as the General Duty Clause, requires employers to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees”; OSHA Training requirement: Regulations Standard Section 1926.21(b)(2) requires that the employer shall instruct each employee in the recognition and avoidance of unsafe conditions and the regulations applicable to his work environment to control or eliminate any hazards or other exposure to illness or injury; #49 CFR Transportation Mandates for Commercial Drivers Licensing and Drug & Alcohol Testing. 792 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output Output Output Demand Expenditure Ratio Expenditure FY 2016 FY 2016 REVISED FORECAST 94.4% 94.4% 10.8% 10.8% FY 2015 ACTUAL 94.0% 14.0% FY 2017 ADOPTED 96.9% 10.8% 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 $ 13,266 53.12 $ 13,500 67.81 $ 13,500 73.00 $ 13,266 76.87 675 - RISK MANAGEMENT TOTAL USES $ $ 665,115 665,115 $ $ 897,428 897,428 $ $ 966,180 966,180 $ $ 988,680 988,680 13,235 4 4 13,235 4 4 12,522 N/A N/A REV VS ADOPTED VAR % 2.6% 2.5% -0.2% (0.0%) 12,861 4 4 (374) (0) 0 -2.8% -8.0% 8.5% $ (234) (9.07) -1.7% -13.4% $ $ (91,252) (91,252) -10.2% -10.2% Activity Narrative: Based on the current year-to-date trends, the department is anticipating a decrease in the injury incident rate in FY 2017. It is believed that increased training and awareness is contributing to the decrease. Appropriated Budget Reconciliation Risk Management Fund (675) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 33,338,997 $ 20,570,789 FY 2016 Revised Budget $ 33,338,997 $ 20,570,789 FY 2017 Baseline Budget $ 33,338,997 $ 20,570,789 Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services Base Telecom Adjustment Personnel Savings Decrease Vacancy Savings from 2.92% to 1.91% Agenda Item: $ $ $ 43,160 $ 43,223 (272) 209 (43,160) $ (76,448) (76,448) 5,491 27,797 $ FY 2017 Adopted Budget Percent Change from Baseline Amount - 27,797 $ 33,338,997 $ 20,570,789 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ 3,517,901 FY 2016 Revised Budget $ - $ 3,517,901 FY 2017 Baseline Budget $ - $ 3,517,901 FY 2017 Adopted Budget $ - $ 3,517,901 793 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Fund (675) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 16,153,221 $ 9,083,950 $ 9,083,950 $ 13,387,238 $ 878,951 $ $ $ 20,830,710 20,830,710 $ $ 20,570,789 3,517,901 24,088,690 $ $ 20,570,789 3,517,901 24,088,690 $ $ 20,784,984 20,784,984 $ 20,570,789 3,517,901 24,088,690 Uses: Operating Total Uses: $ $ 27,496,665 27,496,665 $ $ 33,338,997 33,338,997 $ $ 33,338,997 33,338,997 $ $ 33,338,997 33,338,997 $ $ 33,338,997 33,338,997 Structural Balance $ (6,711,681) $ Accounting Adjustments $ 3,945,698 $ $ 13,387,238 13,387,238 $ Sources: Operating Non-Recurring Total Sources: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (12,768,208) $ - $ - $ (166,357) (166,357) $ 794 (12,768,208) $ - (12,508,287) $ $ - $ - $ (166,357) (166,357) $ 878,951 878,951 $ $ (12,768,208) - (8,371,356) (8,371,356) Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sheriff Analysis by Zachary Wolfe, Senior 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 and in cooperation with the community so they can be safe and secure. 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 Department Specific By 2019, complete a prioritized sworn master plan that addresses space and infrastructure at patrol district sub-stations and other law enforcement activity support buildings. Status: New goal for FY 2017. Department Specific By 2019, reduce Sheriff's Office voluntary turnover of Detention Officers by 2% from FY 2015 Detention voluntary turnover rate of 7.4% Status: This is a new goal for FY 2017. In FY 2016, MCSO convened a work group to analyze the causes of detention officer turnover. This group identified three primary challenges in retaining qualified detention staff: (1) low pay coupled with limited pay differentiation based upon tenure or performance, (2) limited growth opportunities both financially and in professional training and (3) many high performing detention officers are seeking supervisory positions to increase pay without interest in being a supervisor. In response, this work group proposed instituting a performance-based program providing additive pay, training and promotional opportunities to high performing detention officers. This program is being evaluated for implementation in FY 2017. Department Specific By 2020, the Sheriff's Office will achieve at least one standards based organization-wide achievement (Enforcement or Detention) from a nationally recognized accreditation authority. Status: New goal for FY 2017. 795 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES 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 $ AVIA - AVIATION 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 SRCH - SEARCH AND RESCUE WRNT - WARR AND RECOR INFO PROCESSING 50EN - ENFORCEMENT $ $ $ $ $ $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 760,164 $ 31,647 791,811 $ 695,000 $ 25,000 720,000 $ 695,000 $ 26,293 721,293 $ 668,765 $ 26,293 695,058 $ 561,091 $ 257,155 818,246 $ (133,909) 230,862 96,953 -19.3% 878.0% 13.4% 13,619 $ 288,625 177,704 11,584,308 61,796 95,606 235 29,268,756 41,490,649 $ 45,748 $ 354,054 304,200 11,504,271 26,774 86,708 209,585 31,952,296 44,483,636 $ 60,000 $ 324,420 304,137 11,504,271 26,774 102,465 221,735 31,952,296 44,496,098 $ 46,055 $ 285,884 459,184 10,408,856 73,830 76,750 139,723 27,948,160 39,438,442 $ 152,519 $ 785,940 327,142 9,876,302 33,969 104,000 209,585 27,358,676 38,848,133 $ 92,519 461,520 23,005 (1,627,969) 7,195 1,535 (12,150) (4,593,620) (5,647,965) 154.2% 142.3% 7.6% -14.2% 26.9% 1.5% -5.5% -14.4% -12.7% - $ 171,368 159,558 27,994 358,920 $ - $ 173,344 226,100 25,000 424,444 $ - $ 173,344 226,100 20,000 419,444 $ 75,000 $ 174,497 296,528 27,166 573,191 $ - $ 289,505 211,100 26,500 527,105 $ 116,161 (15,000) 6,500 107,661 N/A 67.0% -6.6% 32.5% 25.7% 273,215 $ 650,116 137,480 4,757,690 13,422,960 33,724 19,275,185 $ 423,522 $ 1,047,437 55,000 5,400,480 15,258,811 35,000 22,220,250 $ 423,522 $ 1,183,137 52,000 5,855,184 14,751,325 35,000 22,300,168 $ 432,586 $ 1,033,308 52,000 5,246,977 15,096,422 1,371 39,850 21,902,514 $ 647,629 $ 905,777 52,000 5,976,836 14,928,554 37,770 22,548,566 $ 224,107 (277,360) 121,652 177,229 2,770 248,398 52.9% -23.4% 0.0% 2.1% 1.2% N/A 7.9% 1.1% 425,000 $ 20,900 445,900 $ 425,000 $ 20,900 445,900 $ 403,098 $ 269,254 68 672,420 $ - $ - $ (425,000) (20,900) (445,900) -100.0% -100.0% N/A -100.0% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ 339,457 $ 181 339,638 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (109,560) $ (109,560) $ 46,928 $ 46,928 $ 46,928 $ 46,928 $ 899,601 $ 899,601 $ - $ - $ (46,928) (46,928) -100.0% -100.0% TOTAL PROGRAMS $ 62,146,643 $ 68,341,158 $ 68,429,831 $ 64,181,226 $ 62,742,050 $ (5,687,781) -8.3% 796 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2015 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 $ $ $ $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 3,860,129 $ 5,090,082 1,936,411 15,283,250 26,169,872 $ 4,372,325 $ 6,281,045 2,388,646 16,547,538 29,589,554 $ 4,278,022 $ 5,957,559 2,289,221 16,150,391 28,675,193 $ 4,199,243 $ 5,613,218 2,100,280 15,182,553 27,095,294 $ 3,970,371 $ 5,247,029 2,195,049 15,853,862 27,266,311 $ 307,651 710,530 94,172 296,529 1,408,882 7.2% 11.9% 4.1% 1.8% 4.9% 1,267,201 $ 1,639,607 20,779,481 411,873 4,389,021 1,838,395 2,461,534 16,752,766 104,583,424 154,123,302 $ 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 $ 1,568,326 $ 2,243,413 22,154,493 415,522 4,509,238 1,718,972 2,845,700 18,483,530 111,749,120 165,688,314 $ 1,397,406 $ 1,610,385 22,079,541 424,228 4,569,479 1,680,647 2,582,938 19,306,421 109,910,157 163,561,202 $ 1,373,272 $ 1,590,225 20,724,952 448,722 4,323,815 1,484,663 2,954,744 19,085,894 112,727,763 164,714,050 $ 195,054 653,188 1,429,541 (33,200) 185,423 234,309 (109,044) (602,364) (978,643) 974,264 12.4% 29.1% 6.5% -8.0% 4.1% 13.6% -3.8% -3.3% -0.9% 0.6% 3,807,443 $ 254,695 369,416 3,223,426 1,172,162 5,248,720 6,601,368 20,677,230 $ 2,717,181 $ 225,412 361,495 2,379,162 1,563,982 4,022,009 6,875,892 18,145,133 $ 2,702,759 $ 304,227 355,507 2,408,992 1,513,513 4,739,578 6,412,217 18,436,793 $ 2,748,510 $ 303,190 342,687 2,143,959 1,608,109 5,074,900 6,383,093 18,604,448 $ 2,709,700 $ 308,222 330,406 2,466,665 1,294,993 4,947,813 6,128,679 18,186,478 $ (6,941) (3,995) 25,101 (57,673) 218,520 (208,235) 283,538 250,315 -0.3% -1.3% 7.1% -2.4% 14.4% -4.4% 4.4% 1.4% 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 $ 4,050,107 $ 2,326,646 3,324,288 25,723,403 55,174,580 278,372 4,098,898 1,794,237 96,770,531 $ 3,888,753 $ 3,070,881 2,780,609 25,867,736 53,242,286 214,316 4,126,344 1,753,210 94,944,135 $ 4,100,656 $ 2,791,719 2,926,581 26,004,241 53,853,419 173,160 4,165,607 1,823,191 95,838,574 $ (50,549) (465,073) 397,707 (280,838) 1,321,161 105,212 (66,709) (28,954) 931,957 -1.2% -20.0% 12.0% -1.1% 2.4% 37.8% -1.6% -1.6% 1.0% 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 $ 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 $ $ 3,780,870 $ 2,538,891 3,441,568 24,199,618 49,429,462 5,103,845 3,627,786 1,828,736 93,950,776 $ BLDR - BUILDINGS AND GROUNDS 70OM - FACILITIES OPERATION AND MAINT $ $ 2,693,347 $ 2,693,347 $ 2,916,949 $ 2,916,949 $ 2,859,007 $ 2,859,007 $ 2,713,241 $ 2,713,241 $ 2,891,441 $ 2,891,441 $ (32,434) (32,434) -1.1% -1.1% BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RCOM - REGULATION COMPLIANCE RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 1,836,159 $ 2,958,801 3,743,460 653,761 3,663,454 646,167 989,477 14,491,279 $ 2,067,113 $ 3,371,673 4,434,505 (391,587) 722,935 9,295,333 758,522 1,231,691 21,490,185 $ 2,003,414 $ 3,226,259 4,565,141 679,977 5,697,812 730,769 1,271,990 18,175,362 $ 1,814,327 $ 3,118,629 4,172,173 2 639,185 6,290,784 596,989 1,255,866 17,887,955 $ 2,145,854 $ 6,750,000 3,463,713 3,657,734 679,427 5,362,863 750,722 1,379,661 24,189,974 $ (142,440) (6,750,000) (237,454) 907,407 550 334,949 (19,953) (107,671) (6,014,612) -7.1% N/A -7.4% 19.9% N/A 0.1% 5.9% -2.7% -8.5% -33.1% GGOV - GENERAL GOVERNMENT GGPS - GENERAL PUBLIC SAFELY INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - $ 3,767,620 157,336 8,561,772 12,486,728 $ - $ (7,880,765) 3,794,262 151,957 8,950,216 5,015,670 $ - $ 3,794,262 148,367 8,950,216 12,892,845 $ 148,610 $ 3,820,999 152,378 8,963,778 13,085,765 $ - $ 4,065,255 145,053 8,462,837 12,673,145 $ (270,993) 3,314 487,379 219,700 N/A N/A -7.1% 2.2% 5.4% 1.7% $ 3,019,324 $ 4,400,210 397,820 1,631,578 379,265 9,828,197 $ 3,512,801 $ 4,259,446 518,591 1,535,022 368,706 10,194,566 $ 3,408,866 $ 4,404,025 311,209 1,182,725 597,815 9,904,640 $ 3,376,021 $ 4,442,673 265,324 1,550,311 499,123 10,133,452 $ 3,745,665 $ 4,889,653 272,761 856,540 1,520,687 11,285,306 $ (336,799) (485,628) 38,448 326,185 (922,872) (1,380,666) -9.9% -11.0% 12.4% 27.6% -154.4% -13.9% TOTAL PROGRAMS $ 334,420,731 $ 352,601,143 $ 353,402,685 $ 348,025,492 $ 357,045,279 $ (3,642,594) -1.0% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ $ $ 797 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED $ SUBTOTAL $ 82,000 82,000 $ $ 85,000 85,000 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 2,515,246 4,799,477 7,314,723 $ 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 $ 40,238,664 11,943,827 342,698 52,525,189 $ 1,880,182 1,880,182 $ $ 2,404,834 2,404,834 $ $ 60,682 $ 283,867 344,549 $ 48,549 350,816 399,365 $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ $ $ FY 2016 FORECAST 85,000 $ 85,000 $ $ 3,315,831 5,054,336 8,370,167 44,851,756 $ 11,807,874 300,000 56,959,630 $ 44,529,101 11,807,874 300,000 56,636,975 $ 2,924,334 2,924,334 $ $ $ FY 2017 ADOPTED 115,002 $ 115,002 $ 4,005,367 4,445,626 8,450,993 $ $ $ $ 41,108,831 10,682,458 300,000 52,091,289 $ $ 2,693,568 2,693,568 50,389 $ 362,966 413,355 $ 103,059 103,059 REVISED VS ADOPTED VAR % $ $ 3,170,395 $ 5,234,681 8,405,076 $ 18,059 18,059 21.2% 21.2% (145,436) 180,345 34,909 -4.4% 3.6% 0.4% (3,969,412) (1,851,282) 69,950 (5,750,744) -8.9% -15.7% 23.3% -10.2% $ $ 40,559,689 9,956,592 369,950 50,886,231 $ $ 2,992,000 2,992,000 $ $ 67,666 67,666 50,794 $ 779,580 830,374 $ 39,810 315,874 355,684 $ $ (10,579) (47,092) (57,671) -21.0% -13.0% -14.0% $ 2.3% 2.3% ALL REVENUES $ 62,146,643 $ 68,341,158 $ 68,429,831 $ 64,181,226 $ 62,742,050 $ (5,687,781) -8.3% TOTAL SOURCES $ 62,146,643 $ 68,341,158 $ 68,429,831 $ 64,181,226 $ 62,742,050 $ (5,687,781) -8.3% 798 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Uses by Category CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED % VAR 177,204,082 $ 232,342 9,356,946 84,921,370 1,937,440 (28,147,982) 26,382,681 271,886,879 $ 180,551,058 $ 385,026 9,339,482 100,913,507 2,707,641 (27,087,722) 25,454,940 292,263,932 $ 180,891,938 $ 332,980 10,113,509 100,826,952 2,115,526 (27,353,376) 25,375,314 292,302,843 $ 178,791,005 $ 225,574 12,999,805 98,655,606 2,040,808 (27,384,690) 24,983,186 290,311,294 $ 179,119,156 $ 243,457 12,443,394 100,070,034 2,125,217 (30,006,443) 28,018,203 292,013,018 $ 1,772,782 89,523 (2,329,885) 756,918 (9,691) 2,653,067 (2,642,889) 289,825 1.0% 26.9% -23.0% 0.8% -0.5% 9.7% -10.4% 0.1% SUBTOTAL $ 18,870,622 $ 161,329 3,363,135 2,299,722 (2,258,759) 1,907,460 24,343,509 $ 20,234,254 $ 462,855 3,944,423 716,445 (1,868,659) 1,896,346 25,385,664 $ 19,965,158 $ 463,931 3,994,388 572,038 (1,868,659) 1,896,346 25,023,202 $ 18,818,902 $ 428,952 2,696,944 493,596 (1,956,614) 1,910,316 22,392,096 $ 19,920,720 $ 250,969 2,821,075 657,319 (2,018,436) 2,050,283 23,681,930 $ 44,438 212,962 1,173,313 (85,281) 149,777 (153,937) 1,341,272 0.2% 45.9% 29.4% -14.9% 8.0% -8.1% 5.4% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 494,649 $ 1,553,801 1,780,682 2,181,609 5,213,995 312,911 12,964,112 1,087,589 273,286 323,515 792,935 (1,804,116) 1,804,441 26,979,409 $ 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 $ 216,938 $ 1,190,107 1,538,387 2,172,807 7,137,275 290,388 12,305,874 1,295,765 1,661,336 345,463 864,244 (1,671,015) 1,671,015 29,018,584 $ 239,107 $ 1,443,986 1,969,452 1,999,465 7,168,848 338,646 12,427,916 1,220,451 1,191,430 314,744 662,009 (1,673,043) 1,671,011 28,974,022 $ 202,861 $ 1,756,479 2,331,137 2,066,792 8,084,970 412,437 13,577,598 1,390,562 1,434,825 345,721 974,753 (1,956,069) 1,956,069 32,578,135 $ 14,077 (566,372) (792,750) 106,015 (947,695) (122,049) (1,271,724) (94,797) 226,511 (258) (110,509) 285,054 (285,054) (3,559,551) 6.5% -47.6% -51.5% 4.9% -13.3% -42.0% -10.3% -7.3% 13.6% -0.1% -12.8% 17.1% -17.1% -12.3% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 439,460 $ 3,525,781 1,395,693 (15,051) 15,051 5,360,934 $ 1,236,498 $ 3,741,612 772,692 5,750,802 $ 1,236,498 $ 4,879,493 619,127 6,735,118 $ 794,543 $ 4,861,492 369,107 6,025,142 $ 450,000 $ 836,228 413,030 (15,429) 15,429 1,699,258 $ 786,498 4,043,265 206,097 15,429 (15,429) 5,035,860 63.6% 82.9% 33.3% N/A N/A 74.8% ALL EXPENDITURES $ 328,570,731 $ 352,601,143 $ 353,079,747 $ 347,702,554 $ 349,972,341 $ 3,107,406 0.9% OTHER FINANCING USES $ 0880 - TRANSFERS OUT ALL OTHER FINANCING USES $ 5,850,000 $ 5,850,000 $ - $ - $ 322,938 $ 322,938 $ 322,938 $ 322,938 $ 7,072,938 $ 7,072,938 $ (6,750,000) (6,750,000) -2090.2% -2090.2% TOTAL USES $ 334,420,731 $ 352,601,143 $ 353,402,685 $ 348,025,492 $ 357,045,279 $ (3,642,594) -1.0% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 799 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % SOURCES $ 13,055,522 $ 477,576 13,533,098 $ 15,191,036 $ 366,768 15,557,804 $ 15,191,036 $ 44,113 15,235,149 $ 16,195,983 $ 656 16,196,639 $ 15,435,908 $ 15,435,908 $ $ SOURCES $ 6,359,526 $ 6,359,526 $ 7,184,985 $ 7,184,985 $ 7,596,313 $ 7,596,313 $ 7,465,907 $ 7,465,907 $ 7,624,572 $ 7,624,572 $ 28,259 28,259 0.4% 0.4% $ SOURCES $ 51,471 $ 51,471 $ 26,774 $ 26,774 $ 26,774 $ 26,774 $ 61,680 $ 61,680 $ 33,969 $ 33,969 $ 7,195 7,195 26.9% 26.9% $ SOURCES $ 137,480 $ 137,480 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ - 0.0% 0.0% $ SOURCES $ 970,401 $ 970,401 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ - 0.0% 0.0% $ SOURCES $ 1,400,010 $ 1,400,010 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ - 0.0% 0.0% $ SOURCES $ 11,278,349 $ 11,278,349 $ 11,250,326 $ 11,250,326 $ 11,250,326 $ 11,250,326 $ 10,150,326 $ 10,150,326 $ 9,596,352 $ 9,596,352 $ $ SOURCES $ 346,338 $ 346,338 $ 300,873 $ 300,873 $ 300,873 $ 300,873 $ 300,873 $ 300,873 $ 369,950 $ 369,950 $ $ SOURCES $ 27,911,220 $ 27,911,220 $ 30,509,852 $ 30,509,852 $ 30,509,852 $ 30,509,852 $ 26,510,257 $ 26,510,257 $ 26,185,755 $ 26,185,755 $ (4,324,097) (4,324,097) -14.2% -14.2% $ SOURCES $ 158,750 $ 158,750 $ 226,100 $ 226,100 $ 226,100 $ 226,100 $ 211,100 $ 211,100 $ 211,100 $ 211,100 $ (15,000) (15,000) -6.6% -6.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 61,669,067 $ 477,576 $ 62,146,643 $ 67,974,390 $ 366,768 $ 68,341,158 $ 68,385,718 $ 44,113 $ 68,429,831 $ 64,180,570 $ 656 $ 64,181,226 $ 62,742,050 $ - $ 62,742,050 $ 800 244,872 1.6% (44,113) -100.0% 200,759 1.3% (1,653,974) (1,653,974) 69,077 69,077 -14.7% -14.7% 23.0% 23.0% (5,643,668) -8.3% (44,113) -100.0% (5,687,781) -8.3% Maricopa County Annual Business Strategies FY 2017 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 NON RECURRING NON PROJECT 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 NON RECURRING NON PROJECT 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 JAIL WAGON VEHICLES LAUNDRY EQUIPMENT FUND TOTAL USES 258 SHERIFF TOWING AND IMPOUND OPERATING NON RECURRING NON PROJECT FUND TOTAL USES FY 2015 ACTUAL $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 10,406,054 $ 89,508,216 850,000 182 5,000,000 2,507,121 445,806 294,574 109,011,953 $ 14,510,847 $ 98,849,320 247,978 366,768 676,000 114,650,913 $ 10,670,053 $ 102,690,114 247,978 301,556 381,426 114,291,127 $ $ $ 6,325,515 $ 6,325,515 $ 7,184,985 $ 7,184,985 $ 7,596,313 $ 7,596,313 $ 7,465,907 $ 7,465,907 $ 7,624,572 $ 7,624,572 $ (28,259) (28,259) -0.4% -0.4% $ 3,418 $ 80,164 83,582 $ 26,774 $ 26,774 $ 26,774 $ 26,774 $ 61,680 $ 61,680 $ 33,969 $ 33,969 $ (7,195) (7,195) -26.9% N/A -26.9% $ - $ - $ 52,000 $ 52,000 $ 52,000 $ 52,000 $ 10,777 $ 10,777 $ 52,000 $ 300,000 352,000 $ (300,000) (300,000) 0.0% N/A -576.9% $ $ 966,413 $ 966,413 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ - 0.0% 0.0% $ 1,111,701 $ 1,111,701 $ 1,482,444 $ 1,236,498 2,718,942 $ 1,482,444 $ 1,236,498 2,718,942 $ 1,482,444 $ 786,498 2,268,942 $ 1,482,444 $ 450,000 1,932,444 $ 786,498 786,498 0.0% 63.6% 28.9% 10,927,695 $ 10,927,695 $ 11,250,326 $ 11,250,326 $ 11,250,326 $ 750,000 12,000,326 $ 10,815,623 $ 750,000 11,565,623 $ 9,596,352 $ 6,750,000 16,346,352 $ 1,653,974 (6,000,000) (4,346,026) 14.7% -800.0% -36.2% 199,999 $ 140,000 339,999 $ 300,873 $ 300,000 600,873 $ 300,873 $ 300,000 600,873 $ 300,873 $ 300,000 600,873 $ 369,950 $ 106,620 476,570 $ (69,077) 193,380 124,303 -23.0% 64.5% 20.7% 204,759,730 $ 184,291 133,473 129,798 288,078 205,495,370 $ 212,498,230 $ 905,000 340,000 397,000 214,140,230 $ 212,498,230 $ 905,000 340,000 397,000 214,140,230 $ 209,758,781 $ 218,619,446 $ 905,000 340,000 397,000 211,400,781 $ 218,619,446 $ (6,121,216) 905,000 340,000 397,000 (4,479,216) -2.9% 100.0% 100.0% N/A N/A N/A 100.0% -2.1% $ 158,503 $ 158,503 $ 226,100 $ 226,100 $ 226,100 $ 226,100 $ 211,100 $ 15,429 226,529 $ 15,000 (15,429) (429) 6.6% N/A -0.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 324,367,244 $ 10,053,487 $ 334,420,731 $ 348,131,899 $ 4,469,244 $ 352,601,143 $ 348,543,227 $ 4,859,458 $ 353,402,685 $ 343,916,934 $ 349,423,230 $ 4,108,558 $ 7,622,049 $ 348,025,492 $ 357,045,279 $ (880,003) (2,762,591) (3,642,594) -0.3% -56.8% -1.0% $ $ $ $ $ $ $ $ $ $ 801 10,775,577 $ 10,239,881 $ 101,269,172 99,443,516 247,978 656 381,426 112,674,809 $ 109,683,397 $ REVISED VS ADOPTED VAR % 226,100 $ 226,100 $ 430,172 3,246,598 247,978 301,556 381,426 4,607,730 4.0% 3.2% N/A N/A 100.0% N/A N/A 100.0% 100.0% 4.0% Maricopa County Annual Business Strategies FY 2017 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 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 60.00 35.00 16.00 241.00 352.00 58.00 37.00 16.00 238.00 349.00 59.00 37.00 16.00 242.00 354.00 58.00 37.00 16.00 242.00 353.00 58.00 37.00 16.00 236.00 347.00 (1.00) (6.00) (7.00) (1.7%) 0.0% 0.0% (2.5%) (2.0%) 24.00 1,559.00 39.00 350.00 7.00 272.00 23.00 17.00 34.00 2,325.00 24.00 1,551.00 39.00 353.00 7.00 278.00 20.00 19.00 40.00 2,331.00 24.00 1,523.00 38.00 353.00 7.00 289.00 20.00 19.00 42.00 2,315.00 24.00 1,523.00 38.00 353.00 7.00 289.00 20.00 19.00 42.00 2,315.00 24.00 1,493.00 38.00 347.00 7.00 284.00 20.00 19.00 42.00 2,274.00 (30.00) (6.00) (5.00) (41.00) 0.0% (2.0%) 0.0% (1.7%) 0.0% (1.7%) 0.0% 0.0% 0.0% (1.8%) 20.00 1.00 53.00 9.00 57.00 17.00 5.00 162.00 19.00 2.00 47.00 9.00 60.00 15.00 4.00 156.00 19.00 3.00 60.00 8.00 56.00 15.00 4.00 165.00 19.00 3.00 54.00 8.00 56.00 15.00 4.00 159.00 19.00 3.00 55.00 8.00 56.00 15.00 4.00 160.00 (5.00) (5.00) 0.0% 0.0% (8.3%) 0.0% 0.0% 0.0% 0.0% (3.0%) 13.00 58.00 33.00 178.00 386.00 1.00 32.00 34.00 735.00 12.00 59.00 22.00 191.00 414.00 1.00 36.00 34.00 769.00 20.00 57.00 20.00 191.00 411.10 1.00 38.00 33.00 771.10 20.00 56.00 20.00 191.00 412.10 1.00 37.00 33.00 770.10 19.00 56.00 20.00 191.00 414.10 1.00 37.00 33.00 771.10 (1.00) (1.00) 3.00 (1.00) - (5.0%) (1.8%) 0.0% 0.0% 0.7% 0.0% (2.6%) 0.0% 0.0% 44.00 44.00 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 1.00 1.00 - 0.0% 0.0% 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 26.00 7.00 156.75 29.75 28.00 46.00 12.00 12.00 28.00 7.00 162.75 28.75 27.00 46.00 12.00 12.00 28.00 7.00 160.75 28.75 26.00 46.00 12.00 12.00 28.00 7.00 159.75 (1.00) (2.00) (3.00) (3.4%) (7.1%) 0.0% 0.0% 0.0% 0.0% 0.0% (1.8%) 26.00 13.00 6.00 4.00 15.00 64.00 3,816.75 25.00 19.00 6.00 4.00 10.00 64.00 3,870.75 25.00 28.00 3.00 8.00 2.00 66.00 3,878.85 25.00 27.00 3.00 8.00 1.00 64.00 3,866.85 25.00 27.00 3.00 8.00 1.00 64.00 3,820.85 (1.00) (1.00) (2.00) (58.00) 0.0% (3.6%) 0.0% 0.0% (50.0%) (3.0%) (1.5%) 802 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist 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 Crime Scene Specialist Senior 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 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 - Large 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 GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead 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 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 FY 2016 ADOPTED 6.00 12.00 20.00 1.00 4.00 6.00 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 9.00 10.00 9.00 1.00 5.00 33.00 3.00 1.00 1,977.00 13.00 71.00 208.00 1.00 1.00 20.00 14.00 2.00 1.00 1.00 7.00 35.00 6.00 2.00 21.00 1.00 2.00 4.75 1.00 4.00 2.00 16.00 3.00 14.00 37.00 1.00 1.00 11.00 2.00 2.00 1.00 1.00 803 FY 2016 FY 2016 REVISED FORECAST 6.00 6.00 9.00 9.00 27.00 25.00 1.00 1.00 5.00 5.00 6.00 6.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 5.00 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 9.00 9.00 7.00 7.00 3.00 3.00 3.00 3.00 8.00 8.00 1.00 1.00 5.00 5.00 33.00 33.00 3.00 3.00 1.00 1.00 1,971.00 1,971.00 13.00 13.00 73.00 73.00 212.00 211.00 1.00 1.00 1.00 1.00 18.00 18.00 12.00 12.00 4.00 4.00 1.00 1.00 1.00 7.00 7.00 35.00 35.00 6.00 6.00 2.00 2.00 21.00 21.00 1.00 1.00 2.00 2.00 4.75 4.75 1.00 1.00 1.00 5.00 5.00 2.00 2.00 16.00 16.00 3.00 3.00 14.00 14.00 33.00 33.00 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 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 6.00 0.0% 0.0% 9.00 0.0% 27.00 0.0% 1.00 5.00 0.0% 6.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 0.0% 1.00 (20.0%) 4.00 (1.00) 0.0% 4.00 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 0.0% 3.00 N/A N/A N/A 9.00 0.0% 7.00 0.0% 0.0% 3.00 3.00 0.0% 8.00 0.0% 1.00 0.0% 5.00 0.0% 33.00 0.0% N/A 3.00 0.0% 1.00 0.0% 1,925.00 (46.00) (2.3%) 13.00 0.0% 71.00 (2.00) (2.7%) 212.00 0.0% 1.00 0.0% 1.00 0.0% 18.00 0.0% 12.00 0.0% 4.00 0.0% 1.00 0.0% (1.00) (100.0%) 7.00 0.0% 35.00 0.0% 6.00 0.0% 2.00 0.0% 21.00 0.0% 1.00 0.0% 1.00 (1.00) (50.0%) 4.75 0.0% (1.00) (100.0%) 1.00 0.0% 5.00 0.0% 2.00 0.0% N/A 16.00 0.0% 3.00 0.0% 14.00 0.0% 33.00 0.0% 1.00 0.0% 1.00 0.0% 11.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) MARKET RANGE TITLE GIS Technician 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 IT Division Manager IT PMO 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 Justice System Manager Laundry Manager Laundry Worker Lead Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Officer Law Enforcement OfficerTrainee 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 Medicolegal Death Investigator Supv 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 FY 2015 ADOPTED 2.00 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 3.00 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 FY 2016 ADOPTED 2.00 3.00 1.00 1.00 2.00 7.00 2.00 3.00 1.00 3.00 1.00 2.00 101.00 13.00 20.00 12.00 1.00 4.00 23.00 37.00 588.00 127.00 22.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 2.00 1.00 3.00 1.00 1.00 47.00 35.00 3.00 1.00 5.00 3.00 5.00 4.00 3.00 4.00 1.00 5.00 1.00 2.00 6.00 4.00 6.00 2.00 1.00 1.00 804 FY 2016 FY 2016 REVISED FORECAST 1.00 2.00 9.00 9.00 3.00 3.00 1.00 1.00 2.00 2.00 6.00 6.00 2.00 2.00 8.00 8.00 42.00 42.00 3.00 3.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 2.00 2.00 99.00 99.00 13.00 13.00 20.00 20.00 12.00 12.00 1.00 1.00 1.00 4.00 4.00 23.00 23.00 37.00 37.00 591.10 590.10 1.00 1.00 128.00 127.00 22.00 22.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 45.00 45.00 35.00 37.00 3.00 3.00 1.00 1.00 5.00 5.00 4.00 4.00 6.00 6.00 4.00 4.00 3.00 3.00 3.00 3.00 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 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 1.00 0.0% 9.00 0.0% 3.00 0.0% 0.0% 1.00 0.0% 2.00 6.00 0.0% 2.00 0.0% 8.00 0.0% 42.00 0.0% N/A 0.0% 3.00 0.0% 1.00 (1.00) (100.0%) 3.00 0.0% 1.00 0.0% 2.00 0.0% 99.00 0.0% 0.0% 13.00 0.0% 20.00 0.0% 12.00 (1.00) (100.0%) 0.0% 1.00 4.00 0.0% 23.00 0.0% 37.00 0.0% 591.10 0.0% 1.00 0.0% 127.00 (1.00) (0.8%) 22.00 0.0% 0.0% 1.00 N/A 1.00 0.0% 0.0% 1.00 1.00 0.0% 1.00 0.0% 6.00 0.0% (50.0%) 1.00 (1.00) 2.00 0.0% 1.00 0.0% N/A 0.0% 1.00 1.00 0.0% 45.00 0.0% 35.00 (2.00) (5.4%) 3.00 0.0% 1.00 0.0% 5.00 0.0% 4.00 0.0% 6.00 0.0% 0.0% 4.00 3.00 0.0% 3.00 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% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) MARKET RANGE TITLE Social Worker Social Worker Supervisor Special Projects Manager Systems Admin & Analysis Mgr Systems Administrator Systems Administrator - Senior/Lead Technical Support Mgr Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Tech-Sr/Ld Trades Specialist Trades Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Specialist Lead Warehouse/Inventory Supervisor Department Total FY 2015 ADOPTED 48.00 11.00 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 2016 ADOPTED 49.00 8.00 1.00 2.00 3.00 5.00 2.00 1.00 2.00 3.00 2.00 1.00 21.00 1.00 1.00 3,870.75 FY 2016 FY 2016 REVISED FORECAST 7.00 7.00 1.00 1.00 2.00 2.00 3.00 3.00 5.00 5.00 2.00 2.00 2.00 1.00 1.00 1.00 2.00 3.00 2.00 2.00 1.00 1.00 21.00 21.00 1.00 1.00 1.00 1.00 3,878.85 3,866.85 FY 2017 REVISED TO ADOPTED VAR % ADOPTED VARIANCE 0.0% 7.00 N/A 1.00 0.0% 0.0% 2.00 3.00 0.0% 5.00 0.0% 0.0% 2.00 0.0% 2.00 1.00 0.0% 0.0% 2.00 0.0% 2.00 1.00 0.0% 0.0% 21.00 0.0% 1.00 1.00 0.0% (1.5% ) 3,820.85 (58.00) FY 2015 ADOPTED 1,129.75 27.00 135.00 2,523.00 2.00 3,816.75 FY 2016 ADOPTED 1,174.75 27.00 134.00 2,533.00 2.00 3,870.75 FY 2016 FY 2016 REVISED FORECAST 1,191.85 1,179.85 27.00 27.00 133.00 133.00 2,525.00 2,525.00 2.00 2.00 3,878.85 3,866.85 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1,180.85 (11.00) (0.9%) 27.00 0.0% 133.00 0.0% 2,478.00 (47.00) (1.9%) 2.00 0.0% 3,820.85 (58.00) (1.5% ) Staffing by Fund 100 251 252 255 258 DEPARTMENT/FUND GENERAL SHERIFF GRANTS INMATE SERVICES DETENTION OPERATIONS SHERIFF TOWING AND IMPOUND Department Total Significant Variance Analysis In FY 2017, 6.00 Full Time Equivalent (FTE) Detention Officers were inactivated due to the Justice Courts implementing a Video Court, which will reduce transportation responsibilities. An additional 40.00 FTE Detention Officers were inactivated to fund a potential Detention Pay Plan. The FY 2016 Revised Budget is overstated by 12.00 FTE due to the timing of positions to be inactivated. The resulting net decrease is 46.00 FTE. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $1,456,191 for the impact of the changes in health/dental premium rates. • Decrease Personnel Benefits Savings by $10,818 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Decrease Regular Benefits by $1,634,995 for the impact of the changes in retirement contribution rates. • Increase Overtime and Overtime Benefits by $633,775 for continued vacancies in staffing. • Decrease Education and Training by $249,994 based on forecasted spending levels. • Decrease Personal Services by $205,628 to bring vacant positions to the minimum of the range. • Decrease Supplies and Services by $22,023 based on forecasted spending levels. • Decrease Fringe Benefits by $1,623,070 for individuals who are in the PSDROP and PSPRSD retirement categories. • Increase/Decrease Internal Service Charges by $16,353 for the impact of the changes in the radio charges. 805 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • Department Strategic Plans and Budgets Sheriff Decrease Internal Service Charges by $193,214 for the impact of the changes in risk management charges. Decrease Internal Service Charges by $38,592 for the impact of the changes in the base level telecommunication charges. Increase Overtime by $3,907,228 for reallocating overtime from the Melendres function code. Decrease Vacancy Savings by $1,758,596 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 6.68% in FY 2016 to 5.17% in FY 2017. Increase expenditure Allocation Out by $3,347,706 for indirect cost allocations to the Detention Fund. General Fund (100) MCSO Judgment Order Operating • Increase Regular Benefits by $99,162 for the impact of the changes in health/dental premium rates. • Decrease Personnel Benefits Savings by $1,417 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Decrease Regular Benefits by $156,308 for the impact of the changes in retirement contribution rates. • Decrease General Supplies by $22,049 based on forecasted spending levels. • Decrease Other Benefits by $92,977 for the impact of reconciling positions to current salaries and position complement. • Decrease Non-Capital Equipment by $15,000 based on forecasted spending levels. • Decrease Education and Training by $31,000 based on forecasted spending levels. • Decrease Personal Services by $972 to bring vacant positions to the minimum of the range. • Decrease Other Personal Services by $14,117 based on forecasted spending levels. • Decrease Overtime by $3,907,228 for reallocating overtime to the operating function code. • Increase Vacancy Savings by $131,894 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 1.99% in FY 2016 to 3.90% in FY 2017. Sheriff Donations Fund (203) Operating • Increase Supplies and Services by $7,195 for increased donations. • Increase Miscellaneous Revenue by $7,195 for increased donations. Sheriff Officer Safety Equipment Fund (206) Non Recurring • Increase Supplies and Services by $300,000 for Officer Safety Equipment. Sheriff Grants Fund (251) Operating • Increase Grants Revenue by $439,587 for grant reconciliation. • Increase Expenditures by $633,630 for grant reconciliation. • Increase Regular Benefits by $35,680 for the impact of the changes in health/dental premium rates. • Decrease Personnel Benefits Savings by $1,110 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Decrease Regular Benefits by $30,550 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $35,771 for the impact of the changes in risk management charges. 806 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • Department Strategic Plans and Budgets Sheriff Increase Vacancy Savings by $162,292 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 11.79% in FY 2016 to 16.41% in FY 2017. Inmate Services Fund (252) Operating • Decrease Other Charges for Service Revenue by $1,653,974 for decreased phone and canteen revenue. • Increase Regular Benefits by $176,930 for the impact of the changes in health/dental premium rates. • Decrease Personnel Benefits Savings by $51,789 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $5,749 for the impact of the changes in retirement contribution rates. • Decrease Health Care Services by $109,586 based on decreased revenue. • Decrease Personal Services by $45,124 to bring vacant positions to the minimum of the range. • Increase Other Personal Services by $22,075 based on decreased revenue. • Increase Internal Service Charges by $270 for the impact of the changes in the radio charges. • Decrease Internal Service Charges by $14,268 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $5,490 for the impact of the changes in the base level telecommunication charges. • Increase Vacancy Savings by $1,643,721 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 15.53% in FY 2016 to 35.97% in FY 2017. Inmate Services Fund (252) Non Recurring • Increase Transfer Out by $6,000,000 for the Intake, Transfer and Release Project. • Increase Transfer In by $750,000 for the NICE Vision Project. Inmate Health Services Fund (254) Operating • Increase Patient Services Revenue by $69,077 for increased patient co-pays. • Increase Supplies and Services by $69,077 due to increased revenue capacity. Inmate Health Services Fund (254) Non Recurring • Increase Capital Equipment by $46,643 for a refrigerator/freezer and infirmary beds. • Increase Medical Supplies by $59,977 for scales, wheelchairs cots stryker cots and stretchers. Detention Fund (255) Operating • Increase Regular Benefits by $3,340,025 for the impact of the changes in health/dental premium rates. • Decrease Personnel Benefits Savings by $332,190 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $350,979 for the impact of the changes in retirement contribution rates. • Increase Overtime and Overtime Benefits by $2,548,051 for continued vacancies in staffing. • Decrease Personal Expenditures by $305,677 for requested change in pay rates. • Decrease Fuel by $468,130 due to reduced fuel costs. • Decrease Rent and Operating Leases by $232,747 based on forecasted spending levels. • Decrease Capital Equipment by $67,000 based on forecasted spending levels. 807 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • • • • Decrease Other Personal Services by $12,595 based on forecasted spending levels. Increase Internal Service Charges by $72,751 for the impact of the changes in the radio charges. Decrease Internal Service Charges by $269,293 for the impact of the changes in risk management charges. Increase Internal Service Charges by $181,348 for the impact of the changes in the base level telecommunication charges. Increase Vacancy Savings by $1,534,653 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 8.67% in FY 2016 to 9.64% in FY 2017. Decrease Personal Expenditures by $370,902 for the reduction of 6.0 vacant FTEs due to the implementation of video court. Decrease Revenue by $4,324,097 for various reductions in various revenue sources, namely jail per diem and phone revenue. Increase Expenditures by $3,347,706 for the indirect cost allocations of Fund 255 expenditures allocated from the General Fund. Sheriff Towing & Impound Fund (258) Operating • Increase Regular Benefits by $2,662 for the impact of the changes in health/dental premium rates. • Decrease Regular Benefits by $2,117 for the impact of the changes in retirement contribution rates. • Increase Capital-Allocation Out by $15,429 for expenditures which are not supported by ongoing revenue. • Decrease Supplies and Services by $5,802 to realign budget expenditures with trend data for FY 2016. • Increase Internal Service Charges by $9 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $80 for the impact of the changes in the base level telecommunication charges. • Decrease Vacancy Savings by $5,597 based on prior years’ actuals and FY 2016 Forecast. This results in changing the budgeted vacancy savings from 3.72% in FY 2016 to 0.00% in FY 2017. • Decrease Miscellaneous Revenue by $15,000 due to the decline in impounded vehicles and their associated revenue. Sheriff Towing & Impound Fund (258) Non Recurring • Increase Capital-Allocations In by $15,429 for the expenditures not supported by on-going revenue. 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. 808 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 99.2% FY 2016 FY 2016 REVISED FORECAST 98.6% N/A FY 2017 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 74.4% 74.0% 71.1% 70.6% (3.4%) -4.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this Program include: • Civil Process • Court Security • • Extraditions Inmate Transport Civil Process Activity The purpose of the Civil Process Activity is to provide court orders, court process documents and other court directives, license application approvals, pawn shop inspections, tax collections and seized property sales to county residents so they can receive court and judicial documents and be in compliance with statutory requirements. Mandates: 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 Output Demand Expenditure Ratio Revenue Measure Description Percent of successful court paper service attempts Court papers served Court paper service attempts (served and unserved) Number of court papers requiring service Total activity expenditure per court paper served FY 2015 ACTUAL 74.4% FY 2016 FY 2016 REVISED FORECAST 74.0% 71.1% 23,879 32,078 23,622 31,922 FY 2017 ADOPTED 70.6% 18,976 26,684 REV VS ADOPTED VAR % (3.4%) -4.6% 18,976 26,884 (4,646) (5,038) -19.7% -15.8% $ 32,701 213.16 $ 32,741 252.20 $ 30,394 295.81 $ 30,394 276.51 $ (2,347) (24.30) -7.2% -9.6% 100 - GENERAL TOTAL SOURCES $ $ 760,164 760,164 $ $ 695,000 695,000 $ $ 668,765 668,765 $ $ 561,091 561,091 $ $ (133,909) (133,909) -19.3% -19.3% 100 - GENERAL TOTAL USES $ 5,090,082 $ 5,090,082 $ 5,247,029 $ 5,247,029 $ $ 710,530 710,530 11.9% 11.9% Expenditure $ 5,957,559 $ 5,957,559 $ 5,613,218 $ 5,613,218 Activity Narrative: Beginning in FY 2016, there has been a marked decrease in court paper service requests. MCSO is researching the primary reasons for this decline in service. Notable factors impacting this activity include the number of court filings and the effect of a growing economy on civil litigation, a new computer system which changes the data collection process, the amount of papers served by Maricopa County Constables and the cost and efficiency of using private sector processors. 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. 809 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Output Demand Expenditure Ratio Expenditure Measure Description Percent of no injury incident responses at the courts Number of court arrests/removals Number of court incident responses Number of court incidents Total activity expenditure per court incident response 100 - GENERAL TOTAL USES FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 727 357 357 $ 10,812.69 840 380 380 $ 11,257.95 840 380 380 $ 11,050.64 840 380 380 $ 10,448.34 $ 3,860,129 $ 3,860,129 $ 4,278,022 $ 4,278,022 $ 4,199,243 $ 4,199,243 $ 3,970,371 $ 3,970,371 $ 809.61 0.0% 0.0% 0.0% 7.2% $ $ 307,651 307,651 7.2% 7.2% 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 2015 ACTUAL 100.0% $ $ 450 450 4,303.14 6,589 1,929,822 $ 1,936,411 FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% $ $ 400 400 5,723.05 7,260 2,281,961 $ 2,289,221 $ $ 376 376 5,585.85 3,032 2,097,248 $ 2,100,280 FY 2017 ADOPTED 100.0% $ $ 376 376 5,837.90 7,260 2,187,789 $ 2,195,049 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (24) (24) (114.84) -6.0% -6.0% -2.0% 94,172 94,172 0.0% 4.1% 4.1% 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 2017 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of court transports where there are no incidents Number of Inmates transported to court Number of court transport trips made Number of inmates required to be in court Total activity expenditure per inmate transported to court FY 2015 ACTUAL 99.2% $ 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 134,883 3,933 137,314 113.31 FY 2016 FY 2016 REVISED FORECAST 98.6% N/A $ 21,210 10,437 31,647 $ 18,908 56,199 15,208,143 $ 15,283,250 $ $ 142,203 1,920 143,909 113.57 $ 26,293 26,293 $ 20,000 30,375 16,100,016 $ 16,150,391 $ $ $ 135,130 137,609 112.36 26,293 26,293 FY 2017 ADOPTED N/A $ $ $ 129,720 137,609 122.22 20,635 236,520 257,155 REV VS ADOPTED VAR % N/A N/A $ $ $ (12,483) (1,920) (6,300) (8.64) -8.8% -100.0% -4.4% -7.6% (5,658) 236,520 230,862 -21.5% N/A 878.0% (635) 297,164 296,529 -3.2% 0.0% 1.8% 1.8% Expenditure 19,783 16,605 15,146,165 $ 15,182,553 $ 20,635 30,375 15,802,852 $ 15,853,862 $ $ Activity Narrative: In FY 2015, MCSO instituted the Jail Wagon Program which helped reduce the amount of time law enforcement staff spend booking defendants into jail. Another innovation will be introduced in FY 2017 affecting court transports—the Justice Courts will begin using video court which will eliminate transports from the jails to Maricopa County Justice Courts. Inmates will now be transferred from the jails to the Downtown Court Complex for video court proceedings. This is expected to reduce transports by 3% annually. Consequently, six detention officer positions were inactivated as a result of this technology innovation. In FY 2016, MCSO determined its manual counting process for court transport trips was too cumbersome and the data were unreliable. Therefore, there are no data available for the number of transports without incidents. This result measure will be reviewed in FY 2017. 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 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Program Results Measure Description Percent of Alpha Program Graduates 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 inmate 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 2015 ACTUAL N/A 0.0% FY 2016 FY 2016 REVISED FORECAST N/A N/A 5.2% 0.7% FY 2017 ADOPTED 39.6% 0.7% REV VS ADOPTED VAR % N/A N/A (4.5%) -85.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 47.4% 51.6% 52.9% 52.9% 1.3% 2.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 18.2% 100.0% 14.5% 100.0% 14.8% 100.0% 14.8% 99.8% 0.3% (0.2%) 2.1% -0.2% 0.9% 1.0% 1.2% 1.1% 0.1% 9.8% 99.9% 99.9% 100.0% 100.0% 0.1% 0.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this Program include: • Inmate Canteen and Optional Services • Inmate Detention Housing • Inmate Education • Inmate Intake and Release • Inmate Labor • • • • Inmate Related Mandates Inmate Skills and Training Inmate Substance Abuse Recovery Jail Intelligence and Security Inmate Canteen and Optional Services Activity The purpose of the Inmate Canteen and Optional Services Activity is to provide a sales and vending operation for convenience items, phone calls, touch-pay service, and other services such as marriage ceremonies at a cost to inmates and their visitors so they can have non-mandated inmate benefit and welfare programs. Mandates: Discretionary. A.R.S. §31-121 allows for the creation of an inmate canteen at the discretion of the Board of Supervisors and dictates that proceeds are to be deposited into a special revenue fund that supports canteen operations. 812 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 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 2015 ACTUAL 47.4% $ FY 2016 FY 2016 REVISED FORECAST 51.6% 52.9% 5,333,624 5,396,926 5,445,775 5,445,775 378,457 11,241,610 412,498 11,403,400 264,613 10,290,070 400,000 10,290,070 378,457 0.39 $ 412,498 0.40 $ 264,614 0.44 REV VS ADOPTED VAR % 1.3% 2.6% FY 2017 ADOPTED 52.9% $ 400,000 0.42 48,849 0.9% (12,498) (1,113,330) -3.0% -9.8% (12,498) (0.02) -3.0% -6.3% -15.1% 23.0% -14.2% $ 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES TOTAL SOURCES $ 11,237,970 346,338 $ 11,584,308 $ 11,203,398 300,873 $ 11,504,271 $ 10,107,983 300,873 $ 10,408,856 $ 9,506,352 369,950 $ 9,876,302 $ (1,697,046) 69,077 $ (1,627,969) 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES TOTAL USES $ 4,243,872 145,149 $ 4,389,021 $ 3,908,365 600,873 $ 4,509,238 $ 3,974,833 594,646 $ 4,569,479 $ 3,847,245 476,570 $ 4,323,815 $ Expenditure $ 61,120 124,303 185,423 1.6% 20.7% 4.1% Activity Narrative: The number of canteen package orders significantly decreased in FY 2016 due MCSO changing the limit on the number of canteen purchases made by inmates from weekly to biweekly orders. This policy change was reversed in late FY 2016 and orders have begun to return to previous levels. However, a decrease in the average daily jail population in FY 2016 is expected to continue into FY 2017 which would lead to further declines in revenue. Revenue received from inmate phone calls is the second largest revenue source for this activity. A recent policy change instituted by the Federal Communications Commission (FCC) on pricing limits by jail operators is expected to further reduce revenue by $600,000. 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. 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 2015 ACTUAL 100.0% $ FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 99.8% REV VS ADOPTED VAR % (0.2%) -0.2% 9,213,707 3,435,389 3,011,256 9,376,904 3,333,000 3,074,080 9,382,685 4,946,911 2,908,190 9,235,624 4,000,000 2,895,180 (141,280) 667,000 (178,900) -1.5% 20.0% -5.8% 8,106 8,118 7,932 7,932 (186) -2.3% (2.58) -7.1% (4,593,620) $(4,593,620) 34.73 $ 36.35 $ 37.79 $ 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL SOURCES 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES 38.94 $ $ 1,400,010 27,868,746 $ 29,268,756 $ 1,482,444 30,469,852 $ 31,952,296 $ 1,482,444 26,465,716 $ 27,948,160 $ 1,482,444 25,876,232 $ 27,358,676 $ 0.0% -15.1% -14.4% $ $ $ $ $ 32.2% 46.9% -2.5% -0.9% Expenditure 475,551 1,086,151 103,021,722 $104,583,424 2,443,763 1,955,654 107,349,703 $111,749,120 813 2,066,389 1,979,464 105,864,304 $109,910,157 1,657,265 1,038,330 110,032,168 $112,727,763 786,498 917,324 (2,682,465) $ (978,643) Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The decline in the jail population has decreased demand and output measures for this activity. An exception to this is the increase in pounds of items laundered. The long winter in FY 2016 increased bedding utilized by inmates, therefore increasing laundry considerably as compared to FY 2015. Base Adjustments: Sheriff Jail Enhancement Fund (214) Non Recurring • Increase Building and Improvements by $450,000 for dayroom dividers to comply with the Graves v. Arpaio court order. 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. Measure Type Result Output Output Demand Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of adult inmate participants who 0.0% 5.2% 0.7% 0.7% (4.5%) -85.6% receive GEDs Number of adult inmates that participate in 1,066 1,000 803 803 (197) -19.7% GED classes Number of adult inmates that obtain a GED 72 6 6 (66) -91.7% degree Number of inmates for which education 1,310 1,200 1,093 1,093 (107) -8.9% classes are mandated Number of qualifying inmates participating in 515 500 425 425 (75) -15.0% mandatory special education classes Total activity expenditure per inmate education $ 1,529.48 $ 2,039.47 $ 1,542.51 $ 1,514.50 $ 524.97 25.7% participant 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 288,625 288,625 $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES TOTAL USES $ 324,420 324,420 $ $ 214,816 1,424,791 $ 1,639,607 $ 285,884 285,884 $ $ 382,448 1,860,965 $ 2,243,413 $ 785,940 785,940 $ $ 461,520 461,520 142.3% 142.3% 182,670 5,217 1,422,498 $ 1,610,385 $ 724,240 865,985 $ 1,590,225 $ (341,792) 994,980 653,188 -89.4% N/A 53.5% 29.1% Expenditure $ Activity Narrative: The average length of stay of an inmate in Maricopa County Jail is less than 30 days. This creates a natural time barrier for preparation and successful completion of a GED test. The number of individuals participating in GED classes has also decreased. 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. 814 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Result Output 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 bookings Number of releases 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. 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES FY 2015 ACTUAL 99.9% FY 2016 FY 2016 REVISED FORECAST 99.9% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.1% 0.1% 100.0% 101,809 101,711 34 203,486 100.0% 107,269 107,019 16 214,288 100.0% 104,549 104,725 32 207,067 100.0% 103,242 104,725 32 207,058 0.0% (4,027) (2,294) 16 (7,230) 0.0% -3.8% -2.1% 100.0% -3.4% N/A 178,576 101,711 102.12 $ 107,269 107,269 107,019 103.39 96,794 103,210 103,848 106.63 103,242 103,210 103,848 100.09 (4,027) (4,059) (3,171) 3.29 -3.8% -3.8% -3.0% 3.2% 145,902 31,802 177,704 $ 284,137 20,000 304,137 $ 7,772 15,233 23,005 2.7% 76.2% 7.6% 234,663 32,267 20,512,551 $ 20,779,481 $ 291,759 38,680 21,824,054 $ 22,154,493 $ $ $ $ $ $ $ 426,088 33,096 459,184 $ 343,021 23,512 21,713,008 $ 22,079,541 $ $ $ 291,909 35,233 327,142 $ 297,280 38,680 20,388,992 $ 20,724,952 $ $ $ Expenditure 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ (5,521) 1,435,062 $ 1,429,541 -1.9% 0.0% 6.6% 6.5% Activity Narrative: Correctional Health Services streamlined their pre-booking health screening process in FY 2015 to improve identification of individuals needing immediate or extraordinary medical treatment. As a result, this has increased the number of individuals refused at booking so they can be provided proper medical treatment. 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 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2015 ACTUAL 100.0% 598,127 1,004,073 FY 2017 ADOPTED 100.0% 553,270 1,005,622 648,613 953,857 REV VS ADOPTED % VAR 0.0% 0.0% 553,270 1,005,622 (95,343) 51,765 -14.7% 5.4% $ 0.69 $ 0.64 $ 0.77 $ 0.81 $ (0.17) -26.6% $ 250 411,623 411,873 $ 415,522 415,522 $ 424,228 424,228 $ 448,722 448,722 $ (33,200) (33,200) N/A -8.0% -8.0% $ $ $ $ $ Activity Narrative: Interest by inmates participating in inmate labor activities continues to outpace the opportunities available for this to occur. The total cost for this activity by inmate service-hour-of-work is expected to be $.81 in FY 2017. 815 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Inmate Related Mandates Activity The purpose of the Inmate Related Mandates Activity is to provide mandated services including religious services, grievance hearings, legal materials, library services, and mail to inmates so they can receive items and services mandated to them by law. Mandates: Mandated. This Activity supports the overall mandate of the Custody Management Program. Measure Type Result Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of inmate grievances heard Number of inmates who receive mandated Number of inmate grievances reviewed Number of inmates Number of inmate grievances filed Total activity expenditure per inmate for mandated services FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 18.2% 14.5% 14.8% 14.8% 0.3% 2.1% 7,973 8,118 7,932 7,932 (186) -2.3% 16,106 16,500 18,116 18,116 1,616 9.8% 7,973 8,118 7,932 7,932 (186) -2.3% 16,106 16,500 18,116 18,116 1,616 9.8% $ 2,101.32 $ 2,276.86 $ 2,433.99 $ 2,406.19 $ (129.33) -5.7% 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ 235 235 $ 72,143 816,450 194,850 15,669,323 $ 16,752,766 $ $ 221,735 221,735 $ 209,585 6,797 671,252 17,595,896 $ 18,483,530 $ $ 139,723 139,723 $ 129,528 10,058 786,613 6,227 18,373,995 $ 19,306,421 $ $ 209,585 209,585 $ 209,585 6,797 574,916 18,294,596 $ 19,085,894 $ $ $ (12,150) (12,150) -5.5% N/A -5.5% 96,336 (698,700) (602,364) 0.0% 0.0% 14.4% N/A -4.0% -3.3% Expenditure 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ 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 Output Demand Expenditure Ratio Revenue Measure Description Percent of inmate participants that complete skills or training course requirements Number of Inmate Skills Training Participants Number of participants who complete skills or training course requirements Number of inmates eligible for skills training programs Total activity expenditure per skills training program participant FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 9,911 9,911 9,700 9,700 9,424 9,424 9,424 9,424 (276) (276) -2.8% -2.8% 9,911 9,700 9,424 9,424 (276) -2.8% $ 185.49 $ 177.21 $ 178.34 $ 157.54 $ 19.67 11.1% 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 252 - INMATE SERVICES TOTAL SOURCES $ 10,801 50,814 181 61,796 $ 26,774 26,774 $ 12,150 61,680 73,830 $ 33,969 33,969 $ 7,195 7,195 N/A 26.9% N/A 26.9% 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES TOTAL USES $ 22,951 83,582 7,949 1,723,913 $ 1,838,395 $ 26,774 1,690 1,690,508 $ 1,718,972 $ 61,680 710 1,618,257 $ 1,680,647 $ $ $ $ $ $ Expenditure 816 33,969 1,690 1,449,004 $ 1,484,663 $ $ (7,195) 241,504 234,309 N/A -26.9% 0.0% 14.3% 13.6% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Output Output Demand Expenditure Ratio Revenue Measure Description Percent of Alpha Program Graduates Number of Alpha program participants Number of inmates that complete the Alpha program and graduate Number of qualifying Alpha participants Total activity expenditure per Alpha program participant FY 2015 ACTUAL N/A 549 276 $ FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A 244 244 N/A 2,308.20 1,548 N/A 13,619 13,619 $ 21,930 71,563 1,168,000 5,708 $ 1,267,201 $ 251 - SHERIFF GRANTS 252 - INMATE SERVICES TOTAL SOURCES $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ $ 60,000 60,000 $ $ REV VS ADOPTED VAR % N/A N/A N/A N/A 0.0% - FY 2017 ADOPTED 39.6% 616 244 (932) N/A 616 N/A $ 616 2,229.34 $ 62,519 90,000 152,519 $ 61,421 6,759 1,302,466 2,626 $ 1,373,272 $ 46,055 46,055 $ $ -60.2% N/A 2,519 90,000 92,519 4.2% N/A 154.2% (1,421) 174,341 22,134 195,054 -2.4% 0.0% 11.8% 89.4% 12.4% Expenditure 60,000 6,759 1,476,807 24,760 $ 1,568,326 56,292 6,608 1,324,771 9,735 $ 1,397,406 $ $ $ Activity Narrative: The measures for this activity are new for FY 2017 and reliable data for analysis were not available in FY 2016. 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. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of Jail intelligence items forwarded to law enforcement for action Number Jail intelligence items processed (reviewed/analyzed) Number of threats detected/identified Number of jail intelligence items/requests Total activity expenditure per jail intelligence item processed FY 2016 FY 2016 FORECAST REVISED 1.2% 1.0% FY 2015 ACTUAL 0.9% FY 2017 ADOPTED 1.1% REV VS ADOPTED % VAR 0.1% 9.8% 110,317 115,000 94,912 94,912 (20,088) -17.5% $ 193 110,317 22.31 $ 200 115,000 24.75 $ 265 94,912 27.21 $ 265 94,912 31.13 $ 65 (20,088) (6.39) 32.5% -17.5% -25.8% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 95,606 95,606 $ $ 102,465 102,465 $ $ 76,750 76,750 $ $ 104,000 104,000 $ $ 1,535 1,535 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 88,572 40,924 2,332,038 $ 2,461,534 $ 101,312 14,197 2,730,191 $ 2,845,700 $ 66,081 16,233 2,500,624 $ 2,582,938 $ 104,000 14,197 2,836,547 $ 2,954,744 $ 1.5% 1.5% Expenditure $ (2,688) (106,356) (109,044) -2.7% 0.0% -3.9% -3.8% Activity Narrative: The reduction in jail intelligence items to be processed is based on the forecasted level of items reviewed/analyzed. The current economic and social trends may necessitate an increase in the number of jail items processed. 817 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff 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 service requests completed Percent of academy participants that graduate FY 2015 ACTUAL 59.7% FY 2016 FY 2016 REVISED FORECAST 58.7% 52.8% N/A N/A N/A N/A N/A N/A 99.7% 74.8% N/A N/A N/A N/A Percent of respondents that agree they are more knowledgeable of MCSO after participating in an event Percent of respondents that agree the Sheriff's Office is fulfilling its stated mission Percent of requests to produce/furnish evidentiary items in storage met Percent of fixed wing flight mission requests met for extraditions Percent of internal affairs cases completed within required timeframes N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 95.0% N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 99.0% 100.0% 0.0% 0.0% N/A N/A N/A N/A N/A N/A Activities that comprise this Program include: • Aviation • Employee Professional Standards • Information and Communications Technology • Mandated Enforcement and Detention Training • • • FY 2017 ADOPTED 59.4% REV VS ADOPTED VAR % 0.7% 1.1% 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. 818 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Output Output Output Demand Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of fixed wing flight mission requests met for extraditions Number of prisoner transport missions flown Number of aviation missions flown Number of prisoners returned Number of fixed wing missions flown Number of helicopter missions flown Number of requests for prisoner transports (Aviation extradition missions) Number of flight missions requested Number of helicopter missions requested Number of fixed wing missions requested Total activity expenditure per aviation mission flown FY 2015 ACTUAL 100.0% $ FY 2016 FY 2016 REVISED FORECAST 100.0% 99.0% 103 1,203 152 103 1,100 152 120 1,418 120 100 1,312 120 103 1,341 115 104 1,276 104 1,368 1,179 N/A 3,164.96 $ 1,230 972 N/A 1,906.04 $ 776 1,342 N/A 2,049.60 $ 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT TOTAL USES $ 3,807,047 396 $ 3,807,443 - $ $ - $ $ 75,000 75,000 REV VS ADOPTED VAR % 0.0% 0.0% FY 2017 ADOPTED 100.0% 104 1,380 115 104 1,276 104 (16) (38) (5) 4 (36) (16) -13.3% -2.7% -4.2% 4.0% -2.7% -13.3% 1,563 1,447 116 1,963.55 $ 333 475 N/A (57.51) 27.1% 48.9% N/A -3.0% - $ $ $ 2,708,788 912 $ 2,709,700 $ $ $ - N/A N/A Expenditure $ 2,701,847 912 $ 2,702,759 $ 2,747,757 543 210 $ 2,748,510 $ (6,941) (6,941) -0.3% 0.0% N/A -0.3% Activity Narrative: MCSO has been able to grant nearly all requests for prisoner transport missions in FY 2016. There is still a high demand for fixed wing and helicopter missions which are not able to be granted due to prioritization of resources. Employee Professional Standards Activity The purpose of the Employee Professional Standards Activity is to provide internal affairs investigations, background investigations, polygraph examinations, and applicant pre-screenings to the Maricopa County Sheriff’s Office so they can hire and retain qualified employees who meet and maintain Sheriff's Office standards. Mandates: Administrative mandate. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of internal affairs cases completed within required timeframes Number of internal affairs cases completed Number of internal affairs cases initiated Activity Cost per internal affairs case completed 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A $ 5,248,500 100 120 $ 5,248,720 $ 4,736,312 3,266 $ 4,739,578 N/A N/A N/A $ $ 5,073,538 1,362 $ 5,074,900 REV VS ADOPTED VAR % N/A N/A FY 2017 ADOPTED N/A 686 1,104 7,212.56 $ 4,944,547 3,266 $ 4,947,813 $ $ N/A N/A N/A N/A N/A N/A (208,235) (208,235) -4.4% 0.0% N/A N/A -4.4% Activity Narrative: The measures for this activity are new for FY 2017; therefore historical comparison data is not available. 819 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Output Output Demand Expenditure Ratio Revenue FY 2016 FY 2017 FY 2016 ADOPTED FORECAST REVISED N/A 99.7% N/A 8,119 N/A N/A 25,843 N/A N/A 25,923 N/A N/A 8,119 N/A N/A 75.95 N/A $ N/A FY 2015 ACTUAL N/A N/A N/A N/A N/A N/A Measure Description Percent of service requests completed Number of devices supported Number of service requests completed Number of work orders opened Number of MCSO active devices Activity cost per device supported 100 - GENERAL TOTAL SOURCES $ $ 171,368 171,368 100 - GENERAL 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 2,787,032 6,891 201,094 228,409 $ 3,223,426 $ $ 173,344 173,344 $ $ 174,497 174,497 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 289,505 289,505 $ $ 116,161 116,161 $ 2,188,184 135,706 142,775 $ 2,466,665 $ 30,550 26,132 (114,355) (57,673) $ $ 67.0% 67.0% Expenditure $ 2,218,734 161,838 28,420 $ 2,408,992 $ 1,953,597 185,857 4,505 $ 2,143,959 $ 1.4% N/A 16.1% -402.4% -2.4% Activity Narrative: The measures for this activity are new for FY 2017; therefore historical comparison data is not available. 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. 820 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Output Output Output Output Demand Demand Demand Expenditure Ratio Revenue Department Strategic Plans and Budgets Sheriff Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of academy participants that graduate N/A N/A N/A 74.8% N/A N/A 2,757 2,757 2,765 8 0.3% 2,784 Number enforcement and detention personnel whose annual training and proficiency requirements were evaluated Number of detention academy attendees that 212 184 184 212 28 15.2% graduate Number of law enforcement academy attendees that 58 40 40 40 0.0% graduate N/A N/A N/A 282 N/A N/A Number of detention academy participants Number of law enforcement academy participants N/A N/A N/A 50 N/A N/A N/A N/A 337 N/A N/A Total Number of academy participants (detention N/A and sworn) Number of MCSO personnel who are required to 2,780 2,757 2,770 2,765 8 0.3% meet mandated proficiency standards Number of detention officer candidates who enter 239 287 287 287 0.0% detention academies Number of law enforcement deputy candidates who 47 65 65 50 (15) -23.1% enter sworn academies Total activity expenditure per certified enforcement $ 2,371.18 $ 2,325.80 $ 2,315.23 $ 2,216.52 $ 109.27 4.7% 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 $ 3,856,215 7,195 312 308,765 2,428,881 $ 6,601,368 $ 7,258 20,736 27,994 $ $ 20,000 20,000 $ $ 2,166 25,000 27,166 $ 1,500 25,000 26,500 $ $ 3,761,144 25,000 5,970 111,734 2,224,831 $ 6,128,679 $ $ $ 1,500 5,000 6,500 N/A 25.0% 32.5% 217,479 66,059 283,538 5.5% 0.0% 0.0% 0.0% 2.9% 4.4% Expenditure $ 3,978,623 25,000 5,970 111,734 2,290,890 $ 6,412,217 $ 3,974,219 16,733 4,381 68,339 2,319,421 $ 6,383,093 $ Activity Narrative: In FY 2017, the high demand for the number of law enforcement deputy candidates who enter sworn academies and the number of detention officer candidates who enter detention academies are expected to persist as staff retention continues to be an issue for these positions. 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. 821 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 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 22,681 25,152 13,198 13,198 (11,954) -47.5% destroyed, disposed of and/or released Number of evidentiary item safekeeping 89,685 95,692 77,238 77,238 (18,454) -19.3% transactions completed Number of evidentiary items requests filled 30,433 33,568 25,124 25,124 (8,444) -25.2% Number of new items received for 36,571 36,972 37,944 37,944 972 2.6% safekeeping (sworn and detention) Number of requests for evidentiary items to be 30,433 33,568 25,124 25,124 (8,444) -25.2% produced/furnished Number of mandated towed vehicle impounds 1,323 1,232 1,785 1,785 553 44.9% received Total activity expenditure per evidentiary item $ 13.07 $ 15.82 $ 20.82 $ 16.77 $ (0.95) -6.0% safekeeping transaction completed 100 - GENERAL 258 - SHERIFF TOWING AND IMPOUND TOTAL SOURCES $ 808 158,750 159,558 100 - GENERAL 212 - SHERIFF RICO 258 - SHERIFF TOWING AND IMPOUND TOTAL USES $ 1,013,659 158,503 $ 1,172,162 $ 226,100 226,100 $ $ $ $ 85,428 211,100 296,528 $ $ 211,100 211,100 $ $ (15,000) (15,000) N/A -6.6% -6.6% 213,274 5,246 218,520 16.6% 0.0% 2.4% 14.4% Expenditure $ 1,286,467 3,950 223,096 $ 1,513,513 $ 1,381,612 1,647 224,850 $ 1,608,109 $ 1,073,193 3,950 217,850 $ 1,294,993 $ $ Activity Narrative: The increase in output in FY 2015 is due to a backlog of items to be recorded and destroyed, disposed of and/or released in property and evidence. Conversely, in FY 2016, the number of evidentiary items to be destroyed, disposed of and/or released decreased significantly as a result of the court monitor placing restrictions on destruction procedures for MCSO. A large portion of this work was completed through FY 2016 and the figures for FY 2017 represent the normal demand for evidentiary processing. 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. 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 2015 ACTUAL 59.7% FY 2016 FY 2016 REVISED FORECAST 58.7% 52.8% 816 811 REV VS ADOPTED VAR % 0.7% 1.1% FY 2017 ADOPTED 59.4% 838 839 28 3.5% $ 813 452.99 $ 808 438.36 $ 829 408.81 $ 830 393.81 $ 22 44.55 2.7% 10.2% $ $ 369,416 369,416 $ $ 355,507 355,507 $ $ 342,687 342,687 $ $ 330,406 330,406 $ $ 25,101 25,101 7.1% 7.1% 822 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff 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 Result Output Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of respondents that agree they are more knowledgeable of MCSO after participating in an event Percent of respondents that agree the Sheriff's Office is fulfilling its stated mission Number of Community Outreach events Number of Community Comments surveys reviewed Number of respondents that agree they are more knowledgeable about Sheriff's Office programs Number of respondents that agree the Sheriff's Office is fulfilling its stated mission Number of Community Outreach Events Anticipated Activity Cost per Outreach event reported 100 - GENERAL TOTAL USES FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 95.0% N/A N/A 180 N/A N/A N/A N/A N/A 730 N/A N/A 1,430 400 400 N/A N/A N/A N/A N/A N/A N/A N/A N/A 380 N/A N/A $ N/A 1,414.97 N/A N/A N/A N/A $ 1,430 215.54 N/A N/A N/A N/A $ $ 254,695 254,695 (3,995) (3,995) -1.3% -1.3% $ $ 304,227 304,227 $ $ 303,190 303,190 $ $ 308,222 308,222 $ $ Activity Narrative: The measures for this activity are new for FY 2017; therefore, historical comparison data is not available. Enforcement Program The purpose of the Enforcement Program is to provide law enforcement response relative to crime, criminal activity, and events that disrupt order and threaten public safety so the public feels safe and secure in the community. Mandates: The purpose of the Enforcement Program is to support the overall mandate of the Sheriff’s Office under A.R.S. §11-441. Also, A.R.S. §41-4258 establishes that the Sheriff’s Office is responsible for coordinating, developing, and implementing homeland security strategies. Program Results Measure Description Percent of level 1 priority calls dispatched under threshold Percent of days MCSO is prepared to respond Percent of 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 2015 ACTUAL 90.8% FY 2016 FY 2016 REVISED FORECAST 94.9% 90.7% FY 2017 ADOPTED 90.7% REV VS ADOPTED VAR % (4.2%) -4.5% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 20.0% 44.7% 20.4% 51.6% 21.1% 50.9% 21.1% 50.8% 0.7% (0.8%) 3.5% -1.6% 100.0% 98.1% 100.0% 98.0% 100.0% 96.3% 100.0% 96.3% 0.0% (1.7%) 0.0% -1.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 823 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 FY 2016 FY 2016 FY 2017 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 Number of days in the year MCSO is prepared 365 365 365 365 0.0% to respond Number of days in the year 365 365 365 365 0.0% Total activity (DSTR) expenditure per day $ 6,955.87 $ 6,374.37 $ 8,413.37 $ 7,648.55 $ (1,274.17) -20.0% 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL SOURCES $ 646,490 3,626 650,116 $ 1,183,137 $ 1,183,137 $ 1,033,308 $ 1,033,308 $ 905,777 905,777 $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL USES $ 1,496,570 1,042,321 $ 2,538,891 $ 1,805,506 521,140 $ 2,326,646 $ 2,037,573 1,033,308 $ 3,070,881 $ 1,885,942 905,777 $ 2,791,719 $ $ $ $ (277,360) (277,360) -23.4% N/A -23.4% (80,436) (384,637) (465,073) -4.5% -73.8% -20.0% Expenditure $ 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. 824 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Output Output Demand Expenditure Ratio Revenue Department Strategic Plans and Budgets Sheriff Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of level 1 priority calls dispatched under 90.8% 94.9% 90.7% 90.7% (4.2%) -4.5% threshold Number of Police Service Communications 270,147 290,000 305,644 305,644 15,644 5.4% Number of Priority 1 calls dispatched 2,568 3,000 2,924 2,924 (76) -2.5% 309,155 280,000 299,171 299,168 19,168 6.8% Total average Number of incoming switchboard and complaint calls handled N/A N/A N/A 2,652 N/A N/A Number of priority 1 calls for service dispatched under threshold 270,147 290,000 305,644 305,644 15,644 5.4% Number of Incoming police service communications Total activity expenditure per Police Service call $ 14.00 $ 13.97 $ 12.72 $ 13.42 $ 0.55 3.9% dispatched 100 - GENERAL TOTAL SOURCES $ $ 273,215 273,215 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 2,193,186 1,587,684 $ 3,780,870 $ $ 423,522 423,522 $ $ 432,586 432,586 $ $ 647,629 647,629 $ $ 224,107 224,107 52.9% 52.9% $ 2,507,783 1,592,873 $ 4,100,656 $ (177,006) 126,457 (50,549) -7.6% 7.4% -1.2% Expenditure $ 2,330,777 1,719,330 $ 4,050,107 $ 2,169,423 1,719,330 $ 3,888,753 $ 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 through 2016 and remain stable in FY 2017. The total average number of incoming switchboard and complaint calls handles is expected to decrease slightly in FY 2016 and 2017. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $126,457 for the allocations of dispatch to the General Fund. Detention Fund (255) Operating • Decrease Expenditures by $126,457 for the allocations of dispatch to the Detention Fund. 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. 825 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of Patrol Districts that benefit from posse assistance Number of animals seized Number of Posse volunteer hours reported Number of Patrol Districts that benefitted from posse volunteer service 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 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 14.42 $ 16.62 $ 12.92 $ 13.60 $ 3.02 18.2% 206 - OFFICER SAFETY EQUIPMENT TOTAL SOURCES $ $ 137,480 137,480 $ $ 52,000 52,000 $ $ 52,000 52,000 $ $ 52,000 52,000 $ $ - 0.0% 0.0% 100 - GENERAL 206 - OFFICER SAFETY EQUIPMENT 212 - SHERIFF RICO TOTAL USES $ 3,416,124 25,444 $ 3,441,568 $ 2,525,262 352,000 49,319 $ 2,926,581 $ 490 238,674 28 200 200,000 28 169 215,204 28 167 215,204 28 (33) 15,204 - -16.5% 7.6% 0.0% 1,524 992 28 300 1,000 28 239 952 28 291 952 28 (9) (48) - -3.0% -4.8% 0.0% Expenditure $ 3,222,465 52,000 49,823 $ 3,324,288 $ 2,746,247 34,362 $ 2,780,609 $ 697,203 (300,000) 504 397,707 21.6% -576.9% 1.0% 12.0% 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 2015 ACTUAL 20.0% FY 2016 FY 2016 REVISED FORECAST 20.4% 21.1% $ 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL SOURCES $ 3,790,915 966,775 $ 4,757,690 $ 4,105,184 1,750,000 $ 5,855,184 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT TOTAL USES $ 19,296,103 4,002,168 901,347 $ 24,199,618 $ 20,067,917 4,076,063 1,579,423 $ 25,723,403 11,772 13,138 2,055.69 11,727 12,227 $ 2,193.52 FY 2017 ADOPTED 21.1% 12,580 15,678 $ 2,056.26 REV VS ADOPTED VAR % 0.7% 3.5% 12,580 15,678 $ 853 3,451 7.3% 28.2% 2,067.11 $ 126.41 5.8% $ 3,496,977 1,750,000 $ 5,246,977 $ 4,226,836 1,750,000 $ 5,976,836 $ 121,652 121,652 3.0% 0.0% 2.1% $ 20,398,888 3,813,409 1,652,960 2,479 $ 25,867,736 $ 20,219,257 4,204,889 1,580,095 $ 26,004,241 $ (151,340) (128,826) (672) (280,838) -0.8% -3.2% -0.0% N/A -1.1% $ Expenditure $ Activity Narrative: MCSO is incrementally improving the percentage of cases cleared by arrest and the total activity expenditure per case cleared. They have been able to take on more cases (7.3%) while only increasing the budget for this activity by 1.1%. 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. 826 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Output 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 Priority 1 calls responded to Part 1 (Violent) Crimes Reported Number of on-view (deputy viewed) incident responses Number Radio calls for service dispatched to patrol (Number of incidents) Total activity expenditure per call for service response FY 2016 FY 2016 FORECAST REVISED 51.6% 50.9% FY 2015 ACTUAL 44.7% $ FY 2017 ADOPTED 50.8% REV VS ADOPTED % VAR (0.8%) -1.6% 202,604 210,000 219,548 219,548 9,548 4.5% 2,944 7,289 103,704 2,472 6,968 110,000 3,124 6,968 128,498 3,124 7,295 128,500 652 327 18,500 26.4% 4.7% 16.8% 202,604 210,000 219,548 219,548 9,548 4.5% 17.44 6.6% 243.97 $ 262.74 $ 242.51 $ 245.29 $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 11,947,580 1,475,380 $ 13,422,960 $ 13,482,383 1,268,942 $ 14,751,325 $ 14,056,001 1,040,421 $ 15,096,422 $ 13,936,183 992,371 $ 14,928,554 $ 100 - GENERAL 251 - SHERIFF GRANTS 206 - OFFICER SAFETY EQUIPMENT 212 - SHERIFF RICO TOTAL USES $ 48,790,610 633,355 5,497 $ 49,429,462 $ 53,207,415 1,900,054 67,111 $ 55,174,580 $ 51,586,010 1,615,909 10,777 29,590 $ 53,242,286 $ 52,793,937 992,371 67,111 $ 53,853,419 $ $ 453,800 (276,571) 177,229 3.4% -21.8% 1.2% Expenditure 413,478 907,683 $ 1,321,161 0.8% 47.8% N/A 0.0% 2.4% Activity Narrative: In FY 2016, MCSO is responding to increased calls for service (volume) while increasing the percentage of priority 1 calls they respond to in five minutes or less (timeliness). Notably, Maricopa County is one of the larger counties in the nation in terms of square miles. Expenditures are increasing in FY 2017 primarily in overtime and overtime benefits to support continued county-wide service. Innovations such as the jail wagon program and a streamlined booking health assessment process have assisted in maintaining expenditures per service call under $250. 827 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Search and Rescue Activity The purpose of the Search and Rescue Activity is to provide search or rescue missions to persons who are lost, injured or in distress primarily in Maricopa County so they can be aided and taken to safety or recovered. Mandates: Mandated. This Activity supports the overall mandate of the Enforcement Program. Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of missions resulting in rescue 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 48 60 54 54 (6) -10.0% Number Search and rescue missions Number Search and rescue incidents reported 48 60 54 54 (6) -10.0% Total activity expenditure per search and $ 106,330.10 $ 4,639.53 $ 3,968.81 $ 3,206.67 $ 1,432.87 30.9% rescue mission undertaken 100 - GENERAL TOTAL SOURCES $ $ - $ $ - $ $ 1,371 1,371 $ $ - $ $ - N/A N/A 100 - GENERAL TOTAL USES $ 5,103,845 $ 5,103,845 $ $ 278,372 278,372 $ $ 214,316 214,316 $ $ 173,160 173,160 $ $ 105,212 105,212 37.8% 37.8% Expenditure 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. Measure Type Result Output Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of No-Injury Specialized Weapons and Tactics Division Responses/Assists (officers or civilians) Number of Specialized Weapons and Tactics (SWAT) Division Incident Responses and/or Assists Number of K-9 Sniffs (K-9 Calls for Service) Number of Chemical, biological, radioactive, nuclear explosive and explosive ordnance responses Number of Calls for Service and/or Incidents Requiring Specialized Weapons and Tactics (SWAT) Number of Chemical, biological, radioactive, nuclear explosive and explosive ordnance reported incidents Total activity expenditure per SWAT Division incident response or assist 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES FY 2015 ACTUAL 100.0% FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 163 252 273 273 2,223 132 2,900 68 3,185 58 3,185 58 163 252 273 273 21 141 68 58 58 (10) $ 22,256.36 $ 16,265.47 $ 15,114.81 $ 15,258.63 $ $ 3,345,098 1,117 281,571 $ 3,627,786 $ 3,815,490 22,807 260,601 $ 4,098,898 $ 3,834,497 9,507 7,542 274,798 $ 4,126,344 $ 3,865,957 22,807 276,843 $ 4,165,607 $ 828 21 285 (10) $ 1,006.83 (50,467) (16,242) (66,709) 8.3% 9.8% -14.7% 8.3% -14.7% 6.2% -1.3% 0.0% N/A -6.2% -1.6% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: In FY 2016, the SWAT unit has been able to respond to an increase in assistance requests of 67% as compared to FY 2015, within nearly the same budget appropriation, while maintaining a 100% no-injury rate. The higher number of service demands are expected to continue in FY 2017. 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 FY 2017 Measure FY 2015 FY 2016 FY 2016 REV VS ADOPTED VAR % FORECAST ADOPTED REVISED Description ACTUAL -1.7% 98.1% 98.0% 96.3% 96.3% (1.7%) Percent of Warrant Confirmations and Orders of Protection completed 1.9% 64,696 1,180 62,313 63,516 Number of warrant confirmations and orders of 63,425 protection completed (processed) 1.6% 96 6,016 6,016 5,920 Number of sex offender registration actions 5,840 completed -14.4% (6,207) 36,805 43,012 48,958 41,962 Number of warrant confirmations completed -0.2% (144) 64,696 64,696 Number of warrants and orders of protection 64,641 64,840 received 1.6% 96 6,016 6,016 Number of sex offender registration actions 5,920 5,840 submitted by registrants to process 0.0% 148,500 148,500 148,500 146,303 Number of criminal records requests 0.2% 0.07 28.18 $ 28.14 $ 28.25 $ Total activity expenditure per warrant $ 28.83 $ confirmation and orders of protection action completed Revenue 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL SOURCES $ 100 - GENERAL TOTAL USES $ 1,828,736 $ 1,828,736 $ 33,724 33,724 $ $ 35,000 35,000 $ $ 39,850 39,850 $ 37,770 37,770 $ 1,823,191 $ 1,823,191 $ $ (35,000) 37,770 2,770 -100.0% N/A 7.9% $ $ (28,954) (28,954) -1.6% -1.6% $ Expenditure $ 1,794,237 $ 1,794,237 829 $ 1,753,210 $ 1,753,210 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Base Adjustments MCSO Exp Adjust for Overtime 15,191,036 $ 3,840,794 $ 3,840,794 - $ 102,690,114 $ 15,191,036 $ (3,840,794) $ (3,840,794) - $ 98,849,320 $ 15,191,036 $ (167,986) $ 1,456,191 10,818 (1,634,995) 3,983,431 $ (1,466,940) - C-50-16-090-M-00 Agenda Item: C-50-16-090-M-00 FY 2017 Baseline Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Overtime and Overtime Benefits Decrease Education and Training Decrease Vacant Positions to the Minimum of the Range Net Change to Other Supplies and Services Reduce Benefits for PSDROP Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Fund or Function Shifts Reallocate Overtime from Melendres Operating Personnel Savings Decrease Vacancy Savings from 6.68% to 5.17% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation of Sheriff General and Detention Funds Increase Indirect Cost Allocation Out Decrease Dispatch Cost Allocation Out 98,849,320 $ Agenda Item: FY 2016 Revised Budget Adjustments: Base Adjustments MCSO Exp Adjust for Overtime $ Agenda Item: $ $ 633,775 (249,994) (205,628) (22,023) (1,623,070) $ 3,907,228 $ 1,758,596 $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount - 1,758,596 - - $ (3,221,249) $ (3,221,249) 244,872 244,872 - 99,443,516 $ 0.6% 15,435,908 1.6% (3,347,706) 126,457 $ 830 16,353 (193,214) (38,592) 3,907,228 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) MCSO Judgement Order Expenditures Revenue MCSO JUDGMENT ORDER OPERATING FY 2016 Adopted Budget Adjustments: Base Adjustments MCSO Exp Adjust for Overtime - $ (3,840,794) $ (3,840,794) - $ 10,670,053 $ - $ 3,840,794 $ 3,840,794 - $ 14,510,847 $ - $ (55,729) $ 99,162 1,417 (156,308) (4,215,237) $ (176,115) - (3,907,228) - (131,894) - 10,239,881 $ -29.4% - C-50-16-090-M-00 Agenda Item: C-50-16-090-M-00 FY 2017 Baseline Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease General Supplies Decrease Other Benefits Decrease Non Capital Equipment Decrease Education and Training Decrease Vacant Positions to the Minimum of the Range Net Change in Other Personnel Personnel Fund or Function Shifts Reallocate Overtime to General Fund Operating Personnel Savings Increase Vacancy Savings from 1.99% to 3.90% 14,510,847 $ Agenda Item: FY 2016 Revised Budget Adjustments: Base Adjustments MCSO Exp Adjust for Overtime $ Agenda Item: $ $ (22,049) (92,977) (15,000) (31,000) (972) (14,117) $ (3,907,228) $ (131,894) FY 2017 Adopted Budget Percent Change from Baseline Amount $ Sheriff Donations Fund (203) Revenue Expenditures OPERATING FY 2016 Adopted Budget $ 26,774 $ 26,774 FY 2016 Revised Budget $ 26,774 $ 26,774 FY 2017 Baseline Budget $ 26,774 $ 26,774 $ 7,195 $ 7,195 - $ - $ - 7,195 7,195 $ 33,969 $ 26.9% 33,969 26.9% Adjustments: Base Adjustments Other Base Adjustments Increase Supplies and Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 831 7,195 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Donations Fund (203) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 155,410 $ 78,511 $ 78,511 $ 123,303 $ 123,303 Sources: Operating Total Sources: $ $ 51,471 51,471 $ $ 26,774 26,774 $ $ 26,774 26,774 $ $ 61,680 61,680 $ $ 33,969 33,969 $ $ $ $ 61,680 61,680 $ $ 26,774 26,774 $ $ 26,774 26,774 $ 33,969 33,969 Uses: Operating Non-Recurring Total Uses: $ 3,418 80,164 83,582 Structural Balance $ 48,053 $ - $ - $ - $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 123,303 123,303 $ $ 78,511 78,511 $ $ 78,511 78,511 $ $ 123,303 123,303 $ $ 123,303 123,303 Expenditures Revenue Sheriff Officer Safety Equipment Fund (206) OPERATING FY 2016 Adopted Budget $ 52,000 $ 52,000 FY 2016 Revised Budget $ 52,000 $ 52,000 FY 2017 Baseline Budget $ 52,000 $ 52,000 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 52,000 $ 0.0% 52,000 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - FY 2017 Tentative Budget $ - $ - $ 300,000 $ 300,000 - $ 300,000 $ - Percent Change from Baseline Amount Adjustments: Non Recurring Other Non Recurring Officer Safety Equipment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 832 300,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Officer Safety Equipment Fund (206) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 155,139 $ 208,335 $ 208,335 $ 292,617 $ 333,840 Sources: Operating Total Sources: $ $ 137,480 137,480 $ $ 52,000 52,000 $ $ 52,000 52,000 $ $ 52,000 52,000 $ $ 52,000 52,000 $ $ $ $ 10,777 10,777 $ $ 52,000 52,000 $ $ 52,000 52,000 $ 52,000 300,000 352,000 $ - $ - $ 41,223 $ - (2) $ - $ - $ - $ - 208,335 208,335 $ $ 208,335 208,335 $ $ 333,840 333,840 $ $ 33,840 33,840 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ - Structural Balance $ 137,480 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 292,617 292,617 $ $ Sheriff RICO Fund (212) OPERATING FY 2016 Adopted Budget $ 1,750,000 $ 1,750,000 FY 2016 Revised Budget $ 1,750,000 $ 1,750,000 FY 2017 Baseline Budget $ 1,750,000 $ 1,750,000 FY 2017 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 2015 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (3,991) $ FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED - $ - $ - $ - 1,750,000 1,750,000 $ 1,750,000 1,750,000 $ 1,750,000 1,750,000 $ 1,750,000 1,750,000 $ $ $ 1,750,000 1,750,000 $ $ 1,750,000 1,750,000 $ 1,750,000 1,750,000 970,401 970,401 $ $ $ 966,413 966,413 $ 1,750,000 1,750,000 Structural Balance $ 3,988 $ - $ - $ - $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ - $ $ - $ $ - Uses: Operating Non-Recurring Total Uses: $ FY 2016 ADOPTED $ $ $ 833 $ $ $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Jail Enhancement Fund (214) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 1,482,444 $ 1,482,444 FY 2016 Revised Budget $ 1,482,444 $ 1,482,444 FY 2017 Baseline Budget $ 1,482,444 $ 1,482,444 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 1,482,444 $ 0.0% 1,482,444 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 1,236,498 $ - FY 2016 Revised Budget $ 1,236,498 $ - $ (1,236,498) $ (1,236,498) - $ - $ - $ 450,000 $ 450,000 - $ 450,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Dayrooom Dividers for Graves v. Arpaio Agenda Item: $ 450,000 FY 2017 Adopted Budget Percent Change from Baseline Amount Sheriff Jail Enhancement Fund (214) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 2,701,398 $ 1,801,378 $ 1,801,378 $ 2,989,714 $ 2,203,216 Sources: Operating Total Sources: $ $ 1,400,010 1,400,010 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ $ $ 1,482,444 786,498 2,268,942 $ $ 1,482,444 1,236,498 2,718,942 $ $ 1,482,444 1,236,498 2,718,942 $ 1,482,444 450,000 1,932,444 Uses: Operating Non-Recurring Total Uses: $ 1,111,701 1,111,701 Structural Balance $ 288,309 $ - $ - $ - $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,989,714 2,989,714 $ $ 564,880 564,880 $ $ 564,880 564,880 $ $ 2,203,216 2,203,216 $ $ 1,753,216 1,753,216 834 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Grants Fund (251) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff FY 2016 Grant Recon $ 7,184,985 $ 7,184,985 $ 411,328 $ 411,328 411,328 411,328 $ 7,596,313 $ 7,596,313 $ (411,328) $ (411,328) $ 7,184,985 $ 7,184,985 $ 4,020 $ 35,680 (1,110) (30,550) (198,063) $ (35,771) (162,292) - $ 633,630 $ 633,630 439,587 439,587 $ 7,624,572 $ 6.1% 7,624,572 6.1% Agenda Item: C-50-16-043-G-00 FY 2016 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff FY 2016 Grant Recon Agenda Item: C-50-16-043-G-00 FY 2017 Baseline Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Risk Management Adjustment Personnel Savings Increase Vacancy Savings from 11.79% to 16.41% Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation (411,328) (411,328) Agenda Item: $ $ (162,292) FY 2017 Adopted Budget Percent Change from Baseline Amount Sheriff Grants Fund (251) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED (764,637) $ FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 6,359,526 6,359,526 $ $ 7,184,985 7,184,985 $ $ 7,596,313 7,596,313 $ $ 7,465,907 7,465,907 $ $ 7,624,572 7,624,572 Uses: Operating Total Uses: $ $ 6,325,515 6,325,515 $ $ 7,184,985 7,184,985 $ $ 7,596,313 7,596,313 $ $ 7,465,907 7,465,907 $ $ 7,624,572 7,624,572 Structural Balance $ 34,011 $ - $ - $ - $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (730,620) (730,620) $ (764,637) $ (764,637) (764,637) $ 835 (764,637) $ (764,637) (764,637) $ (730,620) $ (730,620) (730,620) $ (730,620) (730,620) (730,620) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 11,250,326 $ 11,250,326 FY 2016 Revised Budget $ 11,250,326 $ 11,250,326 FY 2017 Baseline Budget $ 11,250,326 $ 11,250,326 $ 130,890 $ 176,930 (51,789) 5,749 (1,784,864) $ (132,635) - 270 (14,268) 5,490 (1,643,721) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Health Care Services Decrease Vacant Positions to the Minimum of the Range Net Change in Other Personnel Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 15.53% to 35.97% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ $ (109,586) (45,124) 22,075 (1,643,721) FY 2017 Adopted Budget Percent Change from Baseline Amount $ - $ - (1,653,974) (1,653,974) $ 9,596,352 $ -14.7% 9,596,352 -14.7% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Non Recurring Sheriff Jail Surv Install - $ 750,000 $ 750,000 - $ 750,000 $ - $ (750,000) $ (750,000) - $ - $ - $ 6,000,000 $ 6,000,000 - $ 6,000,000 $ - $ 750,000 $ 750,000 - $ 6,750,000 $ - C-50-16-050-M-00 Agenda Item: C-50-16-050-M-00 FY 2017 Baseline Budget Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Transfer for Intak e Transfer and Release Project - $ Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Sheriff Jail Surv Install $ Agenda Item: $ 6,000,000 FY 2017 Tentative Budget Percent Change from Baseline Amount Adjustments: Non Recurring Non Recurring Fund Transfer NICE Vision Project Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 836 750,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 8,171,654 $ 8,397,572 $ 8,397,572 $ 8,522,321 $ 7,107,024 Sources: Operating Total Sources: $ $ 11,278,349 11,278,349 $ $ 11,250,326 11,250,326 $ $ 11,250,326 11,250,326 $ $ 10,150,326 10,150,326 $ $ 9,596,352 9,596,352 $ $ $ $ 10,815,623 750,000 11,565,623 $ $ 11,250,326 750,000 12,000,326 $ $ 11,250,326 11,250,326 $ 9,596,352 6,750,000 16,346,352 (665,297) $ - Uses: Operating Non-Recurring Total Uses: $ 10,927,695 10,927,695 Structural Balance $ 350,654 $ - $ - $ Accounting Adjustments $ 13 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 8,522,321 8,522,321 $ $ 8,397,572 8,397,572 $ $ 7,647,572 7,647,572 $ $ 7,107,024 7,107,024 $ $ 357,024 357,024 Expenditures Revenue Inmate Health Services Fund (254) Operating OPERATING FY 2016 Adopted Budget $ 300,873 $ 300,873 FY 2016 Revised Budget $ 300,873 $ 300,873 FY 2017 Baseline Budget $ 300,873 $ 300,873 $ 69,077 $ 69,077 - $ - $ - 69,077 69,077 $ 369,950 $ 23.0% 369,950 23.0% Agenda Item: Adjustments: Base Adjustments Other Base Adjustments Increase Supplies and Services for Correctional Health Needs Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2017 Adopted Budget Percent Change from Baseline Amount 837 $ 69,077 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Health Services Fund (254) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 300,000 $ - FY 2016 Revised Budget $ 300,000 $ - $ (300,000) $ (300,000) - $ - $ - $ 106,620 $ 106,620 - $ 106,620 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Refrigerator/Freezer Scales Wheelchairs Stryk er Cots Stretchers Infirmary Beds Agenda Item: $ 6,643 2,055 39,000 12,500 6,422 40,000 FY 2017 Adopted Budget Percent Change from Baseline Amount Inmate Health Services Fund (254) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 638,325 $ 402,055 $ 402,055 $ 644,665 $ 344,665 Sources: Operating Total Sources: $ $ 346,338 346,338 $ $ 300,873 300,873 $ $ 300,873 300,873 $ $ 300,873 300,873 $ $ 369,950 369,950 $ $ $ $ 300,873 300,000 600,873 $ $ 300,873 300,000 600,873 $ $ 300,873 300,000 600,873 $ 369,950 106,620 476,570 Uses: Operating Non-Recurring Total Uses: $ 199,999 140,000 339,999 Structural Balance $ 146,339 $ - $ - $ - $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 644,665 644,665 $ $ 102,055 102,055 $ $ 102,055 102,055 $ $ 344,665 344,665 $ $ 238,045 238,045 838 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 212,498,230 $ 30,509,852 FY 2016 Revised Budget $ 212,498,230 $ 30,509,852 FY 2017 Baseline Budget $ 212,498,230 $ 30,509,852 $ 3,358,814 $ 3,340,025 (332,190) 350,979 (458,847) $ 1,461,902 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Increase Overtime and Overtime Benefits Decrease Due to Requested Change in Pay Rates Decrease Fuel Decrease Rent and Operating Leases Decrease Capital Equipment Net Change in Other Personnel Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings Increase Vacancy Savings from 8.67% to 9.64% Vacant Position Elimination Eliminate 6.0 Position due to Video Court Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation of Sheriff General and Detention Funds Increase Indirect Cost Allocation In Decrease Dispatch Allocation In Agenda Item: $ $ 2,548,051 (305,677) (468,130) (232,747) (67,000) (12,595) $ (1,534,653) $ (370,902) $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount - (370,902) - - $ 3,221,249 $ 3,221,249 (4,324,097) (4,324,097) - 218,619,446 $ 2.9% 26,185,755 -14.2% 3,347,706 (126,457) $ 839 72,751 (269,293) 181,348 (1,534,653) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Towing & Impound Fund (258) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 226,100 $ 226,100 FY 2016 Revised Budget $ 226,100 $ 226,100 FY 2017 Baseline Budget $ 226,100 $ 226,100 $ 545 $ 2,662 (2,117) (15,545) $ (21,231) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Allocate Operating Cost to Non-Recurring Decrease Other Supplies and Services Risk Management Adjustment Base Telecom Adjustment Personnel Savings Decrease Vacancy Savings from 3.72% to 0.00% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (15,429) (5,802) 9 80 5,597 $ - 5,597 FY 2017 Recommended Budget Percent Change from Baseline Amount $ - $ - (15,000) (15,000) $ 211,100 $ -6.6% 211,100 -6.6% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 15,429 $ 15,429 - $ 15,429 $ - Adjustments: Base Adjustments Other Base Adjustments Allocate Operating Costs from Operating Agenda Item: $ 15,429 FY 2017 Adopted Budget Percent Change from Baseline Amount Sheriff Towing & Impound Fund (258) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 140,145 $ 123,869 $ 123,869 $ 140,392 $ 125,392 Sources: Operating Total Sources: $ $ 158,750 158,750 $ $ 226,100 226,100 $ $ 226,100 226,100 $ $ 211,100 211,100 $ $ 211,100 211,100 $ $ $ 226,100 226,100 $ $ 226,100 226,100 $ $ 226,100 226,100 $ $ 158,503 158,503 $ 211,100 15,429 226,529 Structural Balance $ 247 $ - $ - $ (15,000) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 140,392 140,392 $ $ 123,869 123,869 $ $ 123,869 123,869 $ $ 125,392 125,392 Uses: Operating Non-Recurring Total Uses: 840 $ $ 109,963 109,963 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Analysis by Kirstin Chernin, 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 2016 mid-year, the Superior Court resolved 92.20% of civil cases within 18 months, and 95.59% of civil cases within 24 months. The civil department is dedicated to the timely and efficient processing of cases. The Superior Court is consistently exploring innovations that will improve timeliness, as exemplified by the start of the court’s pioneering commercial court calendar in July of 2015. The department will continually be watchful for potential improvements as they are identified. Goal will be updated during the FY 2018 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 2016 mid-year, the Superior Court resolved 95.76% of family cases within 12 months, and 99.49% within 24 months. Superior Court continues to meet this goal due to the innovative programs within the Family Court Division that provide efficient and effective case flow management. The case resolution rate is anticipated to continue at this pace providing these programs continue to be available. Goal will be updated during the FY 2018 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 2016 mid-year, the Superior Court did not meet the goal to resolve 85% of felony matters within 180 days. Only 70% of criminal felony cases were resolved within 180 days. The goal of resolving felony matters within 365 days was met as 91% of the matters were resolved within one year. The Superior Court continues to implement case management strategies to work toward resolving 85% of the criminal cases within 180 days. However, with an increase in case 841 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court complexity, the time to disposition rate has declined. Meeting this goal continues to be a challenge because of numerous 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. Goal will be updated during the FY 2018 Strategic Business Plan Process. Department Specific By June 30, 2016, 85% of the Superior Court Judicial Officers and Administrators surveyed, agree that the Court Management System meets their needs. Status: The Judicial Branch continues to rewrite the Case Management System, and is currently working on the following modules: • eSentencing • eOrders • Criminal iCISng Phase II • ePreSentence Report • Adult Probation paperless process and automated forms • eDistribution of orders • ePetition to Revoke Phase II eSearch Warrant Phase II edata exchanges • Walk away orders • Family Court iCISng Phase I - Pre Decree Goal will be updated during the FY 2018 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 March 2015, and court users ranked the Court at 82% on this measure. Department Specific By June 30, 2017, 90% of the Superior Court users surveyed, agree that the Court is accessible. Status: The CourtTools survey developed by the National Center for State Courts was conducted in March 2015 and court users ranked the Court at 91% on this measure. 842 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ CVAD - CIVIL ADJUDICATION 80CV - CIVIL AND TAX JUSTICE FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION JDEL - JUV DELINQUENCY ADJUDICATION JDEP - JUV DEPENDENCY ADJUDICATION 80JJ - JUVENILE JUSTICE CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT FY 2016 ADOPTED $ $ 196,040 2,778,527 2,974,567 $ $ 2,697,462 2,697,462 $ 3,227,521 2,043,840 5,271,361 $ $ $ $ 408,851 943,602 1,352,453 $ 2,717 898,277 1,435,124 2,336,118 PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ $ FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ GGOV - GENERAL GOVERNMENT RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ 197,366 2,832,108 3,029,474 $ $ 2,498,404 2,498,404 $ 2,966,814 1,829,342 4,796,156 $ $ $ $ 507,127 1,270,223 1,777,350 $ 500 600 703,030 1,379,971 2,084,101 403,086 403,086 $ $ 14,552 37 14,589 $ 78,311 78,311 FY 2016 REVISED $ $ $ $ $ 199,469 2,817,681 3,017,150 $ $ 2,540,072 2,540,072 $ 3,056,626 1,879,342 4,935,968 $ $ $ $ 425,990 1,635,949 2,061,939 $ 250 600 694,280 1,461,053 2,156,183 403,000 403,000 $ $ 46,000 70,846 100 116,946 $ 4,629 4,629 FY 2016 FORECAST $ $ $ FY 2017 ADOPTED $ $ 98,020 2,828,107 2,926,127 $ $ 2,779,447 2,779,447 $ 3,023,125 2,193,909 5,217,034 $ $ $ $ 436,384 861,414 1,297,798 $ 1,386 892,624 1,460,702 2,354,712 403,000 403,000 $ $ 2,063,343 1,000 100 36,000 2,100,443 $ $ 4,629 4,629 $ $ REVISED VS ADOPTED VAR % $ $ 198,684 2,810,050 3,008,734 $ $ 2,686,988 2,686,988 $ $ 146,916 146,916 5.8% 5.8% $ 3,103,314 1,921,217 5,024,531 $ 46,688 41,875 88,563 1.5% 2.2% 1.8% $ $ $ $ 486,397 1,449,227 1,935,624 $ $ $ $ -100.0% 290.0% 16.3% 1.2% 6.1% $ 402,902 402,902 $ $ 393,000 393,000 $ $ (10,000) (10,000) -2.5% -2.5% 587 587 $ 293 33,137 117 36,000 69,547 $ (2,063,050) 32,137 17 (2,030,896) -100.0% 3213.7% N/A N/A 17.0% 0.0% -96.7% 1,960,793 1,960,793 $ $ $ 4,629 4,629 $ $ 10,000 1,800,000 1,810,000 $ 15,000 1,940,314 1,955,314 $ $ 11,641 1,833,975 1,845,616 $ $ 15,000 1,800,000 1,815,000 $ $ TOTAL PROGRAMS $ 17,036,678 $ 16,520,060 $ 19,034,384 $ 18,785,016 $ 17,366,426 $ 843 14.2% -11.4% -6.1% $ 5,459 1,903,272 1,908,731 $ 60,407 (186,722) (126,315) (250) 1,740 113,353 17,033 131,876 $ $ -0.4% -0.3% -0.3% 2,340 807,633 1,478,086 2,288,059 $ $ (785) (7,631) (8,416) $ - N/A 0.0% 0.0% 140,314 140,314 0.0% 7.8% 7.7% (1,667,958) -8.8% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY USES CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ CVAD - CIVIL ADJUDICATION TAXA - TAX ADJUDICATION 80CV - CIVIL AND TAX JUSTICE $ FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION $ CTCS - CRADLES TO CRAYONS JDEL - JUV DELINQUENCY ADJUDICATION JDEP - JUV DEPENDENCY ADJUDICATION 80JJ - JUVENILE JUSTICE $ $ CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ $ $ $ FY 2016 ADOPTED 491,813 21,809,143 22,300,956 $ 9,472,491 540,370 10,012,861 $ 10,539,478 5,014,227 15,553,705 $ 1,138,493 5,011,779 5,395,848 11,546,120 $ $ 4,330,654 7,199,503 4,571,184 2,445,641 18,546,982 $ $ 4,079,085 4,079,085 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 $ GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE 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 $ $ $ $ $ 503,114 22,992,145 23,495,259 $ 9,011,390 547,313 9,558,703 $ 10,811,294 5,059,992 15,871,286 $ 1,174,145 5,078,421 6,011,007 12,263,573 $ $ 4,318,246 7,124,869 4,918,051 3,464,439 19,825,605 $ $ 4,327,197 4,327,197 595,696 1,221,898 1,940,538 1,278,626 308,408 292,895 1,092,994 6,731,055 $ 1,231,271 189,616 251,184 1,672,071 $ $ $ 5,752,198 1,599,756 1,604,123 765,716 9,721,793 TOTAL PROGRAMS $ 100,164,628 $ $ $ FY 2016 REVISED $ $ $ $ 512,453 23,249,738 23,762,191 $ 8,741,954 594,963 9,336,917 $ 10,816,550 5,134,985 15,951,535 $ 1,157,922 5,090,331 7,128,239 13,376,492 $ $ $ $ $ 502,711 23,197,588 23,700,299 $ 8,722,554 599,263 9,321,817 $ 10,346,172 4,779,733 15,125,905 $ 1,135,730 5,141,186 6,141,880 12,418,796 $ $ $ $ $ $ REVISED VS ADOPTED VAR % 485,982 23,283,369 23,769,351 $ 8,338,466 610,656 8,949,122 $ 10,508,857 4,811,995 15,320,852 $ 1,210,141 5,051,771 7,342,256 13,604,168 $ $ $ $ $ $ $ $ $ 4,541,643 7,217,990 4,479,985 2,653,003 18,892,621 $ 7,294,897 4,423,870 3,725,263 15,444,030 $ $ 4,406,605 4,406,605 $ $ 4,382,119 4,382,119 $ $ 4,321,917 4,321,917 $ $ 733,355 $ 1,094,538 1,995,228 240,012 (20,846) 251,627 313,452 2,037,346 6,644,712 $ 753,883 1,495,020 2,132,532 240,212 323,321 313,452 2,399,463 7,657,883 $ 714,578 1,707,483 2,177,420 243,323 306,066 266,941 2,239,220 7,655,031 $ 862,417 2,722,505 2,390,341 234,431 256,678 245,630 2,435,096 9,147,098 $ 1,239,803 192,035 269,705 1,701,543 $ 1,239,803 192,035 269,705 1,701,543 $ 2,063,093 1,307,388 196,746 269,701 3,836,928 $ 1,981,013 193,269 201,029 2,375,311 $ $ $ 4,094,040 519,375 4,465,547 771,883 9,850,845 $ $ 3,452,295 1,199,395 3,863,196 776,505 9,291,391 $ $ 3,453,914 1,247,574 4,111,251 769,418 9,582,157 $ $ 6,622,604 472,367 1,717,513 768,822 9,581,306 $ 103,269,184 $ 108,236,163 $ 104,624,907 $ 102,782,694 $ $ $ $ FY 2017 ADOPTED 4,892,219 7,235,042 5,040,877 5,292,702 22,460,840 $ $ FY 2016 FORECAST $ $ $ $ $ $ $ 26,471 (33,631) (7,160) 5.2% -0.1% 0.0% 403,488 (15,693) 387,795 4.6% -2.6% 4.2% 307,693 322,990 630,683 2.8% 6.3% 4.0% (52,219) 38,560 (214,017) (227,676) -4.5% 0.8% -3.0% -1.7% 4,892,219 (59,855) 617,007 1,567,439 7,016,810 100.0% -0.8% 12.2% 29.6% 31.2% 84,688 84,688 1.9% 1.9% (108,534) (1,227,485) (257,809) 5,781 66,643 67,822 (35,633) (1,489,215) -14.4% -82.1% -12.1% 2.4% N/A 20.6% 21.6% -1.5% -19.4% (741,210) (1,234) 68,676 (673,768) N/A -59.8% -0.6% 25.5% -39.6% (640,126) 728,199 (354,296) (2,465) (268,688) -18.5% 58.4% -8.6% -0.3% -2.8% 5,453,469 5.0% Sources by Category FY 2015 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 1,403,264 1,403,264 $ $ 2,040,793 2,040,793 $ $ 2,418,040 2,418,040 $ $ 1,368,984 1,368,984 $ $ 1,969,672 1,969,672 $ $ (448,368) (448,368) CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 3,014,579 12,530,331 15,544,910 $ $ $ 2,849,755 12,488,424 15,338,179 $ $ 2,791,277 12,488,173 15,279,450 $ $ 2,794,084 11,702,704 14,496,788 $ $ 2,699,218 11,723,011 14,422,229 $ 55,671 785,720 841,391 2.0% 6.7% 5.8% $ SUBTOTAL $ 5,245 5,245 $ $ 1,850 1,850 $ $ 1,850 1,850 $ $ 3,878 3,878 $ $ 1,901 1,901 $ $ 51 51 2.8% 2.8% $ $ $ 35,309 21,365 56,674 $ $ 36,060 33,551 69,611 $ $ 35,863 18,750 54,613 $ $ 37,463 17,725 55,188 $ SUBTOTAL $ 35,927 47,332 83,259 ALL REVENUES $ 17,036,678 $ 16,520,060 $ 16,971,291 $ 16,721,923 $ 17,366,426 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ 2,063,093 2,063,093 $ $ 2,063,093 2,063,093 $ $ - $ $ (2,063,093) (2,063,093) -100.0% -100.0% TOTAL SOURCES $ 17,036,678 $ 16,520,060 $ 19,034,384 $ 18,785,016 $ 17,366,426 $ (1,667,958) -8.8% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 844 $ (554) 2,615 2,061 395,135 -18.5% -18.5% -1.5% 13.9% 3.8% 2.3% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT $ FY 2015 ACTUAL FY 2016 ADOPTED 63,124,642 $ 484,369 259,635 23,968,968 45,575 (13,745,897) 7,965,108 82,102,400 $ SUBTOTAL $ 2,630,185 15,407 1,732,927 4,378,519 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 $ 6,081,359 162,043 3,261,365 211,712 875,513 1,510,681 218,425 175,748 395,081 292,895 13,184,822 CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 475,318 23,569 498,887 ALL EXPENDITURES $ $ $ $ $ $ FY 2016 REVISED 64,708,884 $ 441,931 201,430 25,851,303 53,300 (14,546,876) 8,764,356 85,474,328 $ 4,370,426 30,500 4,400,926 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 $ 2,145,426 2,145,426 100,164,628 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - TOTAL USES $ 100,164,628 $ $ $ $ $ FY 2016 FORECAST 64,649,938 $ 571,700 271,884 25,762,004 451,664 (14,374,479) 8,591,959 85,924,670 $ 2,267,250 30,500 2,368,000 4,665,750 6,950,152 146,181 4,074,986 318,287 881,765 1,481,074 405,262 166,499 452,930 292,895 15,170,031 $ 412,619 412,619 103,269,184 $ $ $ - $ 103,269,184 $ $ $ $ 64,366,018 $ 464,135 270,424 25,634,007 46,594 (14,506,331) 8,631,591 84,906,438 $ 1,822,671 17,318 2,189,012 4,029,001 6,081,701 123,855 3,482,711 264,107 1,021,765 1,565,469 329,863 95,846 394,117 266,941 13,626,375 $ - 106,173,070 $ $ $ 2,063,093 2,063,093 $ 108,236,163 845 $ FY 2017 ADOPTED $ $ $ $ $ REVISED VS ADOPTED VAR % 64,682,234 $ 678,011 271,884 27,295,736 94,695 (16,600,383) 8,319,140 84,741,317 $ (32,296) (106,311) (1,533,732) 356,969 2,225,904 272,819 1,183,353 0.0% -18.6% 0.0% -6.0% 79.0% 15.5% 3.2% 1.4% 2,102,481 $ 17,000 1,500,000 (18,024) 3,601,457 $ 164,769 13,500 868,000 18,024 1,064,293 7.3% 44.3% 36.7% N/A 22.8% 4,120,023 $ 124,000 5,191,861 315,970 1,340,600 29,610 2,227,563 346,902 111,375 411,859 (25,473) 245,630 14,439,920 $ 2,830,129 22,181 (1,116,875) 2,317 (458,835) (29,610) (746,489) 58,360 55,124 41,071 25,473 47,265 730,111 40.7% 15.2% -27.4% 0.7% -52.0% N/A -50.4% 14.4% 33.1% 9.1% N/A 16.1% 4.8% $ - 102,561,814 $ $ $ 2,063,093 2,063,093 $ 104,624,907 $ $ 412,619 412,619 100.0% N/A N/A 100.0% 102,782,694 $ 3,390,376 3.2% $ $ - $ $ 2,063,093 2,063,093 100.0% 100.0% $ 102,782,694 $ 5,453,469 5.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 REVISED FY 2016 ADOPTED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 2,171,403 2,171,403 $ $ 1,880,100 1,880,100 $ $ 1,880,100 1,880,100 $ $ 2,241,399 2,241,399 $ $ 2,200,000 2,200,000 $ $ 319,900 319,900 17.0% 17.0% $ FUND TOTAL SOURCES $ 2,927,925 2,927,925 $ $ 3,432,507 3,432,507 $ $ 3,899,566 3,899,566 $ $ 2,659,026 2,659,026 $ $ 3,432,507 3,432,507 $ $ (467,059) (467,059) -12.0% -12.0% $ FUND TOTAL SOURCES $ 512,058 512,058 $ $ 476,000 476,000 $ $ 476,000 476,000 $ $ 498,803 498,803 $ $ 499,000 499,000 $ $ 23,000 23,000 4.8% 4.8% $ FUND TOTAL SOURCES $ 395,969 395,969 $ $ 392,000 392,000 $ $ 392,000 392,000 $ $ 394,742 394,742 $ $ 392,000 392,000 $ $ - 0.0% 0.0% $ $ 1,601,997 1,601,997 $ $ 1,372,000 1,372,000 $ $ 1,372,000 1,372,000 $ $ 1,618,035 1,618,035 $ $ 1,583,362 1,583,362 $ $ 211,362 211,362 15.4% 15.4% $ $ 4,929,394 4,929,394 $ $ 4,598,154 4,598,154 $ $ 4,598,154 4,598,154 $ $ 4,881,783 4,881,783 $ $ 4,881,783 4,881,783 $ $ 283,629 283,629 6.2% 6.2% $ $ 1,245,904 1,245,904 $ $ 1,165,971 1,165,971 $ $ 1,165,971 1,165,971 $ $ 1,230,297 1,230,297 $ $ 1,188,774 1,188,774 $ $ 22,803 22,803 2.0% 2.0% $ $ 2,141,359 2,141,359 $ $ 2,218,728 2,218,728 $ $ 2,202,900 2,202,900 $ $ 2,202,900 2,202,900 $ $ 2,202,900 2,202,900 $ $ - 0.0% 0.0% $ $ 686,623 686,623 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 677,500 677,500 $ $ 677,500 677,500 $ $ 77,500 77,500 12.9% 12.9% $ $ 114,007 114,007 $ $ 99,000 99,000 $ $ 99,000 99,000 $ $ 115,606 115,606 $ $ 108,000 108,000 $ $ 9,000 9,000 9.1% 9.1% $ $ 654 654 $ $ - $ $ - $ $ 482 482 $ $ - $ $ - N/A N/A $ $ - $ $ - $ $ 2,063,093 2,063,093 $ $ 2,063,093 2,063,093 $ $ - $ $ (2,063,093) -100.0% (2,063,093) -100.0% $ $ 106,328 106,328 $ $ 105,000 105,000 $ $ 105,000 105,000 $ $ 29 29 $ $ - $ $ (105,000) -100.0% (105,000) -100.0% $ $ 203,057 203,057 $ $ 180,600 180,600 $ $ 180,600 180,600 $ $ 201,321 201,321 $ $ 200,600 200,600 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,036,678 17,036,678 $ $ $ 16,520,060 16,520,060 $ $ $ 16,971,291 2,063,093 19,034,384 $ $ $ 16,721,923 2,063,093 18,785,016 $ $ $ 17,366,426 17,366,426 $ $ $ 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 280 SUPERIOR COURT BUILDING REPAIR NON RECURRING NON PROJECT FUND TOTAL SOURCES 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL SOURCES 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL SOURCES 846 20,000 20,000 11.1% 11.1% 2.3% 395,135 (2,063,093) -100.0% -8.8% (1,667,958) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Uses by Fund and Function FY 2015 ACTUAL FUND / FUNCTION CLASS 100 GENERAL DISASTER REC EQUIPMENT OPERATING DISASTER REC EQUIPMENT SUP CT FOR THE RECORD EQUIP NON RECURRING NON PROJECT SUP COURT CASE MGMT SYSTEM FY 2016 REVISED FY 2016 FORECAST REVISED VS ADOPTED VAR % FY 2017 ADOPTED FUND TOTAL USES $ - $ 82,166,712 1,136,092 1,305,641 9,000 1,840,003 86,457,448 $ - $ 83,111,344 668,000 1,500,000 245,926 1,899,500 87,424,770 $ - $ 85,151,380 668,000 1,500,000 245,926 1,899,500 89,464,806 $ - $ 83,671,095 668,000 1,500,000 245,926 1,899,500 87,984,521 $ 97,933 $ 81,854,793 337,000 1,500,000 3,000 1,899,500 85,692,226 $ (97,933) 3,296,587 331,000 242,926 3,772,580 N/A 3.9% 49.6% 0.0% 98.8% 0.0% 4.2% $ FUND TOTAL USES $ 2,941,385 $ 2,941,385 $ 3,432,507 $ 3,432,507 $ 3,899,566 $ 3,899,566 $ 2,519,542 $ 2,519,542 $ 3,432,507 $ 3,432,507 $ 467,059 467,059 12.0% 12.0% $ 389,437 $ 389,437 $ 476,000 $ 29,901 505,901 $ 476,000 $ 29,901 505,901 $ 417,291 $ 29,901 447,192 $ 499,000 $ 499,000 $ (23,000) 29,901 6,901 -4.8% 100.0% 1.4% 379,200 $ 95,800 475,000 $ 392,000 $ 138,756 530,756 $ 392,000 $ 138,756 530,756 $ 392,000 $ 138,756 530,756 $ 392,000 $ 50,000 442,000 $ 88,756 88,756 0.0% 64.0% 16.7% 1,211,200 $ 175,000 1,386,200 $ 1,372,000 $ 206,566 1,578,566 $ 1,372,000 $ 206,566 1,578,566 $ 1,372,000 $ 206,566 1,578,566 $ 1,583,362 $ 1,583,362 $ (211,362) 206,566 (4,796) -15.4% 100.0% -0.3% 4,150,895 $ 252,771 4,403,666 $ 4,598,154 $ 696,603 5,294,757 $ 4,598,154 $ 696,603 5,294,757 $ 4,584,036 $ 696,603 5,280,639 $ 4,881,783 $ 246,371 5,128,154 $ (283,629) 450,232 166,603 -6.2% 64.6% 3.1% USES $ 571,994 $ 571,994 $ 1,165,971 $ 1,165,971 $ 1,165,971 $ 2,063,093 3,229,064 $ 592,851 $ 2,063,093 2,655,944 $ 1,165,971 $ 1,165,971 $ 2,063,093 2,063,093 0.0% 100.0% 63.9% $ USES $ 2,147,891 $ 2,147,891 $ 2,218,728 $ 2,218,728 $ 2,202,900 $ 2,202,900 $ 2,202,900 $ 2,202,900 $ 2,202,900 $ 2,202,900 $ - 0.0% 0.0% $ 585,000 $ 325,000 910,000 $ 600,000 $ 113,621 713,621 $ 600,000 $ 113,621 713,621 $ 600,000 $ 113,621 713,621 $ 677,500 $ 677,500 $ (77,500) 113,621 36,121 -12.9% 100.0% 5.1% USES $ 100,000 $ 50,000 150,000 $ 99,000 $ 9,000 108,000 $ 99,000 $ 9,000 108,000 $ 99,000 $ 9,000 108,000 $ 108,000 $ 108,000 $ (9,000) 9,000 - -9.1% 100.0% 0.0% $ USES $ - $ - $ - $ - $ 412,619 $ 412,619 $ 412,619 $ 412,619 $ 1,650,474 $ 1,650,474 $ (1,237,855) (1,237,855) -300.0% -300.0% $ 106,007 $ 25,000 131,007 $ 105,000 $ 10,007 115,007 $ 105,000 $ 10,007 115,007 $ - $ 10,007 10,007 $ - $ - $ USES $ 175,600 $ 25,000 200,600 $ 180,600 $ 180,600 $ 180,600 $ 180,600 $ 180,600 $ 180,600 $ 200,600 $ 200,600 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 94,925,321 $ 5,239,307 $ 100,164,628 $ 97,751,304 $ 5,517,880 $ 103,269,184 $ 100,242,571 $ 7,993,592 $ 108,236,163 $ 238 SUPERIOR COURT GRANTS OPERATING $ FY 2016 ADOPTED 208 JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ 256 PROBATE FEES OPERATING NON RECURRING NON PROJECT $ FUND TOTAL USES $ 257 CONCILIATION COURT FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL 259 SUPERIOR COURT SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT FUND TOTAL 261 LAW LIBRARY OPERATING NON RECURRING NON PROJECT FUND TOTAL 264 SUPERIOR COURT FILL THE GAP OPERATING 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 280 SUPERIOR COURT BUILDING REPAIR 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 $ USES $ $ USES $ $ USES $ $ USES $ $ 847 96,631,315 $ 97,096,349 $ 7,993,592 $ 5,686,345 $ 104,624,907 $ 102,782,694 $ 105,000 10,007 115,007 100.0% 100.0% 100.0% (20,000) (20,000) -11.1% N/A -11.1% 3,146,222 2,307,247 5,453,469 3.1% 28.9% 5.0% Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 104.00 5.00 109.00 100.00 5.00 105.00 94.00 6.00 100.00 94.00 6.00 100.00 91.00 6.00 97.00 (3.00) (3.00) (3.2%) 0.0% (3.0%) 153.00 41.00 14.00 35.50 243.50 154.00 41.00 14.00 39.50 248.50 153.00 41.00 14.00 39.00 247.00 153.00 41.00 14.00 39.00 247.00 153.00 41.00 14.00 39.00 247.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 5.00 263.50 268.50 5.00 272.50 277.50 5.00 273.50 278.50 5.00 272.50 277.50 5.00 274.50 279.50 1.00 1.00 0.0% 0.4% 0.4% 58.00 118.00 176.00 59.60 116.00 175.60 51.60 121.00 172.60 51.60 121.00 172.60 58.60 121.00 179.60 7.00 7.00 13.6% 0.0% 4.1% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 38.00 12.00 18.00 35.00 8.00 10.00 121.00 40.00 1.00 18.00 34.00 20.00 9.00 122.00 39.00 1.00 18.00 36.60 23.00 9.00 126.60 40.00 1.00 18.00 36.60 23.00 9.00 127.60 41.00 1.00 18.00 36.60 23.00 8.00 127.60 2.00 (1.00) 1.00 5.1% 0.0% 0.0% 0.0% 0.0% (11.1%) 0.8% 46.00 5.00 8.00 37.00 96.00 45.00 6.00 8.00 38.00 97.00 35.00 6.00 8.00 45.00 94.00 35.00 6.00 8.00 45.00 94.00 35.00 6.00 8.00 45.00 94.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 18.00 67.00 75.00 160.00 18.00 68.00 74.00 160.00 18.00 68.00 87.00 173.00 18.00 68.00 83.00 169.00 18.00 68.00 86.00 172.00 (1.00) (1.00) 0.0% 0.0% (1.1%) (0.6%) 54.00 54.00 1,229.00 57.00 57.00 1,243.60 57.00 57.00 1,249.70 56.00 56.00 1,244.70 56.00 56.00 1,253.70 (1.00) (1.00) 4.00 (1.8%) (1.8%) 0.3% 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 FY 2016 ADOPTED 7.00 16.00 17.00 1.00 3.00 3.00 3.00 7.00 120.60 4.00 4.00 6.00 1.00 2.00 2.00 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 Counsel Attorney - Senior Law Researcher Bailiff Business Systems Analyst Business Systems Analyst-Sr/Ld CASA Coordinator Collections Supervisor Collector Communicatn Ofcr/Govt Liaison 848 FY 2016 FY 2016 REVISED FORECAST 7.00 7.00 16.00 16.00 16.00 16.00 1.00 1.00 3.00 3.00 3.00 3.00 1.60 1.60 1.00 1.00 7.00 7.00 123.60 123.60 5.00 5.00 4.00 4.00 6.00 6.00 1.00 1.00 2.00 2.00 2.00 2.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 7.00 0.0% 16.00 0.0% 16.00 0.0% 1.00 0.0% 3.00 0.0% 3.00 0.0% N/A 1.60 0.0% 1.00 0.0% 7.00 0.0% 123.60 0.0% 5.00 0.0% 4.00 0.0% 6.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title (continued) MARKET RANGE TITLE 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 Family Court Case Manager 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 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 PC/LAN Technician PC/LAN Technician - Senior/Lead Polygraph Examiner Procurement Specialist FY 2015 ADOPTED 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 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 FY 2016 ADOPTED 1.00 4.00 1.00 13.00 4.00 61.00 14.00 34.00 1.00 3.00 6.00 50.50 1.00 1.00 1.00 1.00 7.00 1.00 6.00 2.00 3.00 3.00 3.00 2.00 6.00 3.00 8.00 1.00 3.00 3.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 165.00 4.00 8.00 65.00 86.00 2.00 19.00 5.00 31.00 11.00 12.00 1.00 4.00 .50 4.00 1.00 9.00 3.00 1.00 1.00 3.00 15.00 1.00 1.00 7.00 2.00 1.00 3.00 849 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 4.00 4.00 1.00 1.00 13.00 13.00 4.00 4.00 61.00 61.00 14.00 14.00 33.00 33.00 1.00 1.00 3.00 3.00 7.00 7.00 50.50 50.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 8.00 1.00 1.00 6.00 6.00 2.00 2.00 6.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 6.00 6.00 3.00 3.00 7.00 6.00 1.00 1.00 4.00 4.00 3.00 3.00 1.00 2.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 164.00 164.00 4.00 4.00 7.00 8.00 72.00 69.00 80.00 80.00 20.00 20.00 6.00 6.00 30.00 30.00 11.00 11.00 6.00 11.00 1.00 1.00 4.00 4.00 4.00 4.00 1.00 1.00 13.00 11.00 3.00 3.00 1.00 1.00 1.00 1.00 4.00 4.00 13.00 13.00 1.00 1.00 7.00 7.00 2.00 2.00 1.00 1.00 3.00 3.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 4.00 0.0% 1.00 0.0% 13.00 0.0% 4.00 0.0% 62.00 1.00 1.6% 21.00 7.00 50.0% 33.00 0.0% 1.00 0.0% 3.00 0.0% 7.00 0.0% 50.50 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 8.00 0.0% 1.00 0.0% 6.00 0.0% 2.00 0.0% (6.00) (100.0%) 3.00 0.0% 3.00 0.0% 3.00 0.0% 2.00 0.0% 6.00 0.0% 3.00 0.0% 6.00 (1.00) (14.3%) 1.00 0.0% 4.00 0.0% N/A 3.00 0.0% 2.00 1.00 100.0% N/A 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 165.00 1.00 0.6% 4.00 0.0% 8.00 1.00 14.3% 69.00 (3.00) (4.2%) 80.00 0.0% N/A 20.00 0.0% 6.00 0.0% 30.00 0.0% 11.00 0.0% 11.00 5.00 83.3% 1.00 0.0% 4.00 0.0% N/A 4.00 0.0% 1.00 0.0% 11.00 (2.00) (15.4%) 3.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 13.00 0.0% 1.00 0.0% N/A 7.00 0.0% 2.00 0.0% 1.00 0.0% 3.00 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title (continued) MARKET RANGE TITLE Procurement Supervisor - Dept Program Coordinator Programmer/Analyst Programmer/Analyst - Senior/Lead Psychologist Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Security Asst Division Mgr Security Division Manager Security Inspector Security Officer Security Officer Manager Security Officer Supervisor Social Worker Social Worker Supervisor Software Architect Special Projects Manager Superior Court Judge Systems Admin & Analysis Mgr Systems Administrator Systems Administrator - Senior/Lead Trades Generalist Trades Specialist Trades Supervisor Trainer Training Officer Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Web Designer/Developer Department Total FY 2015 ADOPTED 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 2016 ADOPTED 2.00 11.00 5.00 14.00 1.00 2.00 3.00 1.00 1.00 2.00 130.00 4.00 11.00 7.00 2.00 1.00 1.00 98.00 3.00 1.00 7.00 1.00 2.00 2.00 3.00 5.00 1.00 2.00 1,243.60 FY 2016 FY 2016 REVISED FORECAST 2.00 2.00 13.00 13.00 5.00 5.00 14.00 14.00 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 9.00 9.00 2.00 2.00 1.00 1.00 1.00 1.00 98.00 98.00 1.00 1.00 3.00 3.00 1.00 1.00 8.00 8.00 1.00 1.00 2.00 2.00 2.00 2.00 3.00 3.00 4.00 4.00 1.00 1.00 2.00 2.00 1,249.70 1,244.70 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.00 0.0% 13.00 0.0% 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% 9.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 98.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 8.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 3.00 0.0% 4.00 0.0% 1.00 0.0% 2.00 0.0% 1,253.70 4.00 0.3% FY 2015 ADOPTED 1,163.00 6.00 27.00 33.00 1,229.00 FY 2016 ADOPTED 1,177.60 6.00 26.00 1.00 3.00 30.00 1,243.60 FY 2016 FY 2016 REVISED FORECAST 1,183.70 1,178.70 6.00 6.00 27.00 27.00 3.00 3.00 30.00 30.00 1,249.70 1,244.70 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1,187.70 4.00 0.3% 6.00 0.0% 25.00 (2.00) (7.4%) N/A 3.00 0.0% 32.00 2.00 6.7% 1,253.70 4.00 0.3% Staffing by Fund DEPARTMENT/FUND 100 208 238 256 261 264 GENERAL JUDICIAL ENHANCEMENT SUPERIOR COURT GRANTS PROBATE FEES LAW LIBRARY SUPERIOR COURT FILL THE GAP Department Total Significant Variance Analysis In the General Fund (100), there is an addition of 2.0 FTE for a new Juvenile Court and 7.0 FTE for Court Conciliators in the Family Post-Decree/Judgment Activity. This increase is partially offset by the inactivation of 5.0 FTE resulting in an increase of 4.0 FTE overall. In the Superior Court Grants Fund (238), there is a 2.0 FTE decrease due to a reduction in grant funding, and the positions were moved to the Superior Court Fill the Gap Fund (264). General Adjustments Base Adjustments General Fund (100) Operating • Increase Regular Benefits by $1,564,632 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $94,924 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $24,331 for the impact of the changes in retirement contribution rates. 850 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • • • • • • • • • Department Strategic Plans and Budgets Superior Court Decrease Internal Service Charges by $64,833 for the impact of the changes in risk management charges. Increase Internal Service Charges by $742,017 for the impact of the changes in the base level telecommunication charges. Increase Internal Service Charges by $3,425 for the impact of the changes in the radio charges. Increase Expenditures by $83,573 for Market Study Adjustments. Decrease Expenditures by $41,124 for education and training based on actuals’ and forecasted levels. Decrease Expenditures by $40,821 for postage/freight/shipping based on actuals and forecasted levels. Decrease Expenditures by $42,459 for travel. Increase Expenditures by $2,838 for the net change in other personnel, supplies, and services. Decrease Vacancy Savings by $150,566 based on prior years’ actual expenditures and the FY 2016 Forecast. This results in changing the budgeted personnel savings rate from 5.60% in FY 2016 to 5.43% in FY 2017. Increase Revenue by $319,900 based on the FY 2016 Forecast. Increase Expenditures by $167,711 for the reallocation from Juvenile Probation for pay rate adjustments. General Fund (100) Disaster Recovery Equipment Operating • Increase Expenditures by $97,933 for Disaster Recovery Operating Costs. General Fund (100) Disaster Recovery Equipment • Increase Expenditures by $337,000 for Disaster Recovery Equipment. General Fund (100) Superior Court for the Record Equipment • Increase Expenditures by $1,500,000 for eCourtroom Refresh. 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 • Increase Regular Benefits by $4,935 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $28 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $488 for the impact of the changes in risk management charges. • Increase Expenditures by $29,901 for the restoration of operating costs due to increased revenues. • Increase Expenditures by $11,412 for the net change in personnel supplies and services. • Increase Vacancy Savings by $22,788 based on prior years’ actual expenditures and the FY 2016 Forecast. This results in changing the budgeted personnel savings rate from 2.81% in FY 2016 to 7.98% in FY 2017. • Increase Revenue by $23,000 based on FY 2016 Forecast. • Superior Court Grants Fund (238) Operating • Increase Regular Benefits by $33,284 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $16 for the impact of the changes in retirement contribution rates. 851 Maricopa County Annual Business Strategies FY 2017 Adopted Budget • • • Department Strategic Plans and Budgets Superior Court Decrease Internal Service Charges by $1,403 for the impact of the changes in risk management charges. Increase Vacancy Savings by $235,865 based on prior years’ actual expenditures and the FY 2016 Forecast. This results in changing the budgeted personnel savings rate from 8.11% in FY 2016 to 15.92% in FY 2017. Increase Expenditures by $203,968 to reflect an expected increase in grant awards for FY 2017. Conciliation Court Fees Fund (257) Operating • Increase Revenue by $211,362 based on FY 2016 Forecast. Law Library Fees Fund (261) Operating • Increase Regular Benefits by $3,962 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $16 for the impact of the changes in retirement rates. • Increase Expenditures by $76,070 for other services based on prior year actuals’ and FY 2016 Forecast. • Increase Vacancy Savings by $80,048 based on prior years’ actual expenditures and the FY 2016 Forecast. This results in changing the budgeted personnel savings rate from 0.00% in FY 2016 to 36.00% in FY 2017. • Increase Revenue by $22,803 based on the FY 2016 Forecast. Superior Court Fill the Gap (264) Operating • Increase Regular Benefits by $42,505 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $83 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $1,952 for the impact of the changes in risk management charges. • Increase Expenditures by $42,412 for the net change in other personnel based on prior year Actuals’ and FY 2016 Forecast. • Increase Vacancy Savings by $83,048 based on prior years’ actual expenditures and the FY 2016 Forecast. This results in changing the budgeted personnel savings rate from 0.00% in FY 2016 to 3.99% in FY 2017. Expedited Child Support Fund (271) Operating • Increase Revenue by $77,500 based on FY 2016 Forecast. Spousal Maintenance Enforcement Enhancement Fund (276) Operating • Increase Revenue by $9,000 based on FY 2016 Forecast. Superior Court Building Repair Fund (280) Non Recurring • Increase Expenditures by $1,650,474 for the Law Library Resource Center and a new Courtroom. Children’s Issues Education Fund (281) Operating • Decrease Revenue and Expenditures by $105,000 based on FY 2016 Forecast. Domestic Relations Mediation Education Fund (282) Operating • Increase Revenue by $20,000 based on FY 2016 Forecast. 852 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court 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 2015 ACTUAL 79.7% FY 2016 REVISED 91.0% FY 2016 FORECAST 91.3% FY 2017 ADOPTED 93.0% 53.5% 46.3% 48.0% 48.0% Activities that comprise this program include: • Civil Adjudication • REV VS ADOPTED VAR % 2.2% 2.0% 1.7% 3.7% 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. FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 79.7% 91.0% 91.3% 93.0% 2.0% 2.2% 40,486 40,000 37,420 37,000 (3,000) -7.5% 34,475 42,260 40,124 39,000 (3,260) -7.7% $ 233.97 $ 218.55 $ 234.26 $ 225.36 $ (6.82) -3.1% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 14,251 2,683,211 $ 2,697,462 $ 24,000 2,516,072 $ 2,540,072 $ 35,224 2,744,223 $ 2,779,447 $ 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 7,292,194 70,497 2,109,800 $ 9,472,491 $ 6,025,105 72,049 2,644,800 $ 8,741,954 $ 6,006,083 71,671 2,644,800 $ 8,722,554 $ 5,751,158 67,308 2,520,000 $ 8,338,466 26,449 2,660,539 $ 2,686,988 $ $ 2,449 144,467 146,916 10.2% 5.7% 5.8% 273,947 4,741 124,800 403,488 4.5% 6.6% 4.7% 4.6% Expenditure $ $ Activity Narrative: In FY 2015, the Commercial Court was implemented as a directive from the Arizona Supreme Court to address complex business matters. For FY 2017, three judges are now assigned to hear these cases resulting in more cases being resolved within 18 months. 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 – 163 853 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 Measure Description Percent of tax cases resolved within 9 months Output Output Output Demand Demand Expenditure Ratio Expenditure Number of all record tax cases resolved. Number of Large Record Tax cases resolved. Number of Small Record Tax cases resolved. Number of Large Record Tax cases filed. Number of Small Record Tax cases filed. Total activity expenditure per tax case resolved 100 - GENERAL TOTAL USES FY 2015 ACTUAL 53.5% $ 1,037 734 303 730 303 521.09 $ $ 540,370 540,370 FY 2016 FY 2016 REVISED FORECAST 46.3% 48.0% $ 1,381 764 300 762 476 430.82 $ $ 594,963 594,963 $ 1,114 760 291 750 452 537.94 $ $ 599,263 599,263 FY 2017 ADOPTED 48.0% $ 1,300 738 284 711 446 469.74 $ $ 610,656 610,656 REV VS ADOPTED VAR % 1.7% 3.7% $ (81) (26) (16) (51) (30) (38.91) -5.9% -3.4% -5.3% -6.7% -6.3% -9.0% $ $ (15,693) (15,693) -2.6% -2.6% Activity Narrative: There have been less property tax appeals from property assessments because of the improving real estate market. 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 2015 ACTUAL 92.5% 98.5% 11.3% 98.9% FY 2016 REVISED 94.0% 98.5% 11.0% 98.0% Activities that comprise this program include: • Court Interpretation & Translation • Jurors FY 2016 FORECAST 93.3% 98.5% 11.1% 98.0% • • FY 2017 ADOPTED 91.1% 98.2% 11.2% 98.0% REV VS ADOPTED VAR % (2.9%) -3.1% (0.3%) -0.3% 0.2% 1.8% 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. 854 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Spanish Interpretations Number of Interpretation requests completed Number of Interpretation requests received Total activity expenditure per Interpretation request completed FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 92.5% 94.0% 93.3% 91.1% (2.9%) -3.1% 48,247 48,500 47,481 48,500 0.0% 48,247 48,500 47,481 48,500 0.0% $ 89.76 $ 100.87 $ 112.03 $ - $ 100.87 100.0% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 4,072,937 257,717 $ 4,330,654 - $ $ 250 250 $ $ - $ $ - $ $ (250) (250) $ 4,265,672 275,971 $ 4,541,643 $ - $ 4,674,208 218,011 $ 4,892,219 -100.0% -100.0% Expenditure $ 4,674,208 218,011 $ 4,892,219 $ 100.0% 100.0% 100.0% Activity Narrative: The budget for Court Interpretation and Translation has been reallocated to Non Departmental in order to distribute the costs between the Superior Court, the County Attorney and Public Defense. Base Adjustments: General Fund (100) Operating • Reallocation of $4,142,301 from the FY 2016 Adopted Budget for Court Interpretation, Transcription, and Translation. 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 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 98.5% 98.5% 98.5% 98.2% (0.3%) -0.3% 3,237,708 3,250,000 3,263,112 3,263,110 13,110 0.4% 3,237,708 3,250,000 3,263,112 3,263,110 13,110 0.4% $ 2.22 $ 2.23 $ 2.20 $ 2.24 $ (0.01) -0.4% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 7,199,503 $ 7,199,503 2,717 2,717 $ $ 600 600 $ $ 1,386 1,386 $ $ 2,340 2,340 $ $ 1,740 1,740 $ 7,294,897 $ 7,294,897 $ $ (59,855) (59,855) 290.0% 290.0% Expenditure $ 7,235,042 $ 7,235,042 $ 7,217,990 $ 7,217,990 -0.8% -0.8% Activity Narrative: The number of people entering the courthouses remains consistent. Probation violation matters are increasing so additional defendants are expected. 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 855 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Presiding Judge of the Superior Court shall summon a grand jury three times per year (or additional times, per a petition from the County Attorney). Grand juries are to be conducted as prescribed by A.R.S. §§21-401 through 21-416. Measure Type Result Output Demand 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 2015 FY 2016 REV VS ADOPTED FY 2016 FY 2017 ACTUAL REVISED FORECAST ADOPTED VAR % 11.3% 11.0% 11.1% 11.2% 0.2% 1.8% 51,515 52,000 52,288 53,000 1,000 1.9% 53,354 54,000 54,232 55,000 1,000 1.9% $ 88.74 $ 96.94 $ 90.65 $ 83.47 $ 13.47 13.9% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 4,463,091 108,093 $ 4,571,184 $ 821,146 77,131 898,277 $ $ 649,280 45,000 694,280 $ $ 846,090 46,534 892,624 $ $ 759,857 47,776 807,633 $ $ 110,577 2,776 113,353 17.0% 6.2% 16.3% 617,007 617,007 13.8% 0.0% 12.2% Expenditure $ 4,465,877 575,000 $ 5,040,877 $ 3,910,989 568,996 $ 4,479,985 $ 3,848,870 575,000 $ 4,423,870 $ $ Activity Narrative: The Superior Court trial rate is increasing resulting in larger juror pools. Base Adjustments: Superior Court Special Revenue Fund (259) Operating • Increase Expenditures by $140,000 for Grand Jury Transcripts. • Increase Expenditures by $75,000 for Items for Jurors. • Increase Expenditures by $68,629 for Juror fees and mileage. Superior Court Special Revenue Fund (259) Non Recurring • Increase Expenditures by $246,371 for Juror fees and mileage. Public Information & Community Outreach Activity The purpose of the Public Information and Community Outreach Activity is to provide website access to the public and litigants so they can access case information and court forms without having to make a trip to a courthouse. Mandates: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of user satisfaction. Number of website sessions completed. Number of website sessions requested. Total activity expenditure per website session. FY 2015 FY 2016 ACTUAL REVISED 98.9% 98.0% 102,846,490 150,000,000 103,526,010 150,000,000 0.02 $ $ 0.04 REV VS ADOPTED FY 2016 FY 2017 FORECAST ADOPTED VAR % 98.0% 98.0% 0.0% 0.0% 149,661,370 149,661,360 (338,640) -0.2% 149,734,490 149,734,480 (265,520) -0.2% $ 0.02 $ 0.02 $ 0.01 29.5% 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 261 - LAW LIBRARY TOTAL SOURCES $ 189,220 1,245,904 $ 1,435,124 114,000 181,082 1,165,971 $ 1,461,053 $ 47,500 182,905 1,230,297 $ 1,460,702 112,158 177,154 1,188,774 $ 1,478,086 100 - GENERAL 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 261 - LAW LIBRARY TOTAL USES $ 1,701,074 172,573 571,994 $ 2,445,641 $ 1,768,556 114,000 181,082 3,229,064 $ 5,292,702 $ 1,873,130 12,054 174,968 592,851 $ 2,653,003 $ 2,274,704 112,158 177,154 1,161,247 $ 3,725,263 $ $ $ (1,842) (3,928) 22,803 17,033 -1.6% -2.2% 2.0% 1.2% (506,148) 1,842 3,928 2,067,817 $ 1,567,439 -28.6% 1.6% 2.2% 64.0% 29.6% $ Expenditure 856 $ Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Criminal Justice Program The purpose of the Criminal Justice Program is to provide felony cases to defendants, victims, and the public so they can have timely and just legal resolutions. Program Results Measure Description Percent of Capital cases resolved within 545 days. Percent of General Felony cases resolved within 180 days. FY 2015 ACTUAL 10.0% FY 2016 FY 2016 REVISED FORECAST 32.1% 30.4% 76.2% 80.0% Activities that comprise this program include: • Capital Adjudication FY 2017 ADOPTED 29.2% 76.8% • REV VS ADOPTED VAR % (3.0%) -9.3% 75.4% (4.6%) -5.8% 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 2015 ACTUAL 10.0% FY 2016 FY 2016 REVISED FORECAST 32.1% 30.4% REV VS ADOPTED VAR % (3.0%) -9.3% FY 2017 ADOPTED 29.2% 20 12 $ 24,590.65 15 19 $ 34,163.53 16 17 $ 31,419.44 13 16 $ 37,383.23 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 196,040 196,040 $ $ 199,469 199,469 $ $ 98,020 98,020 $ $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 294,887 196,926 491,813 $ 312,984 199,469 512,453 $ 310,683 192,028 502,711 $ $ (2) (3) (3,219.70) -13.3% -15.8% -9.4% 198,684 198,684 $ $ (785) (785) -0.4% -0.4% 316,894 169,088 485,982 $ (3,910) 30,381 26,471 -1.2% 15.2% 5.2% Expenditure $ $ $ $ $ Activity Narrative: The capital cases are not being resolved within 545 days because of the case complexity that requires specialized case management and justice partner collaboration. 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. 857 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of General Felony cases resolved within 76.2% 80.0% 76.8% 75.4% (4.6%) -5.8% 180 days. 31,617 Number of General Felony cases resolved. 34,000 32,403 32,600 (1,400) -4.1% Number of General Felony cases filed. 31,569 34,800 32,417 33,360 (1,440) -4.1% Total activity expenditure per General Felony case $ 689.79 $ 683.82 $ 715.91 $ 714.21 $ (30.40) -4.4% resolved. 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL SOURCES $ 3,760 62,196 512,058 59,154 2,141,359 $ 2,778,527 $ 100 84,681 476,000 54,000 2,202,900 $ 2,817,681 70,334 498,803 56,070 2,202,900 $ 2,828,107 $ 117 54,033 499,000 54,000 2,202,900 $ 2,810,050 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 19,741,825 61,928 61,216 54,000 1,890,174 $ 21,809,143 $ 21,070,176 84,681 62,432 54,000 1,978,449 $ 23,249,738 $ 21,100,355 56,670 62,315 54,000 1,924,248 $ 23,197,588 $ 20,988,630 8,712 58,501 54,000 2,173,526 $ 23,283,369 $ $ $ 17 (30,648) 23,000 (7,631) 17.0% -36.2% 4.8% 0.0% 0.0% -0.3% 81,546 75,969 3,931 (195,077) (33,631) 0.4% 89.7% 6.3% 0.0% -9.9% -0.1% Expenditure $ Activity Narrative: The trial rate has dramatically increased, and as a result, there is not an adequate number of Judicial Officers to hear trials within 180 days. 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 2015 ACTUAL 96.6% 87.1% FY 2016 FY 2016 REVISED FORECAST 97.0% 96.4% 82.0% Activities that comprise this program include: • Family Pre-Decree/Judgment 83.0% • FY 2017 ADOPTED 96.0% 83.0% REV VS ADOPTED VAR % (1.0%) -1.0% 1.0% 1.2% Family Post-Decree/Judgment Family Pre-Decree/Judgment Activity The purpose of the Family Pre-Decree/Judgment Activity is to provide resolved pre-decree Family Court cases to litigants so they can receive timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Family Adjudication Program. A.R.S. Title 25 includes the statutes regarding Marital and Domestic Relations, including Marriage; Husband and Wife, Property and Contract Rights; Dissolution of Marriage; Child Custody and Visitation; Family Support Duties; Maternity and Paternity Proceedings; Covenant Marriage; Uniform Child Custody Jurisdiction and Enforcement Act; and Uniform Interstate Family Support Act. 858 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Department Strategic Plans and Budgets Superior Court REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Pre-Decree Family Court cases resolved 96.6% 97.0% 96.4% 96.0% (1.0%) -1.0% within 12 months. Number of Pre-Decree Family Court cases resolved. 35,309 34,750 35,153 35,153 403 1.2% Number of Pre-Decree Family Court cases filed. 35,497 34,500 35,057 35,057 557 1.6% Total activity expenditure per Pre-Decree Family Court $ 298.49 $ 311.27 $ 294.32 $ 298.95 $ 12.32 4.0% case resolved. 100 - GENERAL 238 - SUPERIOR COURT GRANTS 257 - CONCILIATION COURT FEES 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES 1,405,189 1,601,997 114,007 106,328 $ 3,227,521 100 1,480,526 1,372,000 99,000 105,000 $ 3,056,626 1,289,455 1,618,035 115,606 29 $ 3,023,125 117 1,411,835 1,583,362 108,000 $ 3,103,314 $ 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 $ 7,176,986 1,418,515 72,570 1,386,200 204,200 150,000 131,007 $ 10,539,478 $ 7,460,878 1,480,526 73,573 1,578,566 108,000 115,007 $ 10,816,550 $ 7,370,673 1,205,886 73,040 1,578,566 108,000 10,007 $ 10,346,172 $ 7,419,905 1,328,814 68,776 1,583,362 108,000 $ 10,508,857 $ $ $ $ $ $ 17 (68,691) 211,362 9,000 (105,000) 46,688 17.0% -4.6% 15.4% 9.1% -100.0% 1.5% 40,973 151,712 4,797 (4,796) 115,007 307,693 0.5% 10.2% 6.5% -0.3% N/A 0.0% 100.0% 2.8% Expenditure $ Base Adjustments: General Fund (100) Operating • Increase Allocation Out by $9,000 to the Spousal Maintenance Enforcement Enhancement Fund. Conciliation Court Fees Fund (257) Operating • Increase Expenditures by $211,362 for Parent Conference Reports. Spousal Maintenance Enforcement Enhancement Fund (276) Operating • Increase Allocation In by $9,000 from the General Fund. 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. 859 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Post-Decree Family Court cases resolved within 7 months. Number of Post-Decree Family Court cases resolved. Number of Post-Decree Family Court cases filed. Total activity expenditure per Post-Decree Family Court case resolved. FY 2015 ACTUAL 87.1% FY 2016 FY 2016 REVISED FORECAST 82.0% 83.0% 26,205 $ 25,500 22,037 191.35 $ 25,404 201.37 $ FY 2017 ADOPTED 83.0% 25,760 $ 25,605 185.55 $ REV VS ADOPTED VAR % 1.0% 1.2% 25,760 $ 25,605 186.80 $ $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL SOURCES $ 1,015,402 128,469 10,289 686,623 203,057 $ 2,043,840 847,742 250,000 1,000 600,000 180,600 $ 1,879,342 963,389 341,783 9,916 677,500 201,321 $ 2,193,909 992,117 50,000 1,000 677,500 200,600 $ 1,921,217 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ 3,775,158 128,469 910,000 200,600 $ 5,014,227 $ 3,951,889 250,000 38,875 713,621 180,600 $ 5,134,985 $ 3,847,637 37,875 713,621 180,600 $ 4,779,733 $ 3,924,833 8,062 1,000 677,500 200,600 $ 4,811,995 $ $ 260 1.0% 201 14.57 0.8% 7.2% 144,375 (200,000) 77,500 20,000 41,875 17.0% -80.0% 0.0% 12.9% 11.1% 2.2% 27,056 241,938 37,875 36,121 (20,000) 322,990 0.7% 96.8% 97.4% 5.1% -11.1% 6.3% Expenditure $ Base Adjustments: General Fund (100) Operating • Increase Allocation Out by $20,000 to the Domestic Relations Mediation Education Fund. Expedited Child Support Fund (271) Operating • Increase Expenditures by $77,500 for Parent Conference Reports. Domestic Relations Mediation Education Fund (282) Operating • Increase Allocation In by $20,000 from the General Fund. 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 2015 ACTUAL 69.3% FY 2016 FY 2016 REVISED FORECAST 72.0% 72.3% FY 2017 ADOPTED 71.3% REV VS ADOPTED VAR % (1.0%) -1.4% 80.1% 85.0% 83.9% 82.6% (2.4%) -2.8% 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: • Cradle to Crayons • Juvenile Delinquency Adjudication ● Juvenile Dependency Adjudication 860 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Cradle to Crayons Activity The purpose of the Cradle 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. Measure Type Result Result Output Output Demand Expenditure Ratio Expenditure FY 2015 ACTUAL N/A Measure Description Percent of Cradles to Crayons youth with petitions filed who had a permanency hearing within 6 months of the petition filing. Percent of Cradles to Crayons youth with petitions filed who had a permanency established within 365 days of the petition filing. Number of assignments to Cradles to Crayons judges Number of Cradles to Crayons youth who receive comprehensive services and referrals. Number of Dependency petitions filed for youth aged 0 to 3 within the year. Total activity expenditure per youth receiving Cradles to Crayons services. FY 2016 FY 2016 FORECAST REVISED 95.0% 95.0% FY 2017 ADOPTED 95.0% 95.0% 95.0% 95.0% 0.0% 0.0% - 2,016 2,016 3,000 984 48.8% - 2,000 2,000 3,000 1,000 50.0% 2,460 2,139 2,139 3,000 861 40.3% N/A N/A $ 567.87 $ 1,135,730 $ 1,135,730 $ 1,157,922 $ 1,157,922 $ 1,138,493 $ 1,138,493 100 - GENERAL TOTAL USES $ 578.96 REV VS ADOPTED VAR % 0.0% 0.0% 403.38 $ 175.58 30.3% $ 1,210,141 $ 1,210,141 $ $ (52,219) (52,219) -4.5% -4.5% $ Activity Narrative: The Cradle to Crayons program is continuing to expand. Due to the increased number of petitions, all Juvenile Court judges will hear Cradles to Crayons cases. 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 Description Percent of adjudication hearings for nondetained juveniles held within 30 days Number of Delinquency cases resolved. Number of Delinquency cases filed. Total activity expenditure per Delinquency case resolved. FY 2015 ACTUAL 69.3% $ 5,338 6,060 938.89 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 4,871,299 83,788 56,692 $ 5,011,779 $ 314,090 94,761 408,851 FY 2016 FY 2016 REVISED FORECAST 72.3% 72.0% $ $ $ 6,631 6,846 767.66 357,678 68,312 425,990 $ $ $ 5,936 6,517 866.10 395,310 41,074 436,384 FY 2017 ADOPTED 71.3% $ $ 5,753 6,332 878.11 REV VS ADOPTED VAR % (1.0%) -1.4% $ 418,593 67,804 486,397 $ $ 4,937,616 58,069 56,086 $ 5,051,771 $ $ $ (878) (514) (110.45) -13.2% -7.5% -14.4% 60,915 (508) 60,407 17.0% -0.7% 14.2% 26,917 10,243 1,400 38,560 0.5% 15.0% 2.4% 0.8% Expenditure $ 4,964,533 68,312 57,486 $ 5,090,331 861 $ 5,022,283 61,377 57,526 $ 5,141,186 $ Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: Delinquency filings are trending down, but the complexity of processing these cases has increased. Case management processes are lengthy because of the paper based case management of these matters. Juvenile Dependency Adjudication Activity The purpose of the Juvenile Dependency Adjudication Activity is to provide established dependency to juveniles so they can ensure that their well-being is maintained. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to resolve matters of divorce and annulment of marriages. This activity supports the overall adjudication of dependency cases in compliance with case processing guidelines pursuant to Title Eight of A.R.S. Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2015 FY 2016 FY 2016 FY 2017 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of preliminary protective hearings held 80.1% 85.0% 83.9% 82.6% (2.4%) -2.8% within 7 business days after removal from home Number of Dependency cases resolved. 14,221 14,700 15,635 15,984 1,284 8.7% Number of Dependency cases filed. 17,089 16,500 17,038 17,958 1,458 8.8% Total activity expenditure per Dependency $ 379.43 $ 484.91 $ 392.83 $ 459.35 $ 25.56 5.3% case resolved. 238 - SUPERIOR COURT GRANTS 277 - EMANCIPATION ADMIN COSTS TOTAL SOURCES $ 942,948 654 943,602 $ 1,635,949 $ 1,635,949 $ 860,932 482 861,414 $ 1,449,227 $ 1,449,227 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 4,329,210 1,019,221 47,417 $ 5,395,848 $ 5,427,098 1,635,949 65,192 $ 7,128,239 $ 5,124,144 950,397 67,339 $ 6,141,880 $ 5,527,777 1,703,017 111,462 $ 7,342,256 $ $ $ $ (186,722) (186,722) -11.4% N/A -11.4% (100,679) (67,068) (46,270) (214,017) -1.9% -4.1% -71.0% -3.0% Expenditure $ Activity Narrative: Filings continue to increase at a record pace causing costs to increase and the percent of preliminary hearings held within seven business days after removal to decrease. Base Adjustments: General Fund (100) Operating • Increase Personnel and Related Costs by $229,818 for the addition of a new Juvenile Court. General Fund (100) Non Recurring • Increase Capital Equipment by $3,000 for new Juvenile Court. 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 2015 ACTUAL 90.0% FY 2016 FY 2016 REVISED FORECAST 94.0% 93.9% Activities that comprise this program include: • Probate and Mental Health 862 FY 2017 ADOPTED 93.1% REV VS ADOPTED VAR % (0.9%) -1.0% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Probate and Mental Health Activity The purpose of the Probate and Mental Health Activity is to provide resolved probate, mental health, and competency issues to litigants and defendants so they can receive timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to hold criminal proceedings for all felony cases including issues of mental health. Measure Type Result Output Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL VAR % REVISED FORECAST ADOPTED Percent of probate cases in compliance with case90.0% 94.0% 93.9% 93.1% (0.9%) -1.0% processing standards 4,200 4,109 4,364 4,075 Number of Mental Health cases resolved. (125) -3.0% 4,308 4,300 4,400 4,399 Number of Mental Health cases filed. 100 2.3% (11.40) Total activity expenditure per Mental Health case $ 934.71 $ 1,049.19 $ 1,066.47 $ 1,060.59 $ -1.1% resolved. 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 3,604,085 475,000 $ 4,079,085 $ 395,969 7,117 403,086 $ $ 10,000 392,000 1,000 403,000 $ $ 394,742 8,160 402,902 392,000 1,000 393,000 $ $ 3,878,917 442,000 1,000 $ 4,321,917 $ $ $ $ (10,000) (10,000) -100.0% 0.0% 0.0% -2.5% (14,068) 10,000 88,756 84,688 -0.4% 100.0% 16.7% 0.0% 1.9% Expenditure $ 3,864,849 10,000 530,756 1,000 $ 4,406,605 $ 3,851,363 530,756 $ 4,382,119 $ Activity Narrative: Slight increases are anticipated for Mental Health and Probate filings. Base Adjustments: Probate Fees (256) Non Recurring • Increase Expenditures by $50,000 for Probate Contract. 863 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2017 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Employee Salary Adjustments FY 16 Mark et Study Adjustments Reallocations Jud Branch Interdeptl Transfer 83,111,344 $ 1,880,100 $ 35,036 $ 35,036 2,005,000 $ 2,005,000 - $ 85,151,380 $ 1,880,100 $ (35,036) $ (35,036) (1,775,000) $ (1,775,000) - $ 83,341,344 $ 1,880,100 $ 1,494,039 $ 1,564,632 (94,924) 24,331 83,573 $ 83,573 939,427 $ (121,566) - 3,425 (64,833) 742,017 229,818 - 150,566 - Agenda Item: C-49-16-019-2-00 $ MEMO FY 2016 Revised Budget Adjustments: Employee Salary Adjustments FY 16 Mark et Study Adjustments Reallocations Jud Branch Interdeptl Transfer $ Agenda Item: C-49-16-019-2-00 $ MEMO FY 2017 Baseline Budget Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Employee Salary Adjustments FY 16 Mark et Study Adjustments C-49-16-019-2-00 Base Adjustments Other Base Adjustments Decrease Education and Training Decrease Postage/Freight/Shipping Decrease Travel Net Change in Other Personnel, Supplies and Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Additions and Related Costs Increase Due to Additional Juvenile Court Personnel Savings Decrease Vacancy Savings from 5.60% to 5.43% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Increase Allocation Out to Spousal Maint Enf Enhancement Fund Increase Allocation Out to Domestic Rel Mediation Educ Fund Jud Branch Interdeptl Transfer MEMO Reallocation from Juvenile Probation to Superior Court Reallocation Between Depts Reallocation of FY 2-016 Adopted Budget for Court Interpretation Transcription and Translation FY 2017 Adopted Budget Percent Change from Baseline Amount $ $ $ (41,124) (40,821) (42,459) 2,838 $ 229,818 $ 150,566 $ $ $ (9,000) (20,000) $ 167,711 167,711 (4,142,301) $ 319,900 319,900 - - (4,142,301) $ 864 - $ (4,003,590) $ (29,000) 81,854,793 $ -1.8% 2,200,000 17.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) Revenue Expenditures DISASTER REC EQUIPMENT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 97,933 $ 97,933 - $ 97,933 $ - Adjustments: Base Adjustments Base Adjustment Increases Disaster Recovery Operating Costs Agenda Item: $ 97,933 FY 2017 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 245,926 $ - FY 2016 Revised Budget $ 245,926 $ - $ (245,926) $ (245,926) - $ - $ - $ 3,000 $ 3,000 - $ 3,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Start up costs of New Court Agenda Item: $ 3,000 FY 2017 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue DISASTER REC EQUIPMENT FY 2016 Adopted Budget $ 668,000 $ - FY 2016 Revised Budget $ 668,000 $ - $ (668,000) $ (668,000) - $ - $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring Disaster Recovery Equipment Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 865 337,000 - 337,000 $ - 337,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) Expenditures Revenue SUP CT FOR THE RECORD EQUIP FY 2016 Adopted Budget $ 1,500,000 $ - FY 2016 Revised Budget $ 1,500,000 $ - $ (1,500,000) $ (1,500,000) - $ - $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring E-Courtroom Refresh Agenda Item: $ 1,500,000 - 1,500,000 $ - 1,500,000 FY 2017 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue SUP COURT CASE MGMT SYSTEM FY 2016 Adopted Budget $ 1,899,500 $ - FY 2016 Revised Budget $ 1,899,500 $ - $ (1,899,500) $ (1,899,500) - $ - $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring iCISng Project Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ 866 1,899,500 - 1,899,500 $ - 1,899,500 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 476,000 $ 476,000 FY 2016 Revised Budget $ 476,000 $ 476,000 FY 2017 Baseline Budget $ 476,000 $ 476,000 $ 4,963 $ 4,935 28 18,037 $ 41,313 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Net Change in Other Personnel Supplies and Services Restoration of Operating Costs Risk Management Adjustment Personnel Savings Increase Vacancy Savings from 2.81% to 7.98% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 11,412 29,901 (488) (22,788) $ (22,788) -22788 $ FY 2017 Adopted Budget Percent Change from Baseline Amount $ - - $ - 23,000 23,000 499,000 $ 4.8% 499,000 4.8% Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 RECOMM $ 212,983 $ 335,609 $ 335,609 $ 335,609 $ 387,220 $ 512,057 512,057 $ 476,000 $ 476,000 $ 498,803 $ 499,000 $ 476,000 $ 476,000 $ 498,803 $ 499,000 $ $ $ $ 417,291 29,901 447,192 $ $ 476,000 29,901 505,901 $ 499,000 499,000 $ $ 389,431 389,431 $ 476,000 29,901 505,901 Structural Balance $ 122,626 $ - $ - $ 81,512 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 335,609 335,609 $ $ 305,708 305,708 $ $ 305,708 305,708 $ $ 387,220 387,220 $ $ 387,220 387,220 $ 867 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) Expenditures Revenue OPERATING FY 2016 Adopted Budget Adjustments: Grants FY 16 Superior Court Grant Reconciliation $ 3,432,507 $ 3,432,507 $ 467,059 $ 467,059 467,059 467,059 $ 3,899,566 $ 3,899,566 $ (467,059) $ (467,059) $ 3,432,507 $ 3,432,507 $ 33,300 $ 33,284 16 (237,268) $ (1,403) (235,865) - $ 203,968 $ 203,968 - $ 3,432,507 $ 0.0% 3,432,507 0.0% Agenda Item: C-80-16-008-2-00 FY 2016 Revised Budget Adjustments: Grants FY 16 Superior Court Grant Reconciliation Agenda Item: C-80-16-008-2-00 FY 2017 Baseline Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Risk Management Adjustment Personnel Savings Increase Vacancy Savings from 8.11% to 15.92% Grants Grant Reconciliation (467,059) (467,059) Agenda Item: $ $ (235,865) FY 2017 Adopted Budget Percent Change from Baseline Amount Superior Court Grants Fund (238) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 2,927,925 2,927,925 $ $ 3,432,507 3,432,507 $ $ 3,899,566 3,899,566 $ $ 2,659,026 2,659,026 $ $ 3,432,507 3,432,507 Uses: Operating Total Uses: $ $ 2,941,385 2,941,385 $ $ 3,432,507 3,432,507 $ $ 3,899,566 3,899,566 $ $ 2,519,542 2,519,542 $ $ 3,432,507 3,432,507 Structural Balance $ (13,460) $ - $ - $ 139,484 $ - Accounting Adjustments $ - $ - $ - $ - - $ (30,961) (30,961) $ 95,066 95,066 $ 95,066 95,066 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (30,961) $ 3 (30,961) $ $ - $ (44,418) (44,418) $ - $ (30,961) (30,961) $ 868 (30,961) $ (44,418) $ $ 95,066 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 392,000 $ 392,000 FY 2016 Revised Budget $ 392,000 $ 392,000 FY 2017 Baseline Budget $ 392,000 $ 392,000 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 392,000 $ 0.0% 392,000 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 138,756 $ - FY 2016 Revised Budget $ 138,756 $ - $ (138,756) $ (138,756) - $ - $ - $ 50,000 $ 50,000 - $ 50,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Probate Contract Agenda Item: $ 50,000 FY 2017 Adopted Budget Percent Change from Baseline Amount Probate Fees Fund (256) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 RECOMM Beginning Spendable Fund Balance $ 304,797 $ 216,906 $ 216,906 $ 225,768 $ 89,754 Sources: Operating Total Sources: $ $ 395,969 395,969 $ $ 392,000 392,000 $ $ 392,000 392,000 $ $ 394,742 394,742 $ $ 392,000 392,000 $ $ $ $ 392,000 138,756 530,756 $ $ 392,000 138,756 530,756 $ $ 392,000 138,756 530,756 $ 392,000 50,000 442,000 Uses: Operating Non-Recurring Total Uses: $ 379,200 95,800 475,000 Structural Balance $ 16,769 $ - $ - $ 2,742 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 225,768 225,768 $ $ 78,150 78,150 $ $ 78,150 78,150 $ $ 89,754 89,754 $ $ 39,754 39,754 869 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) Revenue Expenditures OPERATING FY 2016 Adopted Budget $ 1,372,000 $ 1,372,000 FY 2016 Revised Budget $ 1,372,000 $ 1,372,000 FY 2017 Baseline Budget $ 1,372,000 $ 1,372,000 $ 211,362 $ 211,362 - $ - $ - 211,362 211,362 $ 1,583,362 $ 15.4% 1,583,362 15.4% Adjustments: Base Adjustments Other Base Adjustments Parent Conference Reports Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ 211,362 FY 2017 Adopted Budget Percent Change from Baseline Amount Conciliation Court Fees Fund (257) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 381,566 $ 206,566 $ 206,566 $ 597,363 $ 636,832 Sources: Operating Total Sources: $ $ 1,601,997 1,601,997 $ $ 1,372,000 1,372,000 $ $ 1,372,000 1,372,000 $ $ 1,618,035 1,618,035 $ $ 1,583,362 1,583,362 $ $ $ 1,372,000 206,566 1,578,566 $ $ 1,372,000 206,566 1,578,566 $ $ 1,372,000 206,566 1,578,566 $ $ 1,211,200 175,000 1,386,200 $ 1,583,362 1,583,362 Structural Balance $ 390,797 $ - $ - $ 246,035 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 597,363 597,363 $ $ - $ $ - $ $ 636,832 636,832 $ $ 636,832 636,832 Uses: Operating Non-Recurring Total Uses: 870 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 4,598,154 $ 4,598,154 FY 2016 Revised Budget $ 4,598,154 $ 4,598,154 FY 2017 Baseline Budget $ 4,598,154 $ 4,598,154 $ 283,629 $ 283,629 - $ - $ - 283,629 283,629 $ 4,881,783 $ 6.2% 4,881,783 6.2% Adjustments: Base Adjustments Other Base Adjustments Grand Jury Transcripts Items for Jurors Juror Fees and Mileage Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ 140,000 75,000 68,629 FY 2017 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 696,603 $ - FY 2016 Revised Budget $ 696,603 $ - $ (696,603) $ (696,603) - $ - $ - $ 246,371 $ 246,371 - $ 246,371 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2017 Baseline Budget Adjustments: Non Recurring Other Non Recurring Juror Fees and Mileage Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 871 246,371 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 921,487 $ 696,603 $ 696,603 $ 1,447,219 $ 1,048,363 Sources: Operating Total Sources: $ $ 4,929,394 4,929,394 $ $ 4,598,154 4,598,154 $ $ 4,598,154 4,598,154 $ $ 4,881,783 4,881,783 $ $ 4,881,783 4,881,783 $ $ $ $ 4,584,036 696,603 5,280,639 $ $ 4,598,154 696,603 5,294,757 $ $ 4,598,154 696,603 5,294,757 $ 4,881,783 246,371 5,128,154 Uses: Operating Non-Recurring Total Uses: $ 4,150,895 252,771 4,403,666 Structural Balance $ 778,499 $ - $ - $ 297,747 $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,447,219 1,447,219 $ $ - $ $ - $ $ 1,048,363 1,048,363 $ $ 801,992 801,992 Expenditures Revenue Law Library Fees Fund (261) OPERATING FY 2016 Adopted Budget $ 1,165,971 $ 1,165,971 FY 2016 Revised Budget $ 1,165,971 $ 1,165,971 FY 2017 Baseline Budget $ 1,165,971 $ 1,165,971 $ 3,978 $ 3,962 16 (3,978) $ 76,070 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Services Personnel Savings Increase Vacancy Savings from 0.00% to 36.00% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 76,070 $ (80,048) (80,048) FY 2017 Adopted Budget Percent Change from Baseline Amount 872 - $ - $ - 22,803 22,803 $ 1,165,971 $ 0.0% 1,188,774 2.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Law Library Fees Fund (261) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 2,382,155 $ 2,744,761 $ 2,744,761 $ 3,056,067 $ 1,630,420 Sources: Operating Total Sources: $ $ 1,245,904 1,245,904 $ $ 1,165,971 1,165,971 $ $ 1,165,971 1,165,971 $ $ 1,230,297 1,230,297 $ $ 1,188,774 1,188,774 $ $ $ $ 592,851 2,063,093 2,655,944 $ $ 1,165,971 2,063,093 3,229,064 $ $ 1,165,971 1,165,971 $ 1,165,971 1,165,971 Uses: Operating Non-Recurring Total Uses: $ 571,994 571,994 Structural Balance $ 673,910 $ - $ - $ 637,446 $ 22,803 Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,056,067 3,056,067 $ $ 2,744,761 2,744,761 $ $ 681,668 681,668 $ $ 1,630,420 1,630,420 $ $ 1,653,223 1,653,223 Expenditures Revenue Superior Court Fill the Gap Fund (264) OPERATING FY 2016 Adopted Budget $ 2,218,728 $ $ (15,828) $ (15,828) FY 2016 Revised Budget $ 2,202,900 $ 2,202,900 FY 2017 Baseline Budget $ 2,202,900 $ 2,202,900 $ 42,588 $ 42,505 83 (42,588) $ 42,412 - (1,952) (83,048) - Adjustments: Supplemental Funding Mid Year Adjustments Fill the Gap Plan Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Net Change in Other Personnel Risk Management Adjustment Personnel Savings Increase Vacancy Savings from 0.00% to 3.99% 2,218,728 Agenda Item: C-80-16-006-2-00 (15,828) (15,828) Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 42,412 (83,048) $ 873 2,202,900 $ 0.0% 2,202,900 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 2,141,359 2,141,359 Uses: Operating Total Uses: $ $ 2,147,891 2,147,891 Structural Balance (48,776) $ FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED - $ - $ $ $ 2,218,728 2,218,728 $ $ 2,202,900 2,202,900 $ $ 2,202,900 2,202,900 $ $ 2,202,900 2,202,900 $ $ 2,218,728 2,218,728 $ $ 2,202,900 2,202,900 $ $ 2,202,900 2,202,900 $ $ 2,202,900 2,202,900 $ (6,532) $ - $ - $ - $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (55,309) (55,309) $ - $ - $ (55,309) $ (55,309) (55,309) (55,309) $ (55,309) (55,309) Expedited Child Support Fund (271) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 600,000 $ 600,000 FY 2016 Revised Budget $ 600,000 $ 600,000 FY 2017 Baseline Budget $ 600,000 $ 600,000 $ 77,500 $ 77,500 - $ - $ - 77,500 77,500 $ 677,500 $ 12.9% 677,500 12.9% Adjustments: Base Adjustments Other Base Adjustments Parent Conference Reports Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2017 Adopted Budget Percent Change from Baseline Amount 874 77,500 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 386,486 $ 113,621 $ 113,621 $ 163,110 $ 126,989 Sources: Operating Total Sources: $ $ 686,623 686,623 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 677,500 677,500 $ $ 677,500 677,500 $ $ $ $ 600,000 113,621 713,621 $ $ 600,000 113,621 713,621 $ $ 600,000 113,621 713,621 $ 677,500 677,500 Uses: Operating Non-Recurring Total Uses: $ 585,000 325,000 910,000 Structural Balance $ 101,623 $ - $ - $ 77,500 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 163,110 163,110 $ $ - $ $ - $ $ 126,989 126,989 $ $ 126,989 126,989 Expenditures Revenue Spousal Maintenance Enforcement Enhancement (276) OPERATING FY 2016 Adopted Budget $ 99,000 $ 99,000 FY 2016 Revised Budget $ 99,000 $ 99,000 FY 2017 Baseline Budget $ 99,000 $ 99,000 $ - $ 9,000 $ 9,000 9,000 9,000 - 108,000 $ 9.1% 108,000 9.1% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Increase Allocation In from General Fund Agenda Item: $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 9,000 $ 875 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 147,384 $ 97,384 $ 97,384 $ 111,389 $ 118,995 Sources: Operating Total Sources: $ $ 114,007 114,007 $ $ 99,000 99,000 $ $ 99,000 99,000 $ $ 115,606 115,606 $ $ 108,000 108,000 $ $ $ $ 99,000 9,000 108,000 $ $ 99,000 9,000 108,000 $ $ 99,000 9,000 108,000 $ 108,000 108,000 $ - $ - $ 16,606 $ - (2) $ - $ - $ - $ - 88,384 88,384 $ $ 88,384 88,384 $ $ 118,995 118,995 $ $ 118,995 118,995 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 100,000 50,000 150,000 Structural Balance $ 14,007 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 111,389 111,389 $ $ Superior Court Building Repair Fund (280) NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Non Recurring Xfer Law Funds to Repair Fund - $ 412,619 $ 412,619 2,063,093 2,063,093 $ 412,619 $ 2,063,093 $ (412,619) $ (412,619) (2,063,093) (2,063,093) $ - $ - $ 1,650,474 $ 1,650,474 - $ 1,650,474 $ - C-80-16-009-2-00 Agenda Item: C-80-16-009-2-00 FY 2017 Baseline Budget Adjustments: Non Recurring Xfer Law Funds to Repair Fund Law Library Resource Center and New Courtroom - $ Agenda Item: FY 2016 Revised Budget Adjustments: Non Recurring Xfer Law Funds to Repair Fund $ Agenda Item: C-80-16-009-2-00 $ FY 2017 Adopted Budget Percent Change from Baseline Amount 876 1,650,474 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Building Repair Fund (280) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ - $ 1,650,474 Sources: Non-Recurring Total Sources: $ - $ - $ 2,063,093 2,063,093 $ 2,063,093 2,063,093 $ - Uses: Non-Recurring Total Uses: $ - $ - $ 412,619 412,619 $ 412,619 412,619 $ 1,650,474 1,650,474 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ 1,650,474 1,650,474 $ $ 1,650,474 1,650,474 $ $ - Expenditures Revenue Children’s Issues Education Fund (281) OPERATING FY 2016 Adopted Budget $ 105,000 $ 105,000 FY 2016 Revised Budget $ 105,000 $ 105,000 FY 2017 Baseline Budget $ 105,000 $ 105,000 $ (105,000) $ (105,000) (105,000) (105,000) $ - $ -100.0% -100.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2017 Adopted Budget Percent Change from Baseline Amount Children’s Issues Education Fund (281) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 42,126 $ 11,927 $ 11,927 $ 17,446 $ 7,468 Sources: Operating Total Sources: $ $ 106,328 106,328 $ $ 105,000 105,000 $ $ 105,000 105,000 $ $ 29 29 $ $ - $ $ $ $ 10,007 10,007 $ $ 105,000 10,007 115,007 $ $ 105,000 10,007 115,007 $ - $ - $ - $ 29 $ - (1) $ - $ - $ - $ - 1,920 1,920 $ $ 1,920 1,920 $ $ 7,468 7,468 $ $ 7,468 7,468 Uses: Operating Non-Recurring Total Uses: $ 106,007 25,000 131,007 Structural Balance $ 321 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 17,446 17,446 $ $ 877 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Superior Court Domestic Relation Mediation Education Fund (282) Revenue Expenditures OPERATING FY 2016 Adopted Budget $ 180,600 $ 180,600 FY 2016 Revised Budget $ 180,600 $ 180,600 FY 2017 Baseline Budget $ 180,600 $ 180,600 $ - $ 20,000 $ 20,000 20,000 20,000 - 200,600 $ 11.1% 200,600 11.1% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Increase Allocation In from General Fund Agenda Item: $ $ 20,000 $ FY 2017 Recommended Budget Percent Change from Baseline Amount Domestic Relation Mediation Education Fund (282) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 104,605 $ 75,038 $ 75,038 $ 107,063 $ 127,784 Sources: Operating Total Sources: $ $ 203,057 203,057 $ $ 180,600 180,600 $ $ 180,600 180,600 $ $ 201,321 201,321 $ $ 200,600 200,600 $ $ $ $ 180,600 180,600 $ $ 180,600 180,600 $ $ 180,600 180,600 $ 200,600 200,600 Uses: Operating Non-Recurring Total Uses: $ 175,600 25,000 200,600 Structural Balance $ 27,457 $ - $ - $ 20,721 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 107,063 107,063 $ $ 75,038 75,038 $ $ 75,038 75,038 $ $ 127,784 127,784 $ $ 127,784 127,784 878 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Analysis by Christine Jasinski, Management and Budget Analyst and Carmine L. Davis, Management and Budget Supervisor 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, 2022, 20% of Maricopa County intersections will be equipped with connected vehicle technology from a 2015 level of 7%. Status: MCDOT underwent a strategic planning session over the summer of 2015. This is a new goal and as a result there is no information to report at this time. Regional Services By June 30, 2022, 90% of smartphone users will utilize personal mobile technology to increase travel efficiency and safety decisions, from a 2015 level of 67%. Status: MCDOT underwent a strategic planning session over the summer of 2015. This is a new goal and as a result there is no information to report at this time. Regional Services By June 30, 2022, the percent increase in travel time will be equal to or less than the percent increase in average daily traffic volumes on identified corridors. Status: MCDOT underwent a strategic planning session over the summer of 2015. This is a new goal and as a result there is no information to report at this time. 879 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES 64BT - BUILD ROADS AND STRUCT REGU - RIGHT OF WAY REGULATION 64ER - ENGINEER ROADS AND STRUCTURES TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ 15,703,738 $ 15,703,738 $ 29,364,618 $ 29,364,618 $ 29,364,618 $ 29,364,618 $ 16,624,649 $ 25,762 16,650,411 $ - $ - $ (29,364,618) (29,364,618) -100.0% N/A -100.0% $ $ 773,135 $ 773,135 $ 685,311 $ 685,311 $ 685,311 $ 685,311 $ 685,309 $ 685,309 $ - $ - $ (685,311) (685,311) -100.0% -100.0% $ $ 474,635 $ 219,942 694,577 $ 16,800 $ 225,895 242,695 $ 16,800 $ 473,098 489,898 $ 16,800 $ 339,117 355,917 $ - $ - $ (16,800) (473,098) (489,898) -100.0% -100.0% -100.0% $ $ 17,436 $ 17,436 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 15,954 $ 15,954 $ - $ - $ (5,000) (5,000) -100.0% -100.0% ENVC - ENVIRONMENTAL CLEARANCE 64SD - TRANSPORTATION PLANNING $ $ 37,000 $ 37,000 $ 25,044 $ 25,044 $ 10,579 $ 10,579 $ 10,435 $ 10,435 $ - $ - $ (10,579) (10,579) -100.0% -100.0% ROAD - ROADWAY MAINTENANCE TRMG - TRAFFIC MANAGEMENT TSYS - TRANSPORTATION SYSTEM 64TP - TRANSPORTATION SYSTEM $ 545,953 $ 545,953 $ 235,000 $ 235,000 $ 330,889 $ 330,889 $ 3,377,660 $ 3,377,660 $ 3,830,000 $ 337,200 18,770,534 22,937,734 $ 3,499,111 337,200 18,770,534 22,606,845 1057.5% N/A N/A 6832.2% 53,175 $ 250,000 65,880 266 369,321 $ 53,175 $ 250,000 65,880 266 369,321 $ 91,225 $ 251,515 65,880 268 408,888 $ 53,175 $ 250,000 65,880 300 369,355 $ 34 34 0.0% N/A 0.0% 0.0% 12.8% 0.0% 9,940,307 9,940,307 9.2% 9.2% $ FACI - FACILITIES MANAGEMENT ODIR - EXECUTIVE MANAGEMENT RCOM - REGULATION COMPLIANCE RWAY - REAL ESTATE SERVICES SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ 59,188 $ 1,295 260,852 156,266 477,601 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 108,262,992 $ 108,262,992 $ 107,489,394 $ 107,489,394 $ 107,489,394 $ 107,489,394 $ 107,518,386 $ 107,518,386 $ 117,429,701 $ 117,429,701 $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 30,455 $ 8,590 39,045 $ - $ 1,300 1,300 $ - $ 1,300 1,300 $ - $ 1,300 1,300 $ 1,300 $ 1,300 $ TOTAL PROGRAMS $ 126,551,477 $ 138,417,683 $ 138,746,310 $ 129,024,260 $ 140,738,090 $ 880 1,300 (1,300) 1,991,780 N/A -100.0% 0.0% 1.4% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Program and Activity FY 2015 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 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 388,495 $ 556,289 483,026 47,294,837 583,585 49,306,232 $ 661,672 $ 653,746 545,821 94,370,570 675,464 96,907,273 $ 1,013,169 $ 840,977 532,541 24,734,172 766,758 27,887,617 $ 914,945 $ 817,861 357,460 (15,909,328) 718,647 (13,100,415) $ - $ - $ 1,013,169 840,977 532,541 24,734,172 766,758 27,887,617 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 1,421,992 $ 4 1,286,468 471,731 3,180,195 $ 1,590,113 $ 1,128 1,428,956 556,772 3,576,969 $ 1,905,503 $ 1,434,158 316,097 3,655,758 $ 1,863,906 $ 39 1,317,585 314,279 3,495,809 $ - $ - $ 1,905,503 1,434,158 316,097 3,655,758 100.0% N/A 100.0% 100.0% 100.0% 1,594,538 $ 1,760,674 397,416 448,469 4,201,097 $ 1,583,480 $ 1,651,883 397,416 695,672 4,328,451 $ 1,262,879 $ 1,655,207 348,356 493,965 3,760,407 $ - $ - $ 1,583,480 1,651,883 397,416 695,672 4,328,451 100.0% 100.0% 100.0% 100.0% 100.0% TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRFE - TRAFF DESIGN AND STUDIES TRIN - EMERGENCY TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT $ 1,436,348 $ 1,670,180 459,926 274,206 3,840,660 $ TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ $ 5,211,447 $ 5,211,447 $ 4,992,318 $ 4,992,318 $ 5,054,729 $ 5,054,729 $ 5,598,153 $ 5,598,153 $ - $ - $ 5,054,729 5,054,729 100.0% 100.0% ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - TRANSPORTATION OUTREACH COMM TPLN - TRANSPORTATION SYSTEM PLANNING 64SD - TRANSPORTATION PLANNING $ 200,091 $ 434,567 425,083 474,928 1,534,669 $ 194,119 $ 622,436 509,617 901,978 2,228,150 $ 179,654 $ 464,672 683,336 525,639 1,853,301 $ 226,262 $ 427,248 627,937 365,677 1,647,124 $ - $ - $ 179,654 464,672 683,336 525,639 1,853,301 100.0% 100.0% 100.0% 100.0% 100.0% ROAD - ROADWAY MAINTENANCE TRMG - TRAFFIC MANAGEMENT TSYS - TRANSPORTATION SYSTEM 64TP - TRANSPORTATION SYSTEM $ 27,926,927 $ 690,296 28,617,223 $ 28,876,974 $ 797,777 29,674,751 $ 27,962,518 $ 849,006 28,811,524 $ 26,965,080 $ 844,763 27,809,843 $ 673,206 $ 1,795,100 191,327 781,844 587,878 23,717 65,320 846,974 413,471 5,378,837 $ 957,891 $ 1,201,636 237,199 755,858 449,730 667,301 68,900 100,629 779,010 463,945 5,682,099 $ 764,548 $ 1,042,483 237,199 341,792 539,689 621,720 68,900 99,607 772,865 1,079,431 5,568,234 $ 682,969 $ 1,218,785 237,199 343,290 539,689 549,985 68,901 97,966 770,767 945,966 5,455,517 $ 894,629 $ 1,709,481 226,768 184,960 487,480 562,548 68,900 255,541 1,174,458 2,597,239 8,162,004 $ (130,081) (666,998) 10,431 156,832 52,209 59,172 (155,934) (401,593) (1,517,808) (2,593,770) -17.0% -64.0% 4.4% 45.9% 9.7% 9.5% 0.0% -156.5% -52.0% -140.6% -46.6% 2,788,047 $ 771,256 240,765 943,896 4,743,964 $ 3,235,274 $ 774,542 249,949 818,435 5,078,200 $ 3,235,274 $ 70,403,183 774,542 249,949 818,435 75,481,383 $ 3,235,274 $ 70,403,183 774,542 245,687 818,435 75,477,121 $ 3,131,650 $ 910,817 302,574 926,301 5,271,342 $ 103,624 70,403,183 (136,275) (52,625) (107,866) 70,210,041 3.2% 100.0% -17.6% -21.1% -13.2% 93.0% $ 898,231 $ 749,348 797,939 2,445,518 $ 1,009,139 $ 737,826 1,010,654 2,757,619 $ 966,953 $ 726,792 1,092,361 2,786,106 $ 881,439 $ 757,200 1,020,405 2,659,044 $ 1,199,881 $ 702,029 1,044,020 2,945,930 $ (232,928) 24,763 48,341 (159,824) -24.1% 3.4% 4.4% -5.7% TOTAL PROGRAMS $ 104,258,745 $ 155,098,476 $ 155,427,103 $ 112,802,603 $ 176,340,904 $ (20,913,801) -13.5% $ $ 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 GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE 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 99IT - INFORMATION TECHNOLOGY $ $ $ 881 43,695,679 $ (15,733,161) 5,742,399 (4,893,393) 110,523,550 (110,523,550) 159,961,628 $ (131,150,104) -56.3% -576.4% N/A -455.2% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Category FY 2015 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ FY 2016 ADOPTED 1,033,987 $ 1,033,987 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 14,445,735 97,931,745 10,022,947 122,400,427 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 1,405,103 1,405,103 MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0652 - PROCEEEDS FROM FINANCING ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2016 REVISED 935,311 935,311 $ $ FY 2016 FORECAST 935,311 $ 935,311 $ 19,292,684 98,175,564 8,808,030 126,276,278 $ $ 18,964,057 $ 98,175,564 8,808,030 125,947,651 $ $ $ 10,663,300 $ 10,663,300 $ 10,663,300 10,663,300 366,780 $ 916,500 1,283,280 $ 500,000 171,421 671,421 $ $ 138,217,683 $ 428,680 $ 428,680 $ 200,000 200,000 $ $ 138,417,683 $ 126,122,797 126,551,477 $ FY 2015 ACTUAL $ FY 2016 ADOPTED 935,309 $ 935,309 $ $ $ (311) (311) 0.0% 0.0% 8,033,620 106,154,321 10,769,580 124,957,521 $ $ (11,259,064) 7,978,757 1,961,550 (1,318,757) -58.4% 8.1% 22.3% -1.0% (279,186) (279,186) -2.6% -2.6% $ $ $ $ 8,382,186 8,382,186 $ $ 10,384,114 $ 10,384,114 $ 500,034 $ 258,010 758,044 $ 500,000 $ 171,455 671,455 $ $ 200,000 $ 200,000 $ 138,746,310 935,000 935,000 8,729,627 98,175,564 8,808,030 115,713,221 500,000 $ 171,421 671,421 $ 138,546,310 REVISED VS ADOPTED VAR % FY 2017 ADOPTED $ FY 2016 REVISED 125,788,760 $ 34 34 0.0% 0.0% 0.0% $ 136,948,090 $ (1,598,220) 200,000 $ 3,035,500 3,235,500 $ 250,000 3,540,000 3,790,000 $ $ 50,000 3,540,000 3,590,000 25.0% N/A 1795.0% 140,738,090 $ 1,991,780 1.4% 129,024,260 $ FY 2016 FORECAST FY 2017 ADOPTED -1.2% REVISED VS ADOPTED VAR % 19,699,302 $ 71,595 675,267 7,594,376 168,033 (3,869,762) 5,421,619 29,760,430 $ 21,083,475 $ 215,169 541,004 8,511,180 402,806 (4,142,712) 5,503,997 32,114,919 $ 21,113,967 $ 219,632 523,504 8,487,070 389,262 (4,143,840) 5,498,913 32,088,508 $ 20,767,170 $ 110,097 539,449 8,260,515 213,071 (4,205,008) 4,887,128 30,572,422 $ 20,874,737 $ 215,967 575,088 8,997,249 317,119 (4,112,874) 4,590,798 31,458,084 $ 239,230 3,665 (51,584) (510,179) 72,143 (30,966) 908,115 630,424 1.1% 1.7% -9.9% -6.0% 18.5% -0.7% 16.5% 2.0% SUBTOTAL $ 859,136 $ 1,451,636 161,324 (31,162) 102,657 2,543,591 $ 3,744,311 $ 1,779,300 223,314 (36,778) 110,863 5,821,010 $ 3,738,961 $ 1,779,300 116,724 (36,778) 110,863 5,709,070 $ 3,993,760 $ 1,187,336 226,740 (36,036) 141,271 5,513,071 $ 4,468,067 $ 1,484,300 106,504 (50,417) 132,623 6,141,077 $ (729,106) 295,000 10,220 13,639 (21,760) (432,007) -19.5% 16.6% 8.8% 37.1% -19.6% -7.6% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 12,788 $ 9,756,418 195,850 14,017,769 7,784,775 28,730 114,662 62,951 1,043,876 (63,215) 155,124 33,109,728 $ - $ 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 $ - $ 15,260,545 337,707 9,241,496 8,345,770 56,213 202,555 49,100 1,060,000 (162,480) 243,658 34,634,564 $ 7,422 $ 10,370,373 334,928 9,042,054 8,274,369 58,729 208,939 48,872 1,037,686 (162,479) 251,319 29,472,212 $ - $ 13,895,631 335,100 10,942,473 8,545,984 79,890 388,119 47,600 1,115,000 (75,517) 667,779 35,942,059 $ 1,364,914 2,607 (1,700,977) (200,214) (23,677) (185,564) 1,500 (55,000) (86,963) (424,121) (1,307,495) N/A 8.9% 0.8% -18.4% -2.4% -42.1% -91.6% 3.1% -5.2% -53.5% -174.1% -3.8% CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 3,990,675 $ 285,188 2,564,444 31,869,998 27,185 38,737,490 $ 15,320,000 $ 526,045 3,168,500 67,238,217 1,220 86,253,982 $ 16,320,000 $ 526,045 3,168,500 62,838,217 1,220 82,853,982 $ 9,117,848 134,337 393,184 2,876,001 34,687,919 1,220 47,210,509 $ 20,840,000 $ 1,313,300 3,540,000 70,412,000 96,105,300 $ (4,520,000) (787,255) (371,500) (7,573,783) 1,220 (13,251,318) -27.7% N/A -149.7% -11.7% -12.1% 100.0% -16.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ ALL EXPENDITURES $ 104,151,239 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 107,506 107,506 $ $ TOTAL USES $ 104,258,745 $ 155,098,476 $ $ 155,286,124 $ 112,768,214 $ 169,646,520 $ (14,360,396) -9.2% - $ - $ 140,979 140,979 $ $ 34,389 34,389 $ $ 6,694,384 6,694,384 $ $ (6,553,405) (6,553,405) -4648.5% -4648.5% 155,427,103 $ 112,802,603 $ 176,340,904 $ (20,913,801) -13.5% 155,098,476 $ 882 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2017 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 NON RECURRING NON PROJECT FUND TOTAL 234 TRANSPORTATION CAPITAL PROJECT NON RECURRING NON PROJECT MAG ALCP PROJECTS COUNTY ARTERIALS BRIDGE CONST/PRESERVATION DUST MITIGATION INTELLIGENT TRANS SYST ITS Pavement Const/Preservation PARTNERSHIP SUPPORT TRANSPORTATION ADMINISTRATION TRAFFIC IMPROVEMENTS FUND TOTAL 900 ELIMINATIONS NON RECURRING NON PROJECT FUND TOTAL FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % (80,433) $ 256,942 176,509 $ - $ 250,939 250,939 $ - $ 579,566 579,566 $ 110,649,277 $ 21,953 110,671,230 $ 108,802,126 $ 108,802,126 $ 108,802,126 $ 108,802,126 $ SOURCES $ 48,134,797 $ 13,139,471 111,568 41,067 288,346 1,139,465 31,791 416,665 250,197 285,168 63,838,535 $ 70,403,183 $ 27,668,769 94,000 746,596 416,667 438,586 99,767,801 $ 70,403,183 $ 27,668,769 94,000 746,596 416,667 438,586 99,767,801 $ 70,403,183 $ 13,589,123 1,129,714 769,757 315,523 381,946 438,586 87,027,832 $ 46,191,794 $ 13,187,564 1,001,955 3,479,348 416,667 64,277,328 $ (24,211,389) (14,481,205) (94,000) 1,001,955 2,732,752 (438,586) (35,490,473) -34.4% -52.3% -100.0% N/A N/A 366.0% N/A 0.0% N/A -100.0% -35.6% $ SOURCES $ (48,134,797) $ (48,134,797) $ (70,403,183) $ (70,403,183) $ (70,403,183) $ (70,403,183) $ (70,403,183) $ (70,403,183) $ (46,191,794) $ (46,191,794) $ 24,211,389 24,211,389 -34.4% -34.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 110,568,844 $ 15,982,633 $ 126,551,477 $ 108,802,126 $ 29,615,557 $ 138,417,683 $ 108,802,126 $ 29,944,184 $ 138,746,310 $ 108,918,670 $ 118,792,556 $ 20,105,590 $ 21,945,534 $ 129,024,260 $ 140,738,090 $ 9,990,430 (7,998,650) 1,991,780 9.2% -26.7% 1.4% FUND / FUNCTION CLASS 223 TRANSPORTATION GRANTS NON RECURRING NON PROJECT 232 TRANSPORTATION OPERATIONS OPERATING NON RECURRING NON PROJECT $ SOURCES $ $ SOURCES $ $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED 29,923 $ 445,441 475,364 $ - $ 320,000 320,000 $ 108,888,747 $ 118,792,556 $ 3,035,500 3,540,000 111,924,247 $ 122,332,556 $ FY 2016 FORECAST 9.2% N/A 12.4% REVISED VS ADOPTED VAR % 177,004 $ 177,004 $ 250,939 $ 250,939 $ 579,566 $ 579,566 $ $ 56,178,439 $ 48,743,262 104,921,701 $ 59,822,918 $ 71,057,232 130,880,150 $ 59,822,918 $ 71,057,232 130,880,150 $ 57,924,124 $ 63,501,718 $ 71,057,232 58,489,784 128,981,356 $ 121,991,502 $ (3,678,800) 12,567,448 8,888,648 -6.1% 17.7% 6.8% 18,187,369 $ 1,649,349 469,097 6,436,364 2,475,912 11,249,982 43,878 883,223 1,543,541 122 437,038 3,223,582 695,380 47,294,837 $ 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 $ 17,739,800 $ 11,326,000 1,779,000 11,211,000 4,186,800 21,988,740 3,209,000 1,158,000 5,754,000 6,536,230 7,802,000 1,680,000 94,370,570 $ 3,214,703 $ 26,194,639 $ 10,258,625 23,305,233 1,022,835 90,000 5,471,481 6,243,887 1,864,232 4,067,000 18,400,758 11,384,319 2,586,757 2,045,000 774,648 250,000 2,455,005 18,585,000 316,027 6,458,128 8,056,118 1,054,403 53,877,602 $ 100,221,196 $ (8,454,839) (11,979,233) 1,689,000 4,967,113 119,800 10,604,421 1,164,000 908,000 (12,831,000) 6,536,230 (254,118) 1,680,000 (5,850,626) -47.7% -105.8% 94.9% 44.3% 2.9% 48.2% 36.3% 78.4% -223.0% N/A 100.0% -3.3% 100.0% -6.2% (48,134,797) $ (48,134,797) $ (70,403,183) $ (70,403,183) $ (70,403,183) $ (70,403,183) $ (70,403,183) $ (70,403,183) $ (46,191,794) $ (46,191,794) $ (24,211,389) (24,211,389) 34.4% 34.4% 56,178,439 $ 48,080,306 $ 104,258,745 $ 59,822,918 $ 95,275,558 $ 155,098,476 $ 59,822,918 $ 95,604,185 $ 155,427,103 $ 57,924,124 $ 63,501,718 $ 54,878,479 $ 112,839,186 $ 112,802,603 $ 176,340,904 $ (3,678,800) (17,235,001) (20,913,801) -6.1% -18.0% -13.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 883 320,000 $ 320,000 $ 9,990,430 3,540,000 13,530,430 N/A -44.8% -44.8% $ FUND TOTAL USES $ FUND TOTAL USES $ 234 TRANSPORTATION CAPITAL PROJECT MAG ALCP PROJECTS $ COUNTY ARTERIALS BRIDGE CONST/PRESERVATION DUST MITIGATION INTELLIGENT TRANS SYST ITS Pavement Const/Preservation PARTNERSHIP SUPPORT RIGHT-OF-WAY SAFETY PROJECTS MCKELLIPS RD BRIDGE AT SALT R TRANSPORTATION ADMINISTRATION TRAFFIC IMPROVEMENTS TRANSPORTATION PLANNING FUND TOTAL USES $ 900 ELIMINATIONS NON RECURRING NON PROJECT $ FUND TOTAL USES $ 346,828 $ 346,828 $ FY 2017 ADOPTED (259,566) (259,566) 259,566 259,566 44.8% 44.8% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Program and Activity PROGRAM/ACTIVITY BUILD ROADS AND STRUCT LAND SURVEYING SERVICES MATERIALS TECHNOLOGY ROADWAY CONSTRUCTION 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 TECHNOLOGY SUPPORT PROGRAM TOTAL ROADWAY MAINTENANCE TRAFFIC OPERATIONS PROGRAM TOTAL TRAFFIC MANAGEMENT EMERGENCY TRAFFIC MANAGEMENT REGIONAL TRAFFIC MGT SUPPORT TRAFF DESIGN AND STUDIES TRAFF SIGNAL AND ITS FIELD SVS PROGRAM TOTAL TRANSPORTATION PLANNING ENVIRONMENTAL CLEARANCE PROJECT PARTNERSHIPS TRANSPORTATION OUTREACH COMM TRANSPORTATION SYSTEM PLANNING PROGRAM TOTAL TRANSPORTATION SYSTEM ROADWAY MAINTENANCE TRAFFIC MANAGEMENT TRANSPORTATION SYSTEM PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 17.00 12.00 11.00 11.00 51.00 17.00 9.00 11.00 9.00 46.00 18.00 12.00 6.00 16.00 8.00 60.00 18.00 12.00 6.00 16.00 8.00 60.00 - (18.00) (12.00) (6.00) (16.00) (8.00) (60.00) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) 1.00 12.00 15.00 9.00 37.00 1.00 13.00 16.00 8.00 38.00 1.00 13.00 21.00 5.00 40.00 1.00 13.00 21.00 5.00 40.00 - (1.00) (13.00) (21.00) (5.00) (40.00) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 10.00 5.00 4.00 11.00 1.00 31.00 11.00 3.00 4.00 2.00 10.00 1.00 31.00 10.00 2.00 2.00 6.00 9.00 1.00 30.00 10.00 2.00 2.00 6.00 9.00 1.00 30.00 12.00 2.00 2.00 21.00 9.00 1.00 47.00 2.00 15.00 17.00 20.0% 0.0% 0.0% 250.0% 0.0% 0.0% 56.7% 18.00 8.00 26.00 17.00 8.00 25.00 17.00 9.00 26.00 17.00 9.00 26.00 17.00 9.00 26.00 - 0.0% 0.0% 0.0% 54.00 54.00 57.00 57.00 58.00 58.00 58.00 58.00 - (58.00) (58.00) (100.0%) (100.0%) 2.00 1.00 20.00 10.00 33.00 2.00 21.00 10.00 33.00 2.00 20.00 10.00 32.00 2.00 20.00 10.00 32.00 - (2.00) (20.00) (10.00) (32.00) (100.0%) N/A (100.0%) (100.0%) (100.0%) 3.00 5.00 6.00 8.00 22.00 3.00 8.00 6.00 8.00 25.00 4.00 6.00 9.00 4.00 23.00 4.00 6.00 9.00 4.00 23.00 - (4.00) (6.00) (9.00) (4.00) (23.00) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) 150.00 5.00 155.00 410.00 155.00 5.00 160.00 416.00 145.00 6.00 151.00 421.00 145.00 6.00 151.00 421.00 196.00 37.00 114.00 347.00 421.00 51.00 31.00 114.00 196.00 - 35.2% 516.7% N/A 129.8% 0.0% 884 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Business Systems Analyst Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Construction Maintenance Supv Crew Leader Database Administrator Development Svcs Technician Development Svcs Technician Sr 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 Division Manager 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 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 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 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 FY 2016 ADOPTED 3.00 2.00 12.00 1.00 2.00 1.00 1.00 1.00 7.00 2.00 8.00 15.00 1.00 1.00 2.00 23.00 12.00 3.00 15.00 6.00 2.00 13.00 45.00 1.00 9.00 1.00 2.00 3.00 1.00 29.00 1.00 2.00 22.00 4.00 1.00 3.00 3.00 15.00 1.00 1.00 1.00 2.00 1.00 3.00 1.00 5.00 2.00 10.00 7.00 3.00 2.00 5.00 1.00 2.00 1.00 2.00 3.00 1.00 3.00 2.00 3.00 44.00 885 FY 2016 FY 2016 REVISED FORECAST 3.00 3.00 2.00 2.00 10.00 10.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 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 1.00 1.00 3.00 3.00 26.00 26.00 12.00 11.00 2.00 2.00 18.00 18.00 6.00 6.00 2.00 2.00 10.00 12.00 44.00 44.00 1.00 1.00 9.00 9.00 1.00 1.00 2.00 2.00 3.00 3.00 29.00 29.00 1.00 1.00 23.00 23.00 4.00 4.00 1.00 1.00 3.00 3.00 1.00 1.00 3.00 3.00 14.00 14.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 4.00 4.00 1.00 1.00 5.00 5.00 2.00 2.00 10.00 10.00 8.00 8.00 2.00 2.00 2.00 2.00 5.00 4.00 1.00 2.00 1.00 1.00 2.00 2.00 2.00 2.00 4.00 4.00 1.00 1.00 3.00 3.00 2.00 2.00 3.00 3.00 44.00 44.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 3.00 0.0% 2.00 0.0% 10.00 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% 7.00 0.0% 2.00 0.0% 8.00 0.0% 16.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 25.00 (1.00) (3.8%) 11.00 (1.00) (8.3%) 3.00 1.00 50.0% 18.00 0.0% 6.00 0.0% 2.00 0.0% 12.00 2.00 20.0% 44.00 0.0% 1.00 0.0% 9.00 0.0% 1.00 0.0% 2.00 0.0% 3.00 0.0% 1.00 1.00 N/A 29.00 0.0% 1.00 0.0% N/A 23.00 0.0% 4.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 3.00 0.0% 14.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 5.00 0.0% 2.00 0.0% 10.00 0.0% 7.00 (1.00) (12.5%) 2.00 0.0% 2.00 0.0% 4.00 (1.00) (20.0%) 2.00 1.00 100.0% 1.00 0.0% 2.00 0.0% N/A 2.00 0.0% 4.00 0.0% 1.00 0.0% 3.00 0.0% 2.00 0.0% 3.00 0.0% 44.00 0.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Market Range Title (continued) MARKET RANGE TITLE Special Projects Manager 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 2015 ADOPTED 2.00 1.00 1.00 3.00 9.00 1.00 2.00 1.00 1.00 1.00 410.00 FY 2016 ADOPTED 2.00 1.00 5.00 4.00 2.00 1.00 1.00 3.00 1.00 9.00 1.00 2.00 1.00 1.00 1.00 416.00 FY 2016 FY 2016 REVISED FORECAST 1.00 1.00 2.00 2.00 1.00 1.00 5.00 5.00 5.00 4.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 9.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 421.00 421.00 REVISED TO ADOPTED FY 2017 ADOPTED VARIANCE VAR % 1.00 0.0% 2.00 0.0% 1.00 0.0% 5.00 0.0% 4.00 (1.00) (20.0%) 2.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 9.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 421.00 0.0% FY 2016 REVISED FY 2017 ADOPTED Staffing by Fund DEPARTMENT/FUND 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS Department Total FY 2015 ADOPTED 1.00 409.00 410.00 FY 2016 ADOPTED 416.00 416.00 421.00 421.00 FY 2016 FORECAST 421.00 421.00 REVISED TO ADOPTED VARIANCE VAR % N/A 421.00 0.0% 421.00 0.0% General Adjustments Base Adjustments: Transportation Grants Fund (223) Non Recurring Non Project • FY 2017 Non Recurring Non Project budget of $320,000 includes: o $70,000 to Upgrade RADS. o $250,000 for ATIS Enhancement. Transportation Operations Fund (232) Operating • Increase Revenue by $50,123 for Gains on Fixed Assets. • Increase Revenue by $7,978,757 for State Shared HURF. • Increase Revenue by $1,961,550 for State Shared VLT. • Increase Regular Benefits by $556,098 for the impact of the changes in health/dental premium rates. • Increase Personnel Benefits Savings by $27,133 for the vacancy factor applied to the impact of the changes in health/dental and retirement rates. • Increase Regular Benefits by $2,195 for the impact of changes in retirement contribution rates. • Increase Other Services by $2,955,615 for the net impact of changes in Personnel and Other Services. • Decrease Internal Service Charges by $1,523 for the impact of the changes in the radio charges. • Increase Internal Service Charges by $107,866 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $137,798 for the impact in the base level telecommunication charges. • Increase Personnel Savings by $52,116, from 5.16% to 5.27%. 886 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) Non Recurring Non Project • FY 2017 Non Recurring Non Project budget includes: o $3,540,000 Debt Service Revenue. o $46,191,794 Transfer to Capital Project Fund. o $198,012 for Servers. o $207,196 for Desktop and Laptop Refresh. o $291,000 for Oracle and OnBase Software. o $870,000 for Asset Management System. o $1,000,000 for Bridge Preventative Maintenance. o $2,341,000 for Road Maintenance Projects. o $730,787 for Building Infrastructure Improvements. o $6,659,995 for Vehicle Debt Service Transfer. Transportation Capital Project Fund (234) • FY 2017 Capital Project Fund budget includes: o $18,085,534 in Revenue from Federal Funding and Partner Contributions. o $26,194,639 for MAG ALCP Projects. o $23,305,233 for County Arterials. o $90,000 for Bridge Preservation. o $6,243,887 for Dust Mitigation. o $4,067,000 for Intelligent Transportation System. o $11,384,319 for Pavement Preservation. o $2,045,000 for Partnership Support. o $250,000 for Right-of-Way. o $18,585,000 for Safety Projects. o $8,056,118 for Traffic Improvements. Transportation Capital Project Fund (234) Non Recurring Non Project • FY 2017 Non Recurring Non Project budget of $46,191,794 includes: o $46,191,794 Transfer to Capital Project Fund. Programs and Activities Transportation System Program The purpose of the Transportation System Program is to provide a transportation system to the public so they can travel in a safe and reliable manner. Program Results Measure Description Percent of lane miles opened on-time (within 10 calendar days of expected road opening) Percent of structures opened on-time Percent of corridors with the percent increase in average travel time less than the percent increase in traffic volume Percent of maintenance work orders resolved in expected time frame per standards Percent of lane miles that have a Pavement Condition Rating of 85% or higher FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 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 100.0% N/A N/A N/A N/A N/A 61.1% N/A N/A 887 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activities that comprise this program include: • • • Roadway Maintenance Transportation Systems Traffic Management Roadway Maintenance Activity The purpose of the Roadway Maintenance Activity is to provide transportation infrastructure maintenance, repair and emergency response services so people can travel safely and efficiently. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of maintenance work orders resolved in expected time frame per standards Percent of lane miles that have a Pavement Condition Rating of 85% or higher Number of maintained and repaired lane miles provided Number of maintenance work orders resolved Number of lane miles requested to be maintained and repaired Cost per maintained and repaired lane mile provided 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES FY 2015 ACTUAL N/A $ $ FY 2016 FY 2016 REVISED FORECAST N/A N/A FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 61.1% N/A N/A N/A N/A N/A 700 N/A N/A N/A N/A N/A N/A N/A N/A 10,000 800 N/A N/A N/A N/A N/A N/A N/A $ 62,422.40 N/A N/A (95,889) 3,595,000 3,499,111 -100.0% 1529.8% 1057.5% 95,889 (15,829,050) $ (15,733,161) 100.0% -56.8% -56.3% 545,953 545,953 $ $ 95,889 235,000 330,889 $ 95,889 3,281,771 $ 3,377,660 $ $ $ $ 3,830,000 3,830,000 $ 43,695,679 43,695,679 $ $ Expenditure 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 27,926,927 $ 27,926,927 $ 95,889 27,866,629 $ 27,962,518 26,965,080 $ 26,965,080 $ Activity Narrative: As part of the Department’s Managing for Results redesign, Roadway Maintenance is requesting new performance measures for FY 2017. Some of the data has been marked with a status of “Not Available” as a result. Traffic Management Activity The purpose of the Traffic Management Activity is to provide management of the Maricopa County roadways and traffic information so the traveling public can determine the most efficient pathways to their destinations. 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. 888 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Measure Type Result Output Output Demand Demand Expenditure Ratio Revenue 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ FY 2017 ADOPTED N/A FY 2016 FY 2016 FORECAST REVISED N/A N/A FY 2015 ACTUAL N/A Measure Description Percent of corridors with the percent increase in average travel time less than the percent increase in traffic volume Number of new signals provided Number of signals optimizations provided Number of new signals requested to be installed through the planning process Number of signals reqested to be optimized Cost per new signal provided 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 3 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 80 N/A N/A N/A N/A N/A - $ 690,296 690,296 $ $ - $ 849,006 849,006 $ $ - $ 844,763 844,763 $ $ 320,000 17,200 337,200 $ $ 320,000 17,200 337,200 N/A N/A N/A Expenditure $ $ $ $ 320,000 5,422,399 5,742,399 $ $ (320,000) (4,573,393) (4,893,393) N/A -538.7% -576.4% Activity Narrative: As part of the Department’s Managing for Results redesign, Roadway Maintenance is requesting new performance measures for FY 2017. Some of the data has been marked with a status of “Not Available” as a result. Transportation System Activity The purpose of the Transportation System Activity is to provide roadway infrastructure within Maricopa County. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of lane miles opened on-time (within 10 calendar days of expected road opening) Percent of structures opened on-time Number of lane miles opened and available for drivers Number of structures opened and available for drivers Number of lane miles requested through the planning process Number of structures requested through the planning process Cost per lane mile opened FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2017 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 14 N/A N/A N/A N/A N/A - N/A N/A N/A N/A N/A N/A N/A N/A 232 - TRANSPORTATION OPERATIONS 234 - TRANSPORTATION CAPITAL PROJECT TOTAL SOURCES $ - $ - $ - $ 685,000 18,085,534 $ 685,000 18,085,534 N/A N/A $ - $ - $ - $ 18,770,534 $ 18,770,534 N/A 232 - TRANSPORTATION OPERATIONS 234 - TRANSPORTATION CAPITAL PROJECT TOTAL USES $ - $ - $ - $ 10,302,354 100,221,196 $ (10,302,354) (100,221,196) N/A N/A $ - $ - $ - $ 110,523,550 $ (110,523,550) N/A Expenditure 889 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: As part of the Department’s Managing for Results redesign, Roadway Maintenance is requesting new performance measures for FY 2017. Some of the data has been marked with a status of “Not Available” as a result. Appropriated Budget Reconciliations Transportation Grants Fund (223) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget Adjustments: Grants FY 2015 FHWA Grant Transportation Grant Reconciliation $ 250,939 $ 250,939 $ 328,627 $ 95,889 232,738 328,627 95,889 232,738 $ 579,566 $ 579,566 $ (579,566) $ (95,889) (232,738) (250,939) (579,566) (95,889) (232,738) (250,939) $ - $ - $ 320,000 $ 320,000 320,000 320,000 $ 320,000 $ 320,000 Agenda Item: C-64-15-101-M-01 C-64-16-147-G-00 FY 2016 Revised Budget Adjustments: Grants FY 2015 FHWA Grant Transportation Grant Reconciliation Grant Reconciliation Agenda Item: C-64-15-101-M-01 C-64-16-147-G-00 FY 2017 Baseline Budget Adjustments: Grants Grant Reconciliation Agenda Item: FY 2017 Adopted Budget Transportation Grants Fund (223) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ (9,961) $ 204,527 $ 204,527 $ (10,459) $ 118,077 $ 250,939 250,939 $ $ 579,566 579,566 $ $ (80,433) $ 256,942 176,509 $ $ 29,923 445,441 475,364 $ 320,000 320,000 Uses: Non-Recurring Total Uses: $ 177,004 177,004 $ 250,939 250,939 $ 579,566 579,566 $ 346,828 346,828 $ 320,000 320,000 Structural Balance $ (80,433) $ - $ - $ 29,923 $ - Accounting Adjustments $ (3) $ - $ - $ - $ - $ - $ (10,459) (10,459) $ 204,527 204,527 $ 204,527 204,527 $ 118,077 118,077 $ 118,077 118,077 Sources: Operating Non-Recurring Total Sources: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ $ $ Grant revenue is received as a reimbursement which may result in a positive or negative balance at fiscal year-end. 890 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 59,822,918 $ 108,802,126 FY 2016 Revised Budget $ 59,822,918 $ 108,802,126 FY 2017 Baseline Budget $ 59,822,918 $ 108,802,126 Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Vacancy Savings Assoc with Benefit Adjustments Retirement Contributions Base Adjustments Other Base Adjustments Decrease Personal Services (Net) Increase Supplies Increase Services Increase Capital Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 5.16% to 5.27% Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues State Shared HURF State Shared VLT Agenda Item: $ $ $ $ (1,523) 107,866 137,798 (52,116) - (52,116) $ $ 891 - (165,607) 377,853 2,440,289 303,080 $ FY 2017 Adopted Budget Percent Change from Baseline Amount 531,160 $ 556,098 (27,133) 2,195 3,147,640 $ 2,955,615 - $ - $ - 50,123 50,123 9,940,307 7,978,757 1,961,550 63,501,718 $ 118,792,556 6.1% 9.2% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ 71,057,232 $ - FY 2016 Revised Budget $ 71,057,232 $ - $ (70,403,183) $ (70,403,183) (393,999) (393,999) (260,050) $ (260,050) - $ - $ - $ - $ 46,191,794 $ 46,191,794 198,012 198,012 3,540,000 3,540,000 - $ 498,196 $ 498,196 - $ 11,601,782 $ 870,000 - Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Carry Forward Agenda Item: $ $ FY 2017 Baseline Budget Adjustments: Base Adjustments Debt Service Capital Improvement Program Transfer to Capital Proj Fund Information and Communications Technology Other IT Non Recurring Servers Technology Projects Other Technology Projects Desk top and Laptop Refresh Oracle and OnBase Software Non Recurring Non Recurring Carry Forward Asset Management System Carry Forward Other Non Recurring Bridge Preventative Maintenance Road Maintenance Projects Building Infrastructure Improvements Non Recurring Fund Transfer Vehicle Debt Service Agenda Item: $ $ $ $ FY 2017 Adopted Budget 207,196 291,000 $ 870,000 $ 1,000,000 2,341,000 730,787 $ 6,659,995 $ 892 - 198,012 4,071,787 - 6,659,995 - 58,489,784 $ 3,540,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 31,722,478 $ 31,339,704 $ 31,339,704 $ 37,472,013 $ 20,414,904 $ 110,649,277 21,953 110,671,230 $ 108,802,126 108,802,126 $ 108,802,126 108,802,126 $ 108,888,747 3,035,500 111,924,247 $ 118,792,556 3,540,000 122,332,556 $ $ 57,924,124 71,057,232 128,981,356 $ $ 59,822,918 71,057,232 130,880,150 $ $ 59,822,918 71,057,232 130,880,150 $ $ 56,178,439 48,743,262 104,921,701 $ 63,501,718 58,489,784 121,991,502 Structural Balance $ 54,470,838 $ 48,979,208 $ 48,979,208 $ 50,964,623 $ 55,290,838 Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 37,472,013 37,472,013 $ $ 9,261,680 9,261,680 $ $ 9,261,680 9,261,680 $ $ 20,414,904 20,414,904 $ $ 20,755,958 20,755,958 Expenditures Revenue Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ $ $ Transportation Capital Projects Fund (234) CAPITAL IMPROVEMENTS FY 2016 Adopted Budget $ 94,370,570 $ 29,364,618 FY 2016 Revised Budget $ 94,370,570 $ 29,364,618 $ (94,370,570) $ (94,370,570) (29,364,618) (29,364,618) $ - $ - $ 100,221,196 $ 100,221,196 18,085,534 18,085,534 $ 100,221,196 $ 18,085,534 Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: FY 2017 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) Traffic Improvements (TIMP) Agenda Item: $ FY 2017 Adopted Budget 893 26,194,639 23,305,233 90,000 6,243,887 4,067,000 11,384,319 2,045,000 250,000 18,585,000 8,056,118 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Capital Projects Fund (234) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ 70,403,183 FY 2016 Revised Budget $ - $ 70,403,183 $ - $ - (70,403,183) (70,403,183) $ - $ - $ - $ - 46,191,794 46,191,794 $ - $ 46,191,794 Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2017 Baseline Budget Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2017 Adopted Budget Transportation Capital Projects Fund (234) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 44,973,946 $ 23,598,218 $ 23,598,218 $ 61,517,659 $ 94,667,889 Sources: Non-Recurring Total Sources: $ 63,838,535 63,838,535 $ 99,767,801 99,767,801 $ 99,767,801 99,767,801 $ 87,027,832 87,027,832 $ 64,277,328 64,277,328 Uses: Non-Recurring Total Uses: $ 47,294,837 47,294,837 $ 94,370,570 94,370,570 $ 94,370,570 94,370,570 $ 53,877,602 53,877,602 $ 100,221,196 100,221,196 Accounting Adjustments $ 15 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 61,517,659 61,517,659 $ $ 28,995,449 28,995,449 $ $ 28,995,449 28,995,449 $ $ 94,667,889 94,667,889 $ $ 58,724,021 58,724,021 894 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Treasurer Treasurer Analysis by Idamarie C. Flaherty, Senior 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: The Treasurer’s Office hopes to have a signed contract in place with a vendor for their new TIS in early to mid-2016. 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: The Treasurer’s Office has consistently increased online payments and has launched an awareness program. 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 FY 2016. Status: The Treasurer’s Office has formed an exploratory committee to implement paperless billing. 895 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES POTA - PUBLIC OUTREACH 43TP - PROPERTY TAX FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ $ 41,076 $ 41,076 $ 344,341 $ 344,341 $ 344,341 $ 344,341 $ 49,042 $ 49,042 $ 344,341 $ 344,341 $ - 0.0% 0.0% TOTAL PROGRAMS $ 41,076 $ 344,341 $ 344,341 $ 49,042 $ 344,341 $ - 0.0% 1,757,860 $ 1,757,860 $ 632,223 $ 144,119 776,342 $ 632,223 $ 144,119 776,342 $ 682,642 $ 148,341 830,983 $ 589,310 $ 133,098 722,408 $ 42,913 11,021 53,934 6.8% 7.6% 6.9% 2,428,155 $ 1,655,586 4,083,741 $ 2,428,157 $ 1,655,584 4,083,741 $ 2,025,440 $ 1,683,284 3,708,724 $ 3,632,690 $ 1,344,071 4,976,761 $ USES TACC - ACCOUNTING TINV - INVESTMENTS 43AI - ACCOUNTING AND INVESTMENT $ POTA - PUBLIC OUTREACH PPTX - PROPERTY TAX COLLECTION 43TP - PROPERTY TAX $ $ 3,042,990 $ 3,042,990 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ - $ - $ 293,018 $ 293,018 $ 293,018 $ 293,018 $ 300,240 $ 300,240 $ 270,971 $ 270,971 $ 22,047 22,047 INFR - INFRASTRUCTURE MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 86,273 $ 67,403 16,404 170,080 $ 84,967 $ 110,955 14,597 210,519 $ 84,967 $ 110,955 14,597 210,519 $ 91,996 $ 112,691 14,616 219,303 $ 122,777 $ 107,379 11,758 241,914 $ (37,810) 3,576 2,839 (31,395) -44.5% 3.2% 19.4% -14.9% TOTAL PROGRAMS $ 4,970,930 $ 5,363,620 $ 5,363,620 $ 5,059,250 $ 6,212,054 $ (848,434) -15.8% $ (1,204,533) 311,513 (893,020) -49.6% 18.8% -21.9% 7.5% 7.5% Sources by Category CATEGORY CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2016 ADOPTED FY 2015 ACTUAL FY 2016 FORECAST FY 2016 REVISED 40,000 40,000 $ $ - 0.0% 0.0% $ $ - $ - $ 304,341 304,341 $ $ - 0.0% 0.0% 344,341 $ 49,042 $ 344,341 $ - 0.0% 344,341 $ 49,042 $ 344,341 $ - 0.0% 40,000 40,000 $ $ 40,000 40,000 $ $ $ SUBTOTAL $ - $ - $ 304,341 304,341 $ $ 304,341 304,341 ALL REVENUES $ 41,076 $ 344,341 $ TOTAL SOURCES $ 41,076 $ 344,341 $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 896 REVISED VS ADOPTED % VAR $ $ $ $ 41,076 41,076 FY 2017 ADOPTED 49,042 49,042 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 3,405,175 $ 44,661 361 1,151,019 665 4,601,881 $ 3,428,841 $ 59,054 1,223,423 4,711,318 $ 3,428,217 $ 59,059 1,224,042 4,711,318 $ 3,451,723 $ 69,435 97 1,213,374 4,734,629 $ 3,221,907 $ 59,059 1,272,082 4,553,048 $ 127,623 $ 402 6,899 134,924 $ 26,640 $ 360 27,000 $ 26,640 $ 360 27,000 $ 10,975 $ 268 11,243 $ 26,640 $ 360 27,000 $ 43,421 $ 11,742 679 101,982 536 1,059 40,832 270 200,521 $ 89,952 $ 180,653 228,449 99,488 4,100 16,660 6,000 625,302 $ 89,952 $ 180,653 228,449 99,488 4,100 16,660 6,000 625,302 $ 17,048 $ 18,376 156,396 109,694 2,429 2,265 4,413 120 310,741 $ 124,952 $ 180,653 228,449 137,996 4,100 50,716 905,140 1,632,006 $ $ 32,669 $ 935 33,604 $ - $ - $ - $ - $ 2,637 $ 2,637 $ - $ - $ ALL EXPENDITURES $ 4,970,930 $ 5,363,620 $ 5,363,620 $ 5,059,250 $ 6,212,054 $ (848,434) -15.8% TOTAL USES $ 4,970,930 $ 5,363,620 $ 5,363,620 $ 5,059,250 $ 6,212,054 $ (848,434) -15.8% 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 0940 - INFRASTRUCTURE SUBTOTAL $ $ $ 206,310 (48,040) 158,270 6.0% 0.0% N/A -3.9% N/A 3.4% - (35,000) (38,508) (34,056) (899,140) (1,006,704) 0.0% 0.0% N/A 0.0% -38.9% N/A 0.0% 0.0% -38.7% 0.0% -204.4% -14985.7% N/A -161.0% - N/A N/A N/A Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 41,076 $ 41,076 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 49,042 $ 49,042 $ 40,000 $ 40,000 $ - 0.0% 0.0% $ 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 $ 41,076 $ 41,076 $ FY 2015 ACTUAL 344,341 $ 344,341 $ FY 2016 ADOPTED 344,341 $ 344,341 $ FY 2016 REVISED 49,042 $ 49,042 $ FY 2016 FORECAST 4,970,930 $ 4,970,930 $ 5,059,279 $ 5,059,279 $ 5,059,279 $ 5,059,279 $ 5,059,250 $ 5,059,250 $ 4,973,573 $ 899,140 35,000 5,907,713 $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ - $ - $ 304,341 $ 304,341 $ 4,970,930 $ - $ 4,970,930 $ 5,363,620 $ - $ 5,363,620 $ 5,363,620 $ - $ 5,363,620 $ 5,059,250 $ - $ 5,059,250 $ 6,177,054 $ 35,000 $ 6,212,054 $ 741 TAXPAYER INFORMATION OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING $ TREASURER PRINTING & POSTAGE NON RECURRING NON PROJECT FUND TOTAL USES $ 741 TAXPAYER INFORMATION OPERATING $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 897 344,341 $ 0.0% 344,341 $ 0.0% FY 2017 REVISED VS ADOPTED ADOPTED VAR % 85,706 (899,140) (35,000) (848,434) (813,434) (35,000) (848,434) 1.7% N/A N/A -16.8% 0.0% 0.0% -15.2% N/A -15.8% Maricopa County Annual Business Strategies FY 2017 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 EXECUTIVE MANAGEMENT PROGRAM TOTAL PROPERTY TAX PROPERTY TAX COLLECTION PUBLIC OUTREACH PROGRAM TOTAL TREASURER OUTREACH TREASURER OUTREACH PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST REVISED TO ADOPTED VARIANCE VAR % FY 2017 ADOPTED - 7.00 1.00 8.00 7.00 1.00 8.00 7.00 1.00 8.00 7.00 1.00 8.00 - 0.0% 0.0% 0.0% 18.10 18.10 - .00 - - - - N/A N/A .60 .60 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% - 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% - 18.40 25.60 44.00 19.00 25.00 44.00 19.00 26.00 45.00 18.00 28.00 46.00 (1.00) 3.00 2.00 (5.3%) 12.0% 4.5% 36.30 36.30 55.00 55.00 .00 55.00 56.00 57.00 2.00 N/A N/A 3.6% FY 2015 ADOPTED 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 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 FY 2016 FY 2016 REVISED FORECAST 4.00 4.00 4.00 4.00 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 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 3.00 4.00 2.00 2.00 8.00 8.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 5.00 5.00 2.00 2.00 1.00 1.00 55.00 56.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 4.00 0.0% 4.00 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% 1.00 0.0% N/A 1.00 0.0% 3.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 1.00 N/A 1.00 0.0% 2.00 (1.00) (33.3%) 2.00 0.0% 10.00 2.00 25.0% N/A 2.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 5.00 0.0% 2.00 0.0% 1.00 0.0% 57.00 2.00 3.6% FY 2015 ADOPTED 55.00 55.00 FY 2016 ADOPTED 55.00 55.00 FY 2016 FY 2016 REVISED FORECAST 55.00 56.00 55.00 56.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 57.00 2.00 3.6% 57.00 2.00 3.6% Staffing by Market Range Title MARKET RANGE TITLE 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 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 Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total 898 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Treasurer General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $77,287 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $375 for the impact of the changes in retirement contribution rates. • Increase Personal Services by $125,641 for two (2) new FTEs in the Tax Services Division. • Increase Services by $34,056 for training. • Decrease Internal Service Charges by $2,839 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $37,810 for the impact of the changes in the base level telecommunication charges. • Decrease Personnel Savings by $20,753 based on January year-to-date actual levels. • Increase Personnel Savings by $378,789 due to the implementation of the new Treasurer’s Information System. General Fund (100) Treasurer Printing and Postage • The FY 2017 General Fund Treasurer Printing and Postage budget of $899,140 includes: o Increased inflationary costs of printing and postage of $68,140. o Non Departmental shift to Operating of $831,000. General Fund (100) Non Recurring Non Project • The FY 2017 General Fund Non Recurring Non Project budget of $35,000 includes: o State Tax Deeded Land Sales of $35,000. 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 100.0% 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 95.0% 95.0% 94.1% (0.9%) -0.9% N/A 0.0% 0.0% N/A N/A N/A N/A N/A N/A 95.2% 5.0% 0.5% 95.2% 5.2% 0.5% 96.8% 5.3% 0.5% 1.5% 0.3% 0.0% 1.6% 6.7% 0.0% Activities that comprise this program include: • Accounting Activity • 899 Investment Activity Maricopa County Annual Business Strategies FY 2017 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 treasury belonging to the state or collected for it to be transmitted to the state treasury; A.R.S. §11-503 900 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL N/A FY 2016 REVISED 100.0% FY 2016 FORECAST 100.0% FY 2017 ADOPTED 100.0% N/A 95.0% 95.0% 94.1% (0.9%) -0.9% N/A 0.0% 0.0% N/A N/A N/A N/A N/A N/A 95.2% 14,500 63 95.2% 14,500 63 96.8% 15,000 62 1.5% 500 (1) 1.6% 3.4% -1.6% N/A N/A 10,000,000,000 14,500 N/A $ $ 1,757,860 $ 1,757,860 $ $ REV VS ADOPTED VAR % 0.0% 0.0% 10,000,000,000 14,500 10,200,000,000 15,753 200,000,000 1,253 2.0% 8.6% 43.60 $ 47.08 $ 39.29 $ 4.31 9.9% 632,223 632,223 $ $ 682,642 682,642 $ $ 589,310 589,310 $ $ 42,913 42,913 6.8% 6.8% Activity Narrative: Department expects little to no change in this activity. Increase in expenditures is due to increases in Repairs and Maintenance and Education and Training. 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. 901 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Treasurer Measure Type Result Result Output FY 2016 REVISED 5.0% 0.5% 750,000,000 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 2015 ACTUAL N/A N/A N/A N/A N/A N/A N/A N/A N/A 7,000,000,000 12,000,000 500,000,000 53,000,000 700,000,000 750,000,000 N/A $ $ $ - $ $ FY 2016 FORECAST 5.2% 0.5% 750,000,000 FY 2017 ADOPTED 5.3% 0.5% 750,000,000 REV VS ADOPTED VAR % 0.3% 6.7% 0.0% 0.0% 0.0% 7,100,000,000 13,000,000 805,000,000 53,000,000 700,000,000 750,000,000 7,200,000,000 14,000,000 497,000,000 53,000,000 700,000,000 750,000,000 200,000,000 2,000,000 (3,000,000) - 2.9% 16.7% -0.6% 0.0% 0.0% 0.0% 0.00 $ 0.00 $ 0.00 $ 0.00 7.6% 144,119 144,119 $ $ 148,341 148,341 $ $ 133,098 133,098 $ $ 11,021 11,021 7.6% 7.6% Activity Narrative: Department expects a small increase in the number of warrants paid. Interest earned also expected to rise due to short term interest rates increased by The Federal Reserve. Decrease in expenditures is due to Personal Services. 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 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 9.2% 9.2% FY 2017 ADOPTED 9.6% REV VS ADOPTED VAR % 0.4% 4.8% N/A 8.9% 8.9% 7.5% (1.5%) -16.6% N/A N/A N/A 1.5% 95.0% 90.0% 1.5% 95.0% 90.0% 1.5% 97.0% 91.3% 0.0% 2.0% 1.3% 0.0% 2.1% 1.4% N/A 0.0% 0.0% N/A 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. 902 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Treasurer Measure Type Result FY 2015 ACTUAL N/A FY 2016 REVISED 9.2% FY 2016 FORECAST 9.2% FY 2017 ADOPTED 9.6% N/A 8.9% 8.9% 7.5% (1.5%) -16.6% 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 1.5% 95.0% 3,800,000,000 3,800,000,000 3,500,000,000 $ 0.00 1.5% 97.0% 4,208,000,000 4,095,000,000 4,095,000,000 $ 0.00 0.0% 2.0% 408,000,000 295,000,000 595,000,000 $ 0.00 0.0% 2.1% 10.7% 7.8% 17.0% 12.1% $ $ $ $ $ $ 18.8% 18.8% 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 $ $ - $ $ 1,655,584 1,655,584 1,683,284 1,683,284 1,344,071 1,344,071 REV VS ADOPTED VAR % 0.4% 4.8% 311,513 311,513 Activity Narrative: Department expects a slight decline in percentage of property taxes collected over the counter due to more online payments. Increase in expenditures due to two (2) new FTEs and an increase in Education and Training. 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. Amount of Elderly Assistance Funds (EAFs) distributed. Number of real estate parcels aided by Elderly Assistance Funds (EAFs). Number of customers receiving paperless bills. 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. FY 2015 ACTUAL N/A FY 2016 FY 2016 REVISED FORECAST 90.0% 90.0% N/A N/A N/A N/A N/A N/A 0.0% 4,500 1,565,000 700,000 15,000 2,100,000 0.0% 6,037 1,565,000 700,000 15,000 2,100,000 REV VS ADOPTED VAR % 1.3% 1.4% N/A 5,600 1,590,000 700,000 12,000 2,500,000 N/A 1,100 25,000 (3,000) 400,000 N/A 24.4% 1.6% 0.0% -20.0% 19.0% N/A 9,500 9,500 10,162 662 7.0% N/A - - N/A N/A N/A 5,000 6,461 6,000 1,727,000 - 1,713,500 - 1,713,500 N/A 5,680 N/A N/A N/A $ 100 - GENERAL 741 - TAXPAYER INFORMATION TOTAL SOURCES $ 100 - GENERAL 741 - TAXPAYER INFORMATION TOTAL USES $ 3,042,990 $ 3,042,990 $ FY 2017 ADOPTED 91.3% 41,076 41,076 $ $ 539.59 $ 335.50 $ 648.69 $ 40,000 304,341 344,341 $ 49,042 49,042 $ 40,000 304,341 344,341 $ $ $ $ 1,000 20.0% (13,500) N/A -0.8% N/A (109.10) -20.2% - 0.0% 0.0% 0.0% Expenditure $ 2,123,816 304,341 $ 2,428,157 $ 2,025,440 $ 2,025,440 $ 3,328,349 304,341 $ 3,632,690 $ (1,204,533) $ (1,204,533) -56.7% 0.0% -49.6% Activity Narrative: Department expects the number of parcels to increase causing an increase in the number of information statements sent. The number of parcels aided by the Elderly Assistance Fund expected to increase due to increased fund growth. Expenditures increased mostly due to the shift of 903 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2017 Adopted Budget Printing and Postage funds from Non Departmental to the Treasurer’s Operating budget. The balance of the increase is in Personal Services and Education and Training. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 5,059,279 $ 40,000 FY 2016 Revised Budget $ 5,059,279 $ 40,000 FY 2017 Baseline Budget $ 5,059,279 $ 40,000 $ 77,662 $ 77,287 375 215,421 $ 159,697 - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Base Adjustment Increases Two (2) FTEs in Tax Services Division Increased Training Costs Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 6.14% to 5.50% Elimination of Vacancy Savings by Department Vacancy Savings Included Agenda Item: $ $ 125,641 34,056 (2,839) 37,810 20,753 $ 20,753 304,326 (283,573) FY 2017 Tentative Budget $ 5,352,362 $ 5.8% 40,000 0.0% $ (378,789) $ (378,789) - $ 4,973,573 $ -1.7% 40,000 0.0% Percent Change from Baseline Amount Adjustments: Agenda Item: Base Adjustments Personnel Savings Increased Vacancy Savings resulting from the implementation of the new Treasurer's Information System FY 2017 Adopted Budget Percent Change from Baseline Amount 904 $ - (378,789) Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Treasurer General Fund (100) (continued) Expenditures Revenue TREASURER PRINTING & POSTAGE FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 68,140 $ 68,140 - $ 831,000 $ 831,000 - $ 899,140 $ Adjustments: Base Adjustments Base Adjustment Increases Inflationary Increase for Treasurer Printing & Postage Reallocations Reallocation Between Depts Non Departmental Shift to Operating Agenda Item: $ $ 68,140 831,000 FY 2017 Adopted Budget - Revenue Expenditures NON RECURRING NON PROJECT FY 2016 Adopted Budget $ - $ - FY 2016 Revised Budget $ - $ - FY 2017 Baseline Budget $ - $ - $ 35,000 $ 35,000 - $ 35,000 $ - Adjustments: Non Recurring Other Non Recurring State Tax Deeded Land Sales Agenda Item: $ FY 2017 Adopted Budget 35,000 Taxpayer Information Fund (741) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 304,341 $ 304,341 FY 2016 Revised Budget $ 304,341 $ 304,341 FY 2017 Baseline Budget $ 304,341 $ 304,341 FY 2017 Adopted Budget Percent Change from Baseline Amount $ 304,341 $ 0.0% 304,341 0.0% 905 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Treasurer Taxpayer Information Fund (741) Fund Balance Summary FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED Beginning Spendable Fund Balance $ 335,977 $ 335,977 $ 335,977 $ 382,428 $ 382,428 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 $ 46,451 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 382,428 382,428 $ $ 335,977 335,977 $ $ 335,977 335,977 $ $ 382,428 382,428 $ $ 382,428 382,428 906 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2017 Adopted Budget Waste Resources and Recycling Analysis by Kimberly D. Tolbert, 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 and 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. 907 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sources and Uses by Program and Activity FY 2015 ACTUAL PROGRAM / ACTIVITY SOURCES TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ 4,964,340 $ 256,698 5,221,038 $ 4,747,724 $ 132,369 4,880,093 $ 4,747,724 $ 132,369 4,880,093 $ 4,777,903 $ 238,332 5,016,235 $ 4,748,297 $ 225,000 4,973,297 $ 573 92,631 93,204 $ $ 7,924 $ 7,924 $ 8,617 $ 8,617 $ 8,617 $ 8,617 $ 8,438 $ 8,438 $ 8,044 $ 8,044 $ TOTAL PROGRAMS $ 5,228,962 $ 4,888,710 $ 4,888,710 $ 5,024,673 $ 4,981,341 $ 92,631 1.9% 946,170 $ 4,744,008 866,382 6,556,560 $ 1,144,055 $ 4,720,880 695,546 6,560,481 $ 1,147,051 $ 4,819,111 705,490 6,671,652 $ 989,526 $ 4,804,199 769,364 6,563,089 $ 852,470 $ 4,721,830 698,851 6,273,151 $ 294,581 97,281 6,639 398,501 25.7% 2.0% 0.9% 6.0% 50,965 $ 202,784 41,961 295,710 $ 64,294 $ 240,323 11,171 57,233 373,021 $ 64,294 $ 240,323 57,233 361,850 $ 56,545 $ 230,996 53,080 340,621 $ 65,494 $ 106,743 2,000 212,202 386,439 $ (1,200) 133,580 (2,000) (154,969) (24,589) -1.9% 55.6% N/A -270.8% -6.8% $ 28,619 $ 901,056 929,675 $ 31,140 $ 7,885 1,010,468 1,049,493 $ 31,140 $ 7,885 1,010,468 1,049,493 $ 31,140 $ 3,286 1,010,466 1,044,892 $ 30,584 $ 14,307 2,233,694 2,278,585 $ 556 (6,422) (1,223,226) (1,229,092) 1.8% -81.4% -121.1% -117.1% TOTAL PROGRAMS $ 7,781,945 $ 7,982,995 $ 8,082,995 $ 7,948,602 $ 8,938,175 $ (855,180) -10.6% (573) (573) 0.0% 70.0% 1.9% -6.6% -6.6% 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 RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ Sources 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 2016 ADOPTED FY 2015 ACTUAL 4,731,031 4,731,031 $ $ 4,572,444 4,572,444 $ $ 446,336 $ 446,336 $ 273,747 273,747 $ $ $ SUBTOTAL $ 7,924 43,671 51,595 ALL REVENUES $ 5,228,962 $ 4,888,710 TOTAL SOURCES $ 5,228,962 $ 4,888,710 $ 8,617 $ 33,902 42,519 $ 4,572,444 4,572,444 $ $ 273,747 $ 273,747 $ 8,617 33,902 42,519 $ $ $ 908 FY 2017 ADOPTED FY 2016 FORECAST FY 2016 REVISED 4,534,816 4,534,816 REVISED VS ADOPTED VAR % $ $ 4,571,559 4,571,559 $ $ 409,421 $ 409,421 $ 367,035 367,035 $ $ $ (885) (885) 93,288 93,288 34.1% 34.1% $ $ 8,438 71,998 80,436 $ 8,044 34,703 42,747 4,888,710 $ 5,024,673 $ 4,981,341 $ 92,631 1.9% 4,888,710 $ 5,024,673 $ 4,981,341 $ 92,631 1.9% $ (573) 801 228 0.0% 0.0% -6.6% 2.4% 0.5% Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2017 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % 852,753 $ 711 357,235 (74,179) 120,501 1,257,021 $ 867,787 $ 2,137 395,718 11,171 (98,237) 186,304 1,364,880 $ 890,897 $ 2,137 401,400 (98,237) 186,304 1,382,501 $ 860,104 $ 1,331 382,382 (94,727) 209,110 1,358,200 $ 864,306 $ 2,463 412,159 (91,498) 161,405 1,348,835 $ 26,591 (326) (10,759) (6,739) 24,899 33,666 3.0% -15.3% -2.7% N/A -6.9% 13.4% 2.4% 142,041 $ 106,079 8,560 1,080 257,760 $ 62,783 $ 127,909 2,650 193,342 $ 222,204 $ 127,909 2,650 352,763 $ 123,484 $ 96,143 (21) 1,170 220,776 $ 130,897 $ 120,746 12,000 (42) 856 264,457 $ 91,307 7,163 (12,000) 42 1,794 88,306 41.1% 5.6% N/A N/A 67.7% 25.0% 4,763,969 $ 35,077 193,291 1,217,437 837 375 209 20,102 4,825 6,236,122 $ 4,741,860 $ 35,630 417,582 1,189,130 760 6,814 114 25,182 (25) 7,726 6,424,773 $ 4,745,604 $ 35,630 236,796 1,189,130 760 6,814 114 25,182 (25) 7,726 6,247,731 $ 4,753,660 $ 35,611 218,084 1,237,094 1,435 6,977 357 24,894 (189) 4,703 6,282,626 $ 4,684,309 $ 32,315 62,457 2,505,505 1,763 6,814 268 28,437 (378) 3,393 7,324,883 $ 61,295 3,315 174,339 (1,316,375) (1,003) (154) (3,255) 353 4,333 (1,077,152) 1.3% 9.3% 73.6% -110.7% -132.0% 0.0% -135.1% -12.9% 1412.0% 56.1% -17.2% $ - $ 31,042 31,042 $ - $ - $ 100,000 $ 100,000 $ 87,000 $ 87,000 $ - $ - $ ALL EXPENDITURES $ 7,781,945 $ 7,982,995 $ 8,082,995 $ 7,948,602 $ TOTAL USES $ 7,781,945 $ 7,982,995 $ 8,082,995 $ 7,948,602 $ 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 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT SUBTOTAL $ $ $ 100,000 100,000 100.0% N/A 100.0% 8,938,175 $ (855,180) -10.6% 8,938,175 $ (855,180) -10.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ACTUAL FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 256,698 $ 256,698 $ 132,369 $ 132,369 $ 132,369 $ 132,369 $ 238,332 $ 238,332 $ 225,000 $ 225,000 $ 92,631 92,631 70.0% 70.0% 290 WASTE TIRE OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 4,972,264 $ 4,972,264 $ 4,756,341 $ 4,756,341 $ 4,756,341 $ 4,756,341 $ 4,756,341 $ 30,000 4,786,341 $ 4,756,341 $ 4,756,341 $ - 0.0% N/A 0.0% 5,228,962 $ - $ 5,228,962 $ FY 2015 ACTUAL 4,888,710 $ - $ 4,888,710 $ FY 2016 ADOPTED 4,888,710 $ - $ 4,888,710 $ FY 2016 REVISED 4,994,673 $ 30,000 $ 5,024,673 $ FY 2016 FORECAST 2,864,678 $ 150,391 18,081 3,033,150 $ 2,991,384 $ 120,000 70,000 50,000 3,231,384 $ 2,991,384 $ 120,000 70,000 50,000 3,231,384 $ 2,869,991 $ 120,000 70,000 50,000 3,109,991 $ 4,186,564 $ 4,186,564 $ FUND TOTAL USES $ 4,748,795 $ 4,748,795 $ 4,751,611 $ 4,751,611 $ 4,751,611 $ 100,000 4,851,611 $ 4,751,611 $ 87,000 4,838,611 $ 4,751,611 $ 4,751,611 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,613,473 $ 168,472 $ 7,781,945 $ 7,742,995 $ 240,000 $ 7,982,995 $ 7,742,995 $ 340,000 $ 8,082,995 $ 7,621,602 $ 327,000 $ 7,948,602 $ 8,938,175 $ - $ 8,938,175 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING WASTE RES EROSION CONTROL WASTE RES GAS PROBE EQUIP WASTE RES LANDFILL DRAINAGE $ FUND TOTAL USES $ 290 WASTE TIRE OPERATING NON RECURRING NON PROJECT $ 909 4,981,341 $ 92,631 1.9% - $ N/A 4,981,341 $ 92,631 1.9% FY 2017 REVISED VS ADOPTED ADOPTED VAR % (1,195,180) 120,000 70,000 50,000 (955,180) 100,000 100,000 (1,195,180) 340,000 (855,180) -40.0% 100.0% 100.0% 100.0% -29.6% 0.0% 100.0% 2.1% -15.4% 100.0% -10.6% Maricopa County Annual Business Strategies FY 2017 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 2015 ADOPTED FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % .90 1.80 2.70 .90 .90 .90 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% 7.85 9.05 3.40 20.30 23.00 7.30 8.40 3.60 19.30 22.00 7.90 8.05 3.35 19.30 22.00 7.90 8.05 3.35 19.30 22.00 7.90 8.05 3.35 19.30 22.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 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 2016 ADOPTED 1.00 1.00 2.00 2.00 1.00 3.00 2.00 2.00 1.00 7.00 22.00 FY 2016 REVISED 1.00 1.00 2.00 2.00 1.00 4.00 2.00 1.00 1.00 7.00 22.00 FY 2016 FORECAST 1.00 1.00 2.00 2.00 1.00 4.00 2.00 1.00 1.00 7.00 22.00 FY 2017 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% 4.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 7.00 0.0% 22.00 0.0% FY 2015 ADOPTED 21.00 2.00 23.00 FY 2016 ADOPTED 20.00 2.00 22.00 FY 2016 REVISED 20.00 2.00 22.00 FY 2016 FORECAST 20.00 2.00 22.00 FY 2017 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 0.0% 20.00 0.0% 2.00 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 Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $26,597 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $85 for the impact of the changes in retirement contribution rates. • Decrease Other Services by $10,507. • Increase Internal Service Charges by $1,473 for the impact of changes in the radio charges. • Increase Internal Service Charges by $1,223,226 for the impact of changes in risk management charges. • Increase Internal Service Charges by $4,949 for the impact of changes in the base level telecommunication charges. • Increase Personnel Savings by $50,643 from 0.87% to 4.90%. • Increase General Fund Revenue by $92,631 based on the FY 2016 Forecast. 910 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2017 Adopted Budget Waste Tire Fund (290) • Increase Regular Benefits by $2,685 for the impact of the changes in health/dental premium rates. • Increase Regular Benefits by $4 for the impact of the changes in retirement contribution rates. • Decrease Services by $2,689. 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 2015 ACTUAL 90.0% FY 2016 REVISED 90.0% FY 2016 FORECAST 90.0% FY 2017 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 40.9% 37.5% 45.2% 43.1% 5.6% 15.0% Activities that comprise this program include: • Landfill Post-Closure Maintenance • Waste Tire and Disposal • REV VS ADOPTED VAR % 10.0% 11.1% 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. Measure Type Result Output Demand Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2015 FY 2016 FY 2016 FY 2017 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of closed landfills that are 90.0% 90.0% 90.0% 100.0% 10.0% 11.1% 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 $ 94,617.00 $ 114,705.10 $ 98,952.60 $ 85,247.00 $ 29,458.10 25.7% maintained 100 - GENERAL TOTAL USES $ $ 946,170 946,170 $ 1,147,051 $ 1,147,051 911 $ $ 989,526 989,526 $ $ 852,470 852,470 $ $ 294,581 294,581 25.7% 25.7% Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2017 Adopted Budget Activity Narrative: The FY 2017 budget supports the post closure maintenance to Maricopa County’s 10 closed landfills. These landfills require monitoring and ongoing maintenance to continue to meet both federal and state regulations. Decrease in FY 2017 expenditures results from the completion of the following FY 2016 one-time projects: Erosion Control at Queen Creek, Queen Creek Gas Probes and Avondale Drainage. 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 2016 FORECAST 100.0% FY 2016 REVISED 100.0% FY 2015 ACTUAL 100.0% FY 2017 ADOPTED 100.0% REV VS ADOPTED % VAR 0.0% 0.0% 56,771 55,355 56,959 55,399 44 0.1% 56,771 55,355 56,959 55,399 44 0.1% 83.56 $ 87.06 $ 84.35 $ 85.23 $ 1.82 2.1% 573 573 0.0% 0.0% 290 - WASTE TIRE TOTAL SOURCES $ 4,964,340 $ 4,964,340 $ 4,747,724 $ 4,747,724 $ 4,748,297 $ 4,748,297 $ $ 100 - GENERAL 290 - WASTE TIRE TOTAL USES $ 2,803 (3,272) $ (1,360) $ 4,719,027 4,807,471 4,820,471 $ 4,819,111 $ 4,804,199 $ 4,721,830 $ $ 4,777,903 $ 4,777,903 Expenditure 23,832 4,720,176 $ 4,744,008 $ $ (4,163) 101,444 97,281 306.1% 2.1% 2.0% Activity Narrative: Revenue from the State of Arizona to fund this program has increased slightly in FY 2017 due to an increase in the number of Maricopa County residents disposing of waste tires. The decrease in FY 2017 expenditures is attributable to a new contract with CRM Waste Services that will decrease vendor payments and an increase in efficiency due to new scales installed in FY 2016. 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 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. 912 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2017 Adopted Budget 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 2015 ACTUAL 40.9% FY 2016 REVISED 37.5% 40,190 4,467 40,190 FY 2016 FORECAST 45.2% 31,040 3,647 31,040 N/A $ REV VS ADOPTED VAR % 5.6% 15.0% FY 2017 ADOPTED 43.1% 40,270 3,979 40,270 35,768 4,244 35,768 4,728 597 4,728 15.2% 16.4% 15.2% 193.44 $ 193.38 $ 164.67 $ 28.78 14.9% 100 - GENERAL TOTAL SOURCES $ $ 256,698 256,698 $ $ 132,369 132,369 $ $ 238,332 238,332 $ $ 225,000 225,000 $ $ 92,631 92,631 70.0% 70.0% 100 - GENERAL TOTAL USES $ $ 866,382 866,382 $ $ 705,490 705,490 $ $ 769,364 769,364 $ $ 698,851 698,851 $ $ 6,639 6,639 0.9% 0.9% Expenditure Activity Narrative: Waste Resources and Recycling expects to meet the needs of over 35,000 residents who might otherwise have no reliable outlet for refuse disposal. The Department continues to look for new ways to promote responsible recycling within the community. In FY 2016 the Department contracted with a new e-waste vendor and will continue to explore other vendor options for recycling and continued efficiency. This has attributed to a slight decrease in FY 2017 expenditures. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 2,991,384 $ 132,369 FY 2016 Revised Budget $ 2,991,384 $ 132,369 FY 2017 Baseline Budget $ 2,991,384 $ 132,369 $ 26,682 $ 26,597 85 1,168,498 $ (10,507) - 1,473 1,223,226 4,949 (50,643) - Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services Radio Charges Adjustment Risk Management Adjustment Base Telecom Adjustment Personnel Savings From 0.87% to 4.90% Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ $ FY 2017 Adopted Budget Percent Change from Baseline Amount 913 (10,507) (50,643) $ - $ - 92,631 92,631 $ 4,186,564 $ 40.0% 225,000 70.0% Maricopa County Annual Business Strategies FY 2017 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Waste Tire Fund (290) Expenditures Revenue OPERATING FY 2016 Adopted Budget $ 4,751,611 $ 4,756,341 FY 2016 Revised Budget $ 4,751,611 $ 4,756,341 FY 2017 Baseline Budget $ 4,751,611 $ 4,756,341 $ 2,689 $ 2,685 4 (2,689) $ (2,689) - 4,751,611 $ 0.0% 4,756,341 0.0% Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Retirement Contributions Base Adjustments Other Base Adjustments Decrease Services Agenda Item: $ $ (2,689) FY 2017 Adopted Budget Percent Change from Baseline Amount $ Waste Tire Fund (290) Fund Balance Summary FY 2015 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2016 ADOPTED FY 2016 REVISED FY 2016 FORECAST FY 2017 ADOPTED $ 1,916,879 $ 2,288,110 $ 2,288,110 $ 2,140,347 $ 2,088,077 $ 4,972,264 4,972,264 $ 4,756,341 4,756,341 $ 4,756,341 4,756,341 $ 4,756,341 30,000 4,786,341 $ 4,756,341 4,756,341 $ $ $ 4,748,795 4,748,795 Structural Balance $ 223,469 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ 4,751,611 4,751,611 $ (1) $ 2,140,347 2,140,347 $ $ $ $ $ 4,751,611 100,000 4,851,611 4,730 $ - 2,292,840 2,292,840 914 $ $ $ $ $ 4,751,611 87,000 4,838,611 $ $ 4,751,611 4,751,611 4,730 $ 4,730 $ 4,730 $ - $ - $ - $ $ 2,192,840 2,192,840 $ $ 2,088,077 2,088,077 $ $ 2,092,807 2,092,807 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Capital Improvement Program Executive Summary The Capital Improvement Program (CIP) is a plan that identifies capital improvement projects to be completed over the next five fiscal years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. 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. 915 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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. 916 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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. 917 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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 2017 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). 918 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Five Year CIP Budget The CIP spans a five-year period beginning with Fiscal Year 2017 and ending Fiscal Year 2021. The total anticipated cost for projects presented in the Five Year FY 2017 CIP is $1,009,323,368. This does not include dollars set aside in Project Reserve for future capital projects. CAPITAL IMPROVEMENT PROGRAM FY 2017 through FY 2021 ALL FUNDS $1,009,323,368 $322,511,538 $290,139,267* $195,792,386 FY2017 FY2018 FY2019 $99,615,695 $101,264,482 FY2020 FY2021 *Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are included in Department, Fund, Function schedules. FIVE YEAR CAPITAL IMPROVEMENT PROGRAM Distinction by Fund $1,009,323,368 Detention Technology Improvement Fund $887,527 0.09% Technology Capital Improvement Fund $36,261,935 3.59% County Improvement Fund Detention Fund $21,759,827 2.16% County Improvement Fund General Fund $116,812,398 11.57% Intergovernmental Capital Projects Fund $123,300 0.01% Detention Fund $181,000,000 17.93% County Improvement Fund 441 $116,000,000 11.49% Transportation Capital Fund $517,204,917 51.24% General Fund County Improvement Fund $19,273,464 1.91% 919 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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 2016 Capital Improvement Program. The FY 2016 Adopted budget has been restated to exclude project reserves set aside for future capital projects, consistent with the FY 2017 plan. FY 2017 CAPITAL IMPROVEMENT PROGRAM Five-Year Total By Fund CIP Allocation by Fund ADOPTED FY 2016 THROUGH FY 2020 ADOPTED FY 2017 THROUGH FY 2021 (Increase)/ Decrease General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 440 COUNTY IMPROVEMENT FUND - GENERAL FUND 441 COUNTY IMPROVEMENT 441 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ 127,500 $ 200,493,930 9,493,121 5,130,335 215,244,886 $ 123,300 $ 116,812,398 116,000,000 19,273,464 36,261,935 288,471,097 $ 4,200 83,681,532 (116,000,000) (9,780,343) (31,131,600) (73,226,211) Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 440 COUNTY IMPROVEMENT FUND - DETENTION FUND 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 437,204,790 $ 28,739,535 187,497,806 2,455,284 655,897,415 $ 517,204,917 $ 21,759,827 181,000,000 887,527 720,852,271 $ (80,000,127) 6,979,708 6,497,806 1,567,757 (64,954,856) TOTAL MARICOPA COUNTY $ 871,142,301 $ 1,009,323,368 $ (138,181,067) 920 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program FY 2017 CIP Budget The largest portion of expenditures for the County’s five-year Capital Improvement Program is in Public Safety at 45.95% 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 34.54%. The remaining 19.51% encompasses funding for Culture and Recreation and General Government including various technology projects. Categories of Capital Projects - FY 2017 $290,139,267* Highways & Streets 34.54% Culture & Recreation 0.65% General Government 18.86% Public Safety 45.95% *Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are in Department, Fund, Function schedules. Fund Source of Capital Projects - FY 2017 $290,139,267* 455 DETENTION CAPITAL 461 DETENTION TECH IMPROVEMENT PROJECTS 440 COUNTY IMPROVEMENT FUND DETENTION FUND 422 INTERGOVERNMENTAL CAPITAL PROJECTS 440 COUNTY IMPROVEMENT FUND GENERAL FUND 441 COUNTY IMPROVEMENT FUND GENERAL FUND 234 TRANSPORTATION CAPITAL PROJECT 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT *Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are in Department, Fund, Function schedules. The capital projects budget is Year 1 of the Five-Year Capital Improvement Program. The FY 2017 Maricopa County Capital Improvement Program budget is $290 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 2016 expenditures are shown in the table below. 921 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program FY 2017 CIP Budget (continued) CAPITAL BUDGET BY FUND FY 2016 ADOPTED FUND FY 2016 REVISED FY 2016 FORECASTED FY 2017 ADOPTED General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 440 COUNTY IMPROVEMENT FUND - GENERAL FUND 441 COUNTY IMPROVEMENT FUND - GENERAL FUND 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ 127,500 $ 149,401,063 8,848,242 5,130,335 163,507,140 $ 127,500 $ 128,353,562 9,160,628 4,824,147 142,465,837 $ - $ 65,334,024 6,037,442 5,044,021 76,415,487 $ 123,300 85,531,703 17,600,000 18,929,869 23,989,181 146,174,053 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 440 COUNTY IMPROVEMENT FUND - DETENTION FUND 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 94,370,570 $ 11,584,046 12,497,806 2,455,284 120,907,706 $ 94,370,570 $ 13,502,276 12,498,069 5,089,921 125,460,836 $ 24,919,369 $ 6,201,648 4,550,000 1,707,859 37,378,876 $ 100,221,196 11,856,491 31,000,000 887,527 143,965,214 TOTAL MARICOPA COUNTY $ 284,414,846 $ 267,926,673 $ 113,794,363 $ 290,139,167* *Does not include Non Recurring Non Project costs such as f und transf ers or Desktop/Laptop Replacement costs. Those are in Department, Fund, Fuction schedules. Past levels of CIP spending are presented for comparison purposes to the FY 2017 budgeted CIP and future CIP levels. It may appear that our CIP program is slowing; however the future years do not include new projects and only the future planned expenditures of FY 2017 current projects. CAPITAL IMPROVEMENT PROGRAM COMPARISON FY 2012 - FY 2021 ALL FUNDS $350,000,000 $322,511,538 $290,139,267* $300,000,000 $250,000,000 $209,685,400 $200,000,000 $195,792,386 Axis Title $177,925,236 $161,376,381 $150,000,000 $147,666,213 $142,754,891 $100,000,000 $99,615,695 $101,264,482 FY 2020 Future FY 2021 Future $50,000,000 $FY 2012 Actuals FY 2013 Actuals FY 2014 Actuals FY 2015 Actuals FY 2016 Forecast FY 2017 Adopted FY 2018 Future FY 2019 Future Axis Title * Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are included in Department, Fund, Function schedules. 922 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program FY 2017 CIP Budget (continued) The FY 2017 CIP budget includes 81 projects totaling $290,139,267. This is $5.7 million, or 2.01%, more than FY 2016, for the 8 CIP funds: Transportation Capital Project (234), Intergovernmental Capital Projects (422), County Improvement Fund (440), County Improvement Fund 441 (441), 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 BRIDGE CONST/PRESERVATION COUNTY ARTERIALS DUST MITIGATION INTELLIGENT TRANS SYST ITS MAG ALCP PROJECTS PARTNERSHIP SUPPORT PAVEMENT CONST/PRESERVATION RIGHT-OF-WAY SAFETY PROJECTS TRAFFIC IMPROVEMENTS Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2016 FY 2019 FY 2020 FY 2021 Actuals FY 2017 260,000 $ 1,105,000 $ 880,000 $ - $ 90,000 $ $ 457,352 $ 209,152 $ 21,243,824 15,170,474 34,047,337 22,212,496 23,305,233 11,703,686 9,436,082 5,394,302 3,963,932 3,978,049 4,768,555 6,243,887 750,615 1,207,826 75,000 55,000 125,000 30,000 4,067,000 538,266 717,492 63,009,542 27,574,668 43,575,025 26,823,913 26,194,639 104,273,949 3,023,870 1,520,000 1,520,000 1,520,000 1,520,000 5,512,027 2,572,000 2,045,000 16,054,253 16,531,709 18,742,990 17,272,446 1,299,079 3,326,953 11,384,319 100,000 100,000 100,000 100,000 2,289,184 116,838 250,000 18,360,000 4,325,000 19,001,000 4,853,802 1,943,967 18,585,000 10,584,815 10,220,416 1,409,264 3,709,711 1,555,574 2,365,189 8,056,118 5-Year Total 2,335,000 $ 115,979,364 24,348,725 4,352,000 187,177,787 8,125,000 79,985,717 650,000 60,271,000 33,980,324 Total Project 3,001,504 137,119,132 26,307,166 5,607,758 294,475,606 16,209,027 84,611,749 3,056,022 67,068,769 37,901,087 95,355,196 $ 120,767,465 $ 99,596,578 $ 101,264,482 $ 517,204,917 $ 675,357,820 5-Year Total TOTAL FUND 234 $ 133,233,534 $ 422 INTERGOVERNMENTAL CAP PROJ MARICOPA REGIONAL TRAIL SYSTEM $ VULTURE MOUNTAIN STUDY TOTAL FUND 422 $ 24,919,369 $ 100,221,196 $ Previous Projected Year 1 Year 2 Actuals FY 2016 FY 2017 FY 2018 996,937 $ - $ - $ 50,001 6,000 123,300 1,046,938 $ 6,000 $ 123,300 $ Year 3 FY 2019 - $ - $ Year 4 FY 2020 - $ - $ Year 5 FY 2021 - $ - $ - $ - $ - $ 123,300 123,300 $ Total Project 996,937 179,301 1,176,238 - $ - $ 5-Year Total 14,875,733 $ 5,392,330 4,983,247 6,453,753 73,586 4,558,781 18,796,577 300,000 2,663,250 59,324,427 21,150,541 138,572,225 $ Total Project 24,195,592 16,880,097 19,843,998 24,359,185 7,525,465 27,320,200 24,047,574 300,000 8,453,931 95,002,472 29,999,999 277,928,513 - $ - $ 5-Year Total 116,000,000 $ 116,000,000 $ Total Project 116,000,000 116,000,000 440 COUNTY IMPROVEMENT FUND Previous Projected Year 1 Year 2 Year 4 Year 5 Year 3 Actuals FY 2016 FY 2017 FY 2018 FY 2020 FY 2021 FY 2019 COMPUTER AIDED MASS APPRAISAL $ 3,395,938 $ 5,923,921 $ 7,677,886 $ 7,197,847 $ - $ - $ COUNTY TELEPHONE SYSTEM 6,031,774 5,455,993 5,392,330 ENTERPRISE DATA CENTER 11,694,968 3,165,783 4,983,247 ENTERPRISE RESOURCE PLANNING SYS 7,374,115 10,531,317 6,453,753 INFRASTRUCTURE REFRESH PHASE 1 6,151,879 1,300,000 73,586 INFRASTRUCTURE REFRESH PHASE 2 17,350,227 5,411,192 4,558,781 JAIL MGMT INFORMATION SYSTEM 730,252 4,520,745 8,893,241 5,608,676 4,275,543 19,117 JAIL KITCHEN EQUIPMENT 300,000 JAIL SECURITY SYSTEM UPGRADE 4,109,778 1,680,903 2,663,250 PUBLIC SAFETY RADIO SYSTEM 9,632,227 26,045,818 35,241,579 9,243,768 14,839,080 SOUTHWEST JUSTICE COURTS 1,349,458 7,500,000 21,150,541 TOTAL PROJECTS 440 $ 67,820,616 $ 71,535,672 $ 97,388,194 $ 22,050,291 $ 19,114,623 $ 19,117 $ 441 COUNTY IMPROVEMENT 441 Previous Actuals MADISON STREET JAIL ADAPTATION $ TOTAL PROJECTS 441 $ 445 GENERAL FUND CTY IMPROV Projected FY 2016 - $ - $ Previous Actuals - $ - $ Projected FY 2016 ADULT PROBATION-BLACK CANYON FAC $ ADULT PROBATION-SOUTHPORT FAC BUCKEYE HILLS RANGE ELECTRIC CHAMBERS BUILDING EAST COURT IMPROVEMENTS HASSAYAMPA MARICOPA REGIONAL TRAIL SYSTEM SHERIFF HQ PROJECT SOUTHWEST JUSTICE COURTS VULTURE MOUNTAIN WEST COURT IMPROVEMENTS TOTAL PROJECTS 445 $ - $ 36,591 9,760,695 3,626,930 32,647,131 620,246 57,249 46,748,842 $ - $ 2,324,818 2,644,671 496,586 12,185 559,182 6,037,442 $ PROJECT RESERVE 445 - $ 46,748,842 $ - $ 6,037,442 $ $ TOTAL FUND 445 $ 455 DETENTION CAPITAL PROJECTS 4TH AVENUE JAIL $ INTAKE TRANSFER RELEASE JAIL LOWER BUCKEYE JAIL SHERIFF HQ PROJECT TOTAL PROJECTS 455 $ PROJECT RESERVE 455 $ TOTAL FUND 455 $ Year 1 Year 2 Year 3 Year 4 FY 2017 FY 2018 FY 2019 FY 2020 17,600,000 $ 91,100,000 $ 7,300,000 $ 17,600,000 $ 91,100,000 $ 7,300,000 $ - $ - $ Year 1 Year 2 Year 3 FY 2017 FY 2018 FY 2019 3,000,000 $ - $ 3,000,000 1,751,294 1,590,787 7,000,000 1,000,000 532,889 343,595 452,148 217,751 385,000 18,929,869 $ 343,595 $ - $ - $ - $ - $ - $ - $ 5-Year Total 3,000,000 $ 3,000,000 1,751,294 1,590,787 7,000,000 1,000,000 876,484 452,148 217,751 385,000 19,273,464 $ Total Project 3,000,000 3,000,000 1,751,294 3,952,196 19,405,366 1,000,000 5,000,000 33,111,464 620,246 275,000 944,182 72,059,748 - $ - $ - $ 204,061,295 $ - $ 204,061,295 $ 204,439,273 $ 223,712,737 $ 204,439,273 276,499,021 5-Year Total 377,978 $ 19,307,847 $ - $ 343,595 $ Year 4 FY 2020 Previous Projected Year 1 Year 2 Year 3 Year 4 Actuals FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 1,262,780 $ 275,000 $ - $ - $ - $ 4,000,000 31,000,000 103,000,000 47,000,000 1,239,147 275,000 30,000,000 32,501,927 $ 4,550,000 $ 31,000,000 $ 103,000,000 $ 47,000,000 $ - $ 32,501,927 $ - $ 4,550,000 $ - $ - $ 31,000,000 $ 103,000,000 $ 923 Year 5 FY 2021 - $ 47,000,000 $ Year 5 FY 2021 - $ - $ Year 5 FY 2021 - $ - $ - $ 181,000,000 181,000,000 $ Total Project 1,537,780 185,000,000 1,514,147 30,000,000 218,051,927 - $ - $ 49,219,815 $ 49,219,815 $ 49,219,815 $ 230,219,815 $ 49,219,815 267,271,742 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program FY 2017 CIP Budget (continued) 460 TECHNOLOGY CAP IMPROVEMENT Previous Projected Year 1 Year 2 Year 3 Year 4 Actuals FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 BIX ROOM BYTE INFO EXCHANGE $ 430,743 $ 1,283,438 $ 2,785,275 $ - $ - $ COMPUTER AIDED MASS APPRAISAL 692,132 COUNTY TELEPHONE SYSTEM 12,206,108 ENTERPRISE DATA CENTER 25,493,530 ENTERPRISE RESOURCE PLANNING SYS 4,132,672 INFRASTRUCTURE REFRESH PHASE 1 4,733,947 INFRASTRUCTURE REFRESH PHASE 2 32,860,064 PUBLIC SAFETY RADIO SYSTEM 36,348,759 REFRESH REMOTE SITES PHASE 3 2,452,744 TREASURER TECH SYSTEM UPGRADE 803,102 3,760,583 18,751,162 10,662,456 1,610,298 TOTAL PROJECTS 460 $ 117,701,057 $ 5,044,021 $ 23,989,181 $ 10,662,456 $ 1,610,298 $ PROJECT RESERVE 460 $ - $ TOTAL FUND 460 $ 117,701,057 $ - $ 5,044,021 $ - $ 23,989,181 $ - $ 10,662,456 $ 461 DETENTION TECH CAP IMPROVEMENT Previous Projected Year 1 Year 2 Actuals FY 2016 FY 2017 FY 2018 CHS ELECTRONIC HEALTH RECORDS $ 5,643,415 $ 1,707,859 $ 887,527 $ JAIL MGMT INFORMATION SYSTEM 1,070,367 JAIL SECURITY SYSTEM UPGRADE 22,246,075 TOTAL FUND 461 $ 28,959,857 $ 1,707,859 $ 887,527 $ - $ 1,610,298 $ Year 3 FY 2019 - $ - $ Year 5 FY 2021 - $ - $ - $ - $ 5-Year Total 2,785,275 $ 2,452,744 31,023,916 36,261,935 $ - $ - $ 38,580,504 $ 38,580,504 $ 38,580,504 $ 74,842,439 $ 38,580,504 197,587,516 5-Year Total 887,527 $ 887,527 $ Total Project 8,238,801 1,070,367 22,246,075 31,555,243 Year 4 FY 2020 - $ - $ Year 5 FY 2021 - $ - $ - $ - $ Total Project 4,499,456 692,132 12,206,108 25,493,530 4,132,672 4,733,947 32,860,064 36,348,759 2,452,744 35,587,600 159,007,012 The following schedule includes projects funded from multiple funds that are listed in the above schedules. MULTIPLE FUNDED CAPITAL Previous Projected Year 2 Year 3 Year 4 Year 5 Year 1 PROJECTS Actuals FY 2016 FY 2018 FY 2019 FY 2020 FY 2021 FY 2017 COMPUTER AIDED MASS APPRAISAL $ 4,088,070 $ 5,923,921 $ 7,677,886 7,197,847 COUNTY TELEPHONE SYSTEM 18,237,882 5,455,993 5,392,330 ENTERPRISE DATA CENTER 37,188,498 3,165,783 4,983,247 ENTERPRISE RESOURCE PLANNING SYS 11,506,787 10,531,317 6,453,753 INFRASTRUCTURE REFRESH PHASE 1 10,885,826 1,300,000 73,586 INFRASTRUCTURE REFRESH PHASE 2 50,210,291 5,411,192 4,558,781 JAIL MGMT INFORMATION SYSTEM 1,800,619 4,520,745 8,893,241 5,608,676 4,275,543 19,117 JAIL SECURITY SYSTEM UPGRADE 26,355,853 1,680,903 2,663,250 MARICOPA REGIONAL TRAIL SYSTEM 4,623,867 496,586 532,889 343,595 PUBLIC SAFETY RADIO SYSTEM 45,980,986 26,045,818 35,241,579 9,243,768 14,839,080 SOUTHWEST JUSTICE COURTS 1,969,704 7,500,000 21,150,541 TOTAL PROJECTS 440 $ 212,848,383 $ 72,032,258 $ 97,621,083 $ 22,393,886 $ 19,114,623 $ 19,117 $ - - $ $ 5-Year Total 14,875,733 $ 5,392,330 4,983,247 6,453,753 73,586 4,558,781 18,796,577 2,663,250 876,484 59,324,427 21,150,541 139,148,709 $ Total Project 24,887,724 29,086,205 45,337,528 28,491,857 12,259,412 60,180,264 25,117,941 30,700,006 5,996,937 131,351,231 30,620,245 424,029,350 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. They are presented here in one table to review in total, and then separately in the project detail. 924 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program FACILITY PROJECTS Maricopa Regional Trail System Year 1 FY 2017 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ Year 2 FY 2018 - $ - $ Year 3 Year 4 Year 5 FY 2019 FY 2020 FY 2021 - $ 168,555 $ 172,767 $ 177,085 7,500 7,658 7,819 137,500 38,288 29,092 60,000 61,260 - $ 373,555 $ 218,713 $ 275,256 Sheriff's Headquarters Project Personnel Expenses Services Expenses $ 156,192 $ 2,331,186 Total $ 2,487,378 $ 159,316 $ 162,502 $ 2,382,870 2,436,601 2,542,186 $ 2,599,103 $ 165,752 $ 2,582,032 2,747,784 $ 169,067 2,633,673 2,802,740 TECHNOLOGY PROJECTS CHS Electronic Health Records Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ 261,952 $ 36,852 481,116 987,577 Total $ 1,767,497 $ 267,191 $ 37,589 240,000 100,000 644,780 $ 267,191 $ 37,589 240,000 100,000 644,780 $ 267,191 $ 37,589 240,000 100,000 644,780 $ 267,191 37,589 240,000 100,000 644,780 - $ - $ 613,875 $ 613,875 $ 638,400 $ 638,400 $ 663,900 663,900 $ 1,400,000 $ Total $ 1,400,000 $ 1,428,000 $ 1,456,560 $ 1,428,000 $ 1,456,560 $ 1,485,691 $ 1,485,691 $ 1,515,405 1,515,405 $ 4,110,000 $ Total $ 4,110,000 $ 4,256,130 $ 4,408,936 $ 4,256,130 $ 4,408,936 $ 4,569,348 $ 4,569,348 $ 4,737,852 4,737,852 $ 2,205,013 $ Total $ 2,205,013 $ 2,651,261 $ 2,794,241 $ 2,651,261 $ 2,794,241 $ 2,794,241 $ 2,794,241 $ 2,794,291 2,794,291 720,651 $ 720,651 $ 1,180,916 $ 1,180,916 $ 1,217,727 1,217,727 3,152,201 $ 3,782,641 $ 3,152,201 $ 3,782,641 $ 4,539,169 $ 4,539,169 $ 5,447,003 5,447,003 Computer Aided Mass Appraisal Services Expenses $ Total $ - $ - $ County Telephone System Services Expenses Enterprise Data Center Services Expenses Enterprise Resource Planning System Services Expenses Jail Management System Services Expenses $ Total $ - $ - $ 50,000 $ 50,000 $ Jail Security System Upgrade Services Expenses $ 1,274,256 $ Total $ 1,274,256 $ Public Safety Radio System Services Expenses $ Total $ 240,928 $ 240,928 $ 248,081 $ 248,081 $ 255,447 $ 255,447 $ 263,033 $ 263,033 $ 270,844 270,844 $ Total $ 17,997 $ 17,997 $ 18,537 $ 18,537 $ 259,678 $ 259,678 $ 1,566,168 $ 1,566,168 $ 1,613,153 1,613,153 Treasurer Technology System Upgrade Services Expenses GRAND TOTAL $ 13,503,069 $ 14,991,176 $ 17,909,467 $ 20,648,244 $ 21,982,951 925 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Facility Project Detail Adult Probation – Black Canyon Facility Expansion Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 2445 West Indianola Avenue – Phoenix 5 Facilities Management Adult Probation June 2017 Project Purpose Statement Safe Communities A Master Plan was conducted in 2015 for Adult Probation. The Master Plan revealed the existing building has deficient space for current operations and staff. This includes deficient space for interview rooms, security/lobby, workstations, and parking. The Adult Probation Black Canyon Facility Expansion project provides appropriate space for these operations and staff. Project Description The Adult Probation Black Canyon Facility Expansion project consists of the construction of a new 10,000 square feet single-story expansion adjoining the existing building on the west side and 40 new parking spaces. Funding/Cost Summary ADULT PROBATION BLACK CANYON 445 - GENERAL FUND CTY IMPROV Previous Projected Actuals $ Project Total $ Year 1 FY 2016 - $ - $ - $ - $ Year 2 FY 2017 3,000,000 $ 3,000,000 $ Year 3 FY 2018 Operating Cost Summary Operating costs have not yet been determined for this project. 926 Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ - $ - $ Total 3,000,000 $ 3,000,000 $ Total Project 3,000,000 3,000,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Adult Probation – Southport Facility Expansion 3535 South 7th Street – Phoenix 5 Facilities Management Adult Probation June 2017 Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Project Purpose Statement Safe Communities A Master Plan was conducted in 2015 for Adult Probation. The Master Plan revealed the existing building has deficient space for current operations and staff. This includes deficient space for interview rooms, security/lobby, and workstations. The Adult Probation Southport Facility Expansion project provides appropriate space for these operations and staff. Project Description The Adult Probation - Southport project consists of the construction of a new 10,000 square feet singlestory expansion adjoining the existing building on the east side. Funding/Cost Summary ADULT PROBATION SOUTHPORT 445 - GENERAL FUND CTY IMPROV Previous Projected Actuals FY 2016 $ Project Total $ - $ - $ Year 1 - $ - $ FY 2017 3,000,000 $ 3,000,000 $ Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2019 FY 2020 FY 2021 - $ - $ Operating Cost Summary Operating costs have not yet been determined for this project. 927 - $ - $ - $ - $ 5-Year - $ - $ Total 3,000,000 $ 3,000,000 $ Total Project 3,000,000 3,000,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Buckeye Hills Shooting Range Electric Project Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 26900 West Buckeye Hills Drive – Buckeye 5 Facilities Management MCSO & Maricopa County Parks & Recreation June 2017 Project Purpose Statement Safe Communities The Buckeye Hills Shooting Range Complex has been in operation since January 2008 and consists of two separate Shooting Range facilities. The MCSO Law Enforcement Shooting Range is restricted to Sheriff's Office personnel and is operational around the clock. This facility is used for sniper and handgun certification, SWAT Teams, and bomb squad demolition training. The Parks and Recreation Shooting Range is a public range used for recreational shooting, training/certification classes, and retail sales. Both facilities were originally powered by off-grid photovoltaic systems which are now inoperative due to damaged inverters. These inverters are proprietary equipment and the manufacturer is no longer in business. Technical support is non-existent and Facilities Management is now forced to provide power to both facilities using diesel generators. The annual operating cost for producing diesel generated power is $350,000. Installing commercial electric utilities will greatly increase reliability, reduce facility closures due to power outages, and minimize maintenance and repair costs of the electrical system. A simple payback analysis shows a return on investment of 5 years. Project Description The Buckeye Hills Shooting Range Electric Project consists of extending APS electric utilities to the Buckeye Hills Shooting Range Complex. The Complex is located in the Buckeye Hills Regional Park located west of Hwy 85 between Buckeye and Gila Bend, AZ. The project will bring permanent electric utilities to both Shooting Ranges eliminating the use of expensive, unreliable diesel generated power. Funding/Cost Summary BUCKEYE HILLS RANGE ELECTRIC 445 - GENERAL FUND CTY IMPROV Previous Projected Actuals FY 2016 $ Project Total $ - $ - $ Year 1 - $ - $ FY 2017 1,751,294 $ 1,751,294 $ Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2019 FY 2020 FY 2021 - $ - $ Operating Cost Summary Operating costs have not yet been determined for this project. 928 - $ - $ - $ - $ 5-Year - $ - $ Total 1,751,294 $ 1,751,294 $ Total Project 1,751,294 1,751,294 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Chambers Building Remodel – Phase 3 301 South 4th Avenue – Phoenix 5 Facilities Management None June 2017 Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Project Purpose Statement Government Operations The purpose of the Chambers building remodel phase three is to restore the exterior of the historic Chambers Transfer & Storage Company building and interior remodeling which houses the Office of Enterprise Technology. This phase of the remodel is necessary to eliminate the potential for water intrusion which can cause damage to the interior of the building. This phase will also renovate the third floor to create a more efficient and operationally effective use of the floor. 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 phase three consists of a renovation to the third floor of the building as well as revitalization of the north, south, and east exterior elevations of the building, including masonry repair and restoration of the exterior facades and windows for protection from weather. Renovations of the basement, first floor, and second floor have been completed as well as revitalization of the south exterior elevation of the building. Phase three would complete the remodel of the entire building. Funding/Cost Summary CHAMBERS BUILDING REMODEL 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Actuals 36,591 $ 36,591 $ Projected FY 2016 2,324,818 $ 2,324,818 $ Year 1 Year 2 FY 2017 1,590,787 $ 1,590,787 $ Year 3 FY 2018 Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ - $ - $ Total 1,590,787 $ 1,590,787 $ Total Project 3,952,196 3,952,196 Operating Cost Summary The Chambers Building Remodel Phase 3 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. 929 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program East Court Building Improvements Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 101 West Jefferson Street – Phoenix 5 Facilities Management None June 2017 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 addition of four Superior Court rooms to the 9th floor would be the most cost effective way to process the backlog of dependency court cases as mandated by the State of Arizona. The new court rooms allow the caseloads that are now handled in the Old Courthouse to move to more efficient facilities. The Master Plan further recognizes that the added stateof-the-art court rooms will provide flexibility to meeting other court room demands for normal growth in civil cases when dependency cases decline as the backlog is reduced and the future Superior Courts (not yet identified and funded in the CIP) at the Southwest Justice Center takes a significant dependency case load. Project Description The East Court Building Improvement Project will consist of the construction of four new Superior Court rooms on the 9th floor. Funding/Cost Summary EAST COURT IMPROVEMENTS 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Actuals 9,760,695 $ 9,760,695 $ Projected FY 2016 2,644,671 $ 2,644,671 $ Year 1 Year 2 FY 2017 7,000,000 $ 7,000,000 $ Year 3 FY 2018 Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ - $ - $ Total 7,000,000 $ 7,000,000 $ Total Project 19,405,366 19,405,366 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. 930 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Hassayampa River Preserve Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program Wickenburg 4 Parks & Recreation None To Be Determined Project Purpose Statement Regional Services Hassayampa River Preserve Unit of Vulture Mountain Cooperative Recreation Area was approved by the Maricopa County Board of Supervisors in 2013. Vulture Mountain Cooperative Recreation Area will provide the Department with management oversight for Hassayampa Day Use (Phase 1 of the Vulture Mountains Recreation Area Master Plan) and Vulture Mountain Recreation Area as the newest addition to the Maricopa County Park System. Hassayampa Day Use was previously managed by the Nature Conservancy and has donated the land and buildings to Maricopa County Parks and Recreation. This area will become the park headquarters location for the entire Vulture Mountain Cooperative Recreation Area. Project Description Non recurring funding requested to do design, engineering, and installation work to bring the Hassayampa property up to current Maricopa County standards. Items required include, but are not limited to, an ADA accessible restroom, electrical and septic upgrades to meet current code/permitting standards, installation of IT/phone infrastructure, parking improvements, host sites, and installation of a water storage tank and water system improvements. Funding/Cost Summary HASSAYAMPA 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Projected Actuals Year 1 FY 2016 - $ - $ - $ - $ FY 2017 1,000,000 $ 1,000,000 $ Year 2 Year 3 FY 2018 Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ - $ - $ Total 1,000,000 $ 1,000,000 $ Total Project 1,000,000 1,000,000 Operating Cost Summary Funding is already included in the Parks and Recreation’s operating budget for the staff that will occupy this space and other facility operational expenses. 931 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Intake Transfer and Release Jail Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 3000 West Lower Buckeye Road – 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, and 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 Previous Projected Actuals $ Project Total $ - $ - $ FY 2016 4,000,000 $ 4,000,000 $ Year 1 Year 2 FY 2017 31,000,000 $ 31,000,000 $ FY 2018 103,000,000 $ 103,000,000 $ Year 3 FY 2019 47,000,000 $ 47,000,000 $ Year 4 Year 5 FY 2020 5-Year FY 2021 - $ - $ - $ - $ Total 181,000,000 $ 181,000,000 $ Total Project 185,000,000 185,000,000 Operating Cost Summary Facility operating costs have not been determined. The Sheriff’s Office has determined that the staffing/personnel costs will be cost neutral to the County. 932 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Jail Kitchen Equipment Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Program Durango Campus Maricopa County Sheriff’s Office None June 2017 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 is 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 Projected Actuals FY 2016 - $ - $ Year 1 - $ - $ FY 2017 300,000 $ 300,000 $ Year 2 Year 3 Year 4 Year 5 5-Year FY 2018 FY 2019 FY 2020 FY 2021 Total - $ - $ Operating Cost Summary Not Applicable. 933 - $ - $ - $ - $ - $ - $ 300,000 $ 300,000 $ Total Project 300,000 300,000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Madison Street Jail Adaptive Reuse Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 225 West Madison Street – Phoenix 5 Facilities Management None June 2019 Project Purpose Statement Safe Communities The Madison Street Jail Adaptive Reuse Project will consist of the demolition and conversion of detention cells into perimeter offices with administrative open office areas in the inner core. The proposed infrastructure would be a build out of 278,775 square feet of office improvements. Project Description A feasibility study was completed on the Madison Street Jail in 2016. The Madison Street jail was constructed in 1984 and abandoned as a jail facility in 2004. The building is located adjacent to all of the downtown Superior Court facilities as well as the Fourth Avenue Jail. The goal of repurposing the vacated detention facility into an office building is to reduce the amount of space the County’s leases for departmental operations. Funding/Cost Summary MADISON STREET JAIL ADAP PHASE 441 - COUNTY IMPROVEMENT 441 $ Project Total $ Previous Projected Actuals Year 1 FY 2016 - $ - $ - $ - $ FY 2017 17,600,000 $ 17,600,000 $ Year 2 FY 2018 91,100,000 $ 91,100,000 $ Year 3 FY 2019 7,300,000 $ 7,300,000 $ Year 4 Year 5 FY 2020 5-Year FY 2021 - $ - $ - $ - $ Total 116,000,000 $ 116,000,000 $ Total Project 116,000,000 116,000,000 Operating Cost Summary Facility operating costs have not yet been determined for this project. Funding is already included in the operating budget for the staff that will occupy this space. 934 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Maricopa Regional Trail System Project Location: County Districts: Managing Department: Project Partner(s): Scheduled Completion Date: Various All Parks & Recreation Maricopa Trail & Park Foundation Estimated June 2018 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 completed a total of 221.5 miles by the end of FY 2015. At the conclusion of FY 2016, Parks anticipates another 13.1 miles of new trail will be added, primarily in the areas between Happy Valley Road to Lake Pleasant (Segment 12) and Gila River to White Tank (Segment 35), bringing the completed trail miles to 234.6. Funding/Cost Summary Previous MARICOPA REGIONAL TRAIL SYSTEM 422 - INTERGOVERNMENTAL CAP PROJ 445 - GENERAL FUND CTY IMPROV $ Project Total $ Actuals 996,937 $ 3,626,930 4,623,867 $ Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total - $ 496,586 496,586 $ - $ 532,889 532,889 $ - $ 343,595 343,595 $ - $ - $ Operating Cost Summary Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2018 Year 1 FY 2017 Operating Budget Impact $ Total $ - $ $ - Year 3 FY 2019 $ 168,555 7,500.00 137,500.00 60,000.00 $ 373,555 935 Year 4 FY 2020 $ 172,767 7,658.00 38,288.00 $ 218,713 Year 5 FY 2021 $ 177,085 7,819.00 29,092.00 61,260.00 $ 275,256 - $ - $ - $ - $ - $ 876,484 876,484 $ Total Project 996,937 5,000,000 5,996,937 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Sheriff’s Headquarters Project Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program 550 West Jackson Street – Phoenix 5 Facilities Management None November 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 was completed on November 13, 2014 and provides 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. Final closeout of the project continues with resolution of outstanding legal issues. Funding/Cost Summary Previous SHERIFF HQ PROJECT 445 - GENERAL FUND CTY IMPROV 455 - DETENTION CAPITAL PROJECTS $ Project Total $ Actuals 32,647,131 $ 30,000,000 62,647,131 $ Projected Year 1 FY 2016 12,185 $ 12,185 $ Year 2 FY 2017 452,148 $ 452,148 $ Year 3 FY 2018 Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ Total - $ - $ 452,148 $ 452,148 $ Operating Cost Summary Year 1 FY 2017 Operating Budget Impact Personnel Expenses - O&M Supplies Expenses Services Expenses Capital Expenses $ 156,192 $ 2,331,186 Total $2,487,378 $ Year 2 FY 2018 Year 3 FY 2019 Year 4 FY 2020 Year 5 FY 2021 159,316 $ 162,502 $ 165,752 $ 169,067 2,633,673 2,582,032 2,436,601 2,382,870 2,542,186 $ 2,599,103 $ 2,747,784 $ 2,802,740 North end of MCSO Headquarters. MSCO Headquarters front entrance. 936 Total Project 33,111,464 30,000,000 63,111,464 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Southwest Justice Courts Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program Avondale 5 Facilities Management None March 2017 Project Purpose Statement Safe Communities The purpose of the Southwest 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 consists of the design and construction of the Maricopa County Southwest Justice Courts. The project will provide architectural design, civil engineering, soil testing, and the construction of a single story 67,000 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 1,349,458 $ 620,246 1,969,704 $ Projected FY 2016 7,500,000 $ 7,500,000 $ Year 1 FY 2017 21,150,541 $ 21,150,541 $ Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2019 FY 2020 FY 2021 - $ - $ Operating Cost Summary Operating costs have yet to be determined. 937 - $ - $ - $ - $ 5-Year - $ - $ Total 21,150,541 $ 21,150,541 $ Total Project 29,999,999 620,246 30,620,245 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Vulture Mountain Study Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program Wickenburg 4 Parks and 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 Previous VULTURE MOUNTAIN 422 - INTERGOVERNMENTAL CAP PROJ 445 - GENERAL FUND CTY IMPROV $ Project Total $ Actuals 50,001 $ 57,249 107,250 $ Projected FY 2016 6,000 $ 6,000 $ Year 1 FY 2017 123,300 $ 217,751 341,051 $ Year 2 Year 3 Year 4 Year 5 5-Year FY 2018 FY 2019 FY 2020 FY 2021 Total - $ - $ - $ - $ - $ - $ - $ - $ 123,300 $ 217,751 341,051 $ Total Project 179,301 275,000 454,301 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. 938 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program West Court Building Improvements 111 South 3rd Avenue – Phoenix 5 Facilities Management None July 2016 Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 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 any environmental concerns and to ensure the safety of all tenants within the building. Funding/Cost Summary WEST COURT IMPROVEMENTS 445 - GENERAL FUND CTY IMPROV Previous Projected Actuals $ Project Total $ - $ - $ FY 2016 559,182 $ 559,182 $ Year 1 FY 2017 385,000 $ 385,000 $ Operating Cost Summary Not applicable. 939 Year 2 Year 3 Year 4 Year 5 5-Year FY 2018 FY 2019 FY 2020 FY 2021 Total - $ - $ - $ - $ - $ - $ - $ - $ 385,000 $ 385,000 $ Total Project 944,182 944,182 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Technology Project Detail BIX Room Byte Info Exchange Project Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: 111 South 3rd Avenue – Phoenix Enterprise Technology None December 2016 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 the heart of 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. Consequently, 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 430,743 $ 430,743 $ Projected FY 2016 1,283,438 $ 1,283,438 $ Year 1 FY 2017 2,785,275 $ 2,785,275 $ Not Applicable. 940 - $ - $ 5-Year Year 5 FY 2020 FY 2019 - $ - $ Operating Cost Summary Year 4 Year 3 Year 2 FY 2018 FY 2021 - $ - $ - $ - $ Total 2,785,275 $ 2,785,275 $ Total Project 4,499,456 4,499,456 Maricopa County Annual Business Strategies FY 2017 Adopted Budget CHS Electronic Health Records Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Program System-wide Correctional Health Services Enterprise Technology June 2017 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 throughout 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, Pharmaceuticals, 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 Projected Actuals 5,643,415 $ 5,643,415 $ Year 1 FY 2016 1,707,859 $ 1,707,859 $ Year 2 FY 2017 887,527 $ 887,527 $ Year 3 FY 2018 Year 4 FY 2019 - $ - $ Operating Cost Summary Year 1 FY 2017 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ 261,952 $ 36,852 481,116 987,577 1,767,497 $ Year 2 FY 2018 267,191 $ 37,589 240,000 100,000 644,780 $ Year 3 FY 2019 267,191 $ 37,589 240,000 100,000 644,780 $ 941 Year 4 FY 2020 267,191 $ 37,589 240,000 100,000 644,780 $ Year 5 FY 2020 - $ - $ Year 5 FY 2021 267,191 37,589 240,000 100,000 644,780 5-Year FY 2021 - $ - $ Total - $ - $ 887,527 $ 887,527 $ Total Project 8,238,801 8,238,801 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Computer Aided Mass Appraisal Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: 111 South Third Avenue – Phoenix Enterprise Technology None June 2018 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 Previous COMPUTER AIDED MASS APPRAISAL 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Projected Actuals 3,395,938 $ 692,132 4,088,070 $ Year 1 FY 2016 5,923,921 $ 5,923,921 $ Year 2 FY 2017 7,677,886 $ 7,677,886 $ Year 3 FY 2018 7,197,847 $ 7,197,847 $ Year 4 FY 2019 Operating Cost Summary Year 1 FY 2017 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ Year 2 FY 2018 - $ - $ Year 3 FY 2019 - $ - $ - $ 613,875 613,875 $ 942 Year 4 FY 2020 - $ 638,400 638,400 $ Year 5 FY 2020 - $ - $ Year 5 FY 2021 663,900 663,900 5-Year FY 2021 - $ - $ - $ - $ Total 14,875,733 $ 14,875,733 $ Total Project 24,195,592 692,132 24,887,724 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Telephone System Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Program All County Departments/Locations Enterprise Technology All County IT Groups December 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 increasingly 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 Previous COUNTY TELEPHONE SYSTEM 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Projected Actuals 6,031,774 $ 12,206,108 18,237,882 $ Year 1 FY 2016 5,455,993 $ 5,455,993 $ Year 2 FY 2017 5,392,330 $ 5,392,330 $ Year 3 FY 2018 Year 4 FY 2019 - $ - $ Operating Cost Summary Year 1 FY 2017 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2018 Year 3 FY 2019 $ Year 4 FY 2020 Year 5 FY 2021 - $ - $ - $ - $ 1,400,000 1,428,000 1,456,560 1,485,691 1,515,405 Total $ 1,400,000 $ 1,428,000 $ 1,456,560 $ 1,485,691 $ 1,515,405 943 Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ - $ - $ Total 5,392,330 $ 5,392,330 $ Total Project 16,880,097 12,206,108 29,086,205 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Enterprise Data Center Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Program Phoenix Enterprise Technology None December 2017 Project Purpose Statement Government Operations Data 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 Previous ENTERPRISE DATA CTNR CT 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Projected Actuals 11,694,968 $ 25,493,530 37,188,498 $ Year 1 FY 2016 3,165,783 $ 3,165,783 $ Year 2 FY 2017 4,983,247 $ 4,983,247 $ Year 3 FY 2018 Year 4 FY 2019 - $ - $ Operating Cost Summary Year 1 FY 2017 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2018 Year 3 FY 2019 $ Year 4 FY 2020 Year 5 FY 2021 - $ - $ - $ - $ 4,110,000 4,256,130 4,408,936 4,569,348 4,737,852 Total $ 4,110,000 $ 4,256,130 $ 4,408,936 $ 4,569,348 $ 4,737,852 944 Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ - $ - $ Total 4,983,247 $ 4,983,247 $ Total Project 19,843,998 25,493,530 45,337,528 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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 began in February 2016 and will be completed in September 2016, including post implementation support. Funding/Cost Summary Previous ENTERPRISE RES PLANNING SYSTEM 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Projected Actuals 7,374,115 $ 4,132,672 11,506,787 $ Year 1 FY 2016 10,531,317 $ 10,531,317 $ FY 2017 6,453,753 $ 6,453,753 $ Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2019 FY 2020 FY 2021 - $ - $ - $ - $ Operating Cost Summary Year 1 FY 2017 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2018 Year 3 FY 2019 $ Year 4 FY 2020 Year 5 FY 2021 - $ - $ - $ - $ 2,205,013 2,651,261 2,794,241 2,794,241 2,794,291 Total $ 2,205,013 $ 2,651,261 $ 2,794,241 $ 2,794,241 $ 2,794,291 945 - $ - $ 5-Year - $ - $ Total 6,453,753 $ 6,453,753 $ Total Project 24,359,185 4,132,672 28,491,857 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Infrastructure Refresh Phase 1 Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Downtown Locations – Phoenix Enterprise Technology None December 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 Previous PHASE I ZONE 2 DOWNTOWN 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Actuals 6,151,879 $ 4,733,947 10,885,826 $ Projected FY 2016 1,300,000 $ 1,300,000 $ Year 1 Year 3 Year 2 FY 2017 73,586 $ 73,586 $ Operating Cost Summary Not Applicable. 946 FY 2018 Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ Total Total - $ - $ 73,586 $ 73,586 $ Project 7,525,465 4,733,947 12,259,412 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Infrastructure Refresh Phase 2 Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Downtown Locations – Phoenix Enterprise Technology None July 2017 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 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 the data contained within the 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 completed the Durango Campus Zone 3 in FY 2015 and will complete the Durango Campus Zone 2 refresh in FY 2016 with continued user migration into FY 2017. 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 2016 with continued user migration into FY 2017. 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 the 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 phone system with the greatest need to be replaced and began in FY 2016 with scheduled completion in FY 2017. 947 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Infrastructure Refresh Phase 2 (continued) Funding/Cost Summary Previous PHASE II ZONE 2 DURANGO 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous PHASE II ZONE 2 SOUTHEAST 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ $ Project Total $ $ Project Total $ Previous PHASE II ZONE 3 SOUTHEAST 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous PHASE II ZONE 3 REMOTE 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ REMOTE SITES NON SL 100 440 - COUNTY IMPROVEMENT FY 2016 300,000 $ 300,000 $ FY 2017 26,764 $ 26,764 $ Projected Actuals 7,392,776 $ 240,847 7,633,623 $ FY 2016 2,150,000 $ 2,150,000 $ Previous Projected Actuals $ Project Total $ - $ - $ FY 2016 61,192 $ 61,192 $ Year 3 Year 4 Year 5 5-Year FY 2019 FY 2020 FY 2021 Total Year 2 Year 1 Year 2 Year 1 FY 2019 - $ - $ Year 2 FY 2017 4,190,000 $ 4,190,000 $ Operating Cost Summary Not Applicable. 948 Year 3 FY 2018 24,957 $ 24,957 $ Project 9,567,733 240,847 9,808,580 Total Total 5-Year FY 2021 - $ - $ Project 1,009,328 4,574,938 5,584,266 Total - $ - $ Year 5 FY 2020 - $ - $ 26,764 $ 26,764 $ 5-Year FY 2021 - $ - $ Year 4 FY 2019 - $ - $ Project 193,024 16,547,374 16,740,398 Total Year 5 FY 2020 - $ - $ - $ - $ 5-Year - $ - $ - $ - $ Project 3,124,495 65,517 3,190,012 Total Total FY 2021 - $ - $ Year 4 Year 3 FY 2018 87,706 $ 87,706 $ - $ - $ Year 5 FY 2020 - $ - $ Project 3,266,415 1,800,561 5,066,976 Total 5-Year FY 2021 - $ - $ Year 4 FY 2019 - $ - $ - $ - $ Year 5 FY 2020 - $ - $ Year 3 FY 2018 - $ - $ Year 4 FY 2019 - $ - $ Year 1 FY 2017 24,957 $ 24,957 $ - $ - $ Year 3 FY 2018 - $ - $ 57,985 $ 57,985 $ Year 2 - $ - $ Project 5,908,013 9,630,827 15,538,840 Total Total - $ - $ FY 2018 Year 2 FY 2017 171,369 $ 171,369 $ 5-Year FY 2021 - $ - $ Total Total - $ - $ Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ Year 3 FY 2018 FY 2017 87,706 $ 87,706 $ - $ - $ Projected Actuals 682,564 $ 4,574,938 5,257,502 $ Year 2 FY 2017 57,985 $ 57,985 $ Year 4 FY 2019 - $ - $ Year 1 FY 2016 Year 3 FY 2018 Year 1 FY 2016 1,000,000 $ 1,000,000 $ Projected Actuals 193,024 $ 16,547,374 16,740,398 $ Year 2 FY 2017 171,369 $ 171,369 $ Year 1 FY 2016 900,000 $ 900,000 $ Projected Actuals 2,036,789 $ 65,517 2,102,306 $ Previous PHASE II ZONE 3 DURANGO 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT Year 1 FY 2016 1,000,000 $ 1,000,000 $ Projected Actuals 2,308,430 $ 1,800,561 4,108,991 $ Previous PHASE II ZONE 2 REMOTE 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT Projected Actuals 4,736,644 $ 9,630,827 14,367,471 $ Total 4,190,000 $ 4,190,000 $ Total Project 4,251,192 4,251,192 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Jail Management Information System Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: County Jail Facilities – Phoenix Sheriff’s Office None June 2018 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 Projected Actuals 730,252 $ 1,070,367 1,800,619 $ Year 1 FY 2016 4,520,745 $ 4,520,745 $ Year 2 FY 2017 8,893,241 $ 8,893,241 $ Year 3 FY 2018 5,608,676 $ 5,608,676 $ Year 4 FY 2019 4,275,543 $ 4,275,543 $ FY 2020 19,117 $ 19,117 $ Operating Cost Summary Year 1 FY 2017 Operating Budget Impact $ Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Total Year 2 FY 2018 - $ - - $ 50,000 50,000 Year 3 FY 2019 - $ 720,651 720,651 949 Year 4 FY 2020 - $ 1,180,916 1,180,916 Year 5 FY 2021 1,217,727 1,217,727 Year 5 5-Year FY 2021 - $ - $ Total 18,796,577 $ 18,796,577 $ Total Project 24,047,574 1,070,367 25,117,941 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Jail Security System Upgrade Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Program 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 $ 440 - COUNTY IMPROVEMENT 461 - DETENTION TECH CAP IMPROVEMEN Project Total $ Previous Projected Actuals 4,109,778 $ 22,249,780 26,359,558 $ FY 2016 1,680,903 $ (3,705) 1,677,198 $ Year 2 Year 1 FY 2017 2,663,250 $ 2,663,250 $ Year 4 Year 3 Operating Cost Summary Year 1 FY 2017 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ - $ 1,274,256 Total $1,274,256 $ Year 2 FY 2018 Year 3 FY 2019 - $ - $ 3,782,641 3,152,201 3,152,201 $ 3,782,641 $ 950 Year 4 FY 2020 - $ 4,539,169 4,539,169 $ Year 5 FY 2021 5,447,003 5,447,003 5-Year FY 2021 - $ - $ - $ - $ - $ - $ Year 5 FY 2020 FY 2019 FY 2018 - $ - $ Total 2,663,250 $ 2,663,250 $ Total Project 8,453,931 22,246,075 30,700,006 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Public Safety Radio System Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Program Various locations around the County Enterprise Technology None December 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 Previous PUBLIC SAFETY RADIO 440 - COUNTY IMPROVEMENT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Projected Actuals 9,632,227 $ 36,348,759 45,980,986 $ Year 1 FY 2016 26,045,818 $ 26,045,818 $ Year 2 FY 2017 35,241,579 $ 35,241,579 $ Year 3 FY 2018 9,243,768 $ 9,243,768 $ Year 4 FY 2019 14,839,080 $ 14,839,080 $ Operating Cost Summary Year 1 FY 2017 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2018 Year 3 FY 2019 $ Year 4 FY 2020 Year 5 FY 2021 - $ - $ - $ - $ 255,447 263,033 270,844 248,081 240,928 Total $ 240,928 $ 248,081 $ 255,447 $ 263,033 $ 270,844 951 Year 5 FY 2020 5-Year FY 2021 - $ - $ - $ - $ Total 59,324,427 $ 59,324,427 $ Total Project 95,002,472 36,348,759 131,351,231 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Refresh Remote Sites Phase 3 Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Program Downtown Locations – Phoenix Enterprise Technology None July 2017 Project Purpose Statement Government Operations The County’s current network infrastructure at the Remote Site Locations 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. 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 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 the data contained within the equipment. Remote Site Locations: Phase 3 of the project will focus on the rest of the locations without the SL100 phone system and is scheduled to begin in FY 2017. Funding/Cost Summary REFRESH REMOTE SITES PHASE 3 460 - TECHNOLOGY CAP IMPROVEMENT Previous Projected Actuals $ Project Total $ Year 1 FY 2016 - $ - $ - $ - $ Year 2 FY 2017 2,452,744 $ 2,452,744 $ Operating Cost Summary Not Applicable. 952 Year 3 FY 2018 Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ 5-Year FY 2021 - $ - $ - $ - $ Total 2,452,744 $ 2,452,744 $ Total Project 2,452,744 2,452,744 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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; 953 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program • 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 Projected Actuals 803,102 $ 803,102 $ Year 1 FY 2016 755,434 $ 755,434 $ Year 2 FY 2017 18,751,162 $ 18,751,162 $ FY 2018 10,662,456 $ 10,662,456 $ Year 3 FY 2019 1,610,298 $ 1,610,298 $ Year 4 Year 1 FY 2017 Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ - $ 17,997 17,997 $ Year 2 FY 2018 Year 3 FY 2019 Year 4 FY 2020 Year 5 FY 2021 - $ - $ - $ 1,566,168 1,613,153 259,678 18,537 18,537 $ 259,678 $ 1,566,168 $ 1,613,153 954 5-Year FY 2021 - $ - $ Operating Cost Summary Operating Budget Impact Year 5 FY 2020 - $ - $ Total 31,023,916 $ 31,023,916 $ Total Project 32,582,452 32,582,452 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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 nd 1 2 Qtr FY 2020 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 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 $90,000 is budgeted in FY 2017 complete the design and environmental clearance. Construction is tentatively planned to begin in FY 2019. Funding/Cost Summary Previous Uses by Project Projected Actuals T430 - RITTENHOUSE BRIDGE AT QC WASH Project Total $ $ 457,352 $ 457,352 $ FY 2016 209,152 $ 209,152 $ Year 1 Year 2 FY 2017 90,000 $ 90,000 $ FY 2018 260,000 $ 260,000 $ Year 3 FY 2019 1,105,000 $ 1,105,000 $ Year 4 FY 2020 880,000 $ 880,000 $ Year 5 5-Year FY 2021 - $ - $ Total 2,335,000 $ 2,335,000 $ Total Project 3,001,504 3,001,504 Operating Cost Summary No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 955 Maricopa County Annual Business Strategies FY 2017 Adopted Budget County Arterials Managing Department: Project Partner(s): Capital Improvement Program Transportation T251 – Town of Queen Creek Scheduled Completion Dates: Improvement Deer Valley 117th Avenue to 109th Avenue Riggs Road Ellsworth to Crismon Riggs Road Hawes to Ellsworth Riggs Road Power to Hawes Riggs Road Recker to Power ARTS – County Arterials District 4 1 1 1 1 Various Scheduled Completion 4th Qtr FY 2020 4th Qtr FY 2019 4th Qtr FY 2017 4th Qtr FY 2018 1st Qtr FY 2018 Various 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 constructing two bridges, and two miles of a 5-lane new pavement. A total of $3.9 million is budgeted for FY 2017 to complete design, continue environmental mitigation and move utilities. Construction is planned to begin in FY 2019. T251 – Riggs Road from Ellsworth to Crismon 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 and Meridian Road intersection and tapering to align with the existing two lane Combs Road. A total of $4.4 million is budgeted in FY 2017 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 with the Town of Queen Creek. 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 $5.9 million. A total of $3.1 million is budgeted for FY 2017 to complete design and relocate utilities. Construction is also tentatively planned for FY 2017. 956 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program T406 – Riggs Road from Power to Hawes This segment of Riggs Road will be expanded to have three travel lanes in each direction, a dual center turning lane, paved shoulders, signal improvements, drainage improvements and alignment improvements. Total cost is estimated to be $17.7 million. Construction is tentatively planned for FY 2018 with $3 million budgeted in FY 2017 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 $5.5 million budgeted for right-of-way acquisition and utility relocation. ARTS – County Arterials Project reserve funding that will be used for new projects and/or change orders for existing projects. Funding/Cost Summary Previous Sources by Project T251 - RIGGS RD ELLSWORTH TO CRISMON Project Total $ $ Previous Uses by Project T248 - DEER VALLEY EL MIRAGE TO LK P T251 - RIGGS RD ELLSWORTH TO CRISMON T375 - RIGGS RD HAWES TO ELLSWORTH T406 - RIGGS RD POWER TO HAWES T429 - RIGGS RD RECKER TO POWER ARTS - COUNTY ARTERIALS Project Total Actuals 1,550,358 $ 1,550,358 $ $ $ Actuals 5,291,473 $ 2,556,635 1,779,695 1,184,264 891,619 11,703,686 $ Projected Year 1 FY 2016 Year 2 - $ - $ FY 2017 - $ - $ FY 2018 2,033,750 $ 2,033,750 $ FY 2016 33,180 $ 418,319 1,031,112 3,493,037 4,460,434 9,436,082 $ FY 2017 3,900,000 $ 4,430,000 3,108,000 3,070,000 5,570,000 3,227,233 23,305,233 $ FY 2018 260,000 $ 4,170,000 10,010,000 245,000 6,558,824 21,243,824 $ Projected Year 1 Year 2 Year 3 FY 2019 2,033,750 $ 2,033,750 $ Year 3 FY 2019 11,275,000 $ 3,895,474 15,170,474 $ Year 4 Year 5 FY 2020 5-Year FY 2021 - $ - $ Year 4 FY 2020 13,897,000 $ 20,150,337 34,047,337 $ - $ - $ Year 5 FY 2021 - $ 22,212,496 22,212,496 $ Total 4,067,500 $ 4,067,500 $ 5-Year Total 29,332,000 $ 8,600,000 3,108,000 13,080,000 5,815,000 56,044,364 115,979,364 $ Total Project 5,617,858 5,617,858 Total Project 34,656,653 11,574,954 5,918,807 17,757,301 11,167,053 56,044,364 137,119,132 Operating Cost Summary No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 957 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Dust Mitigation Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Improvement Dove Valley Area Low Volume Roads Rockaway Hills 255th to 251st Ave New River Area Phase 2 Carefree Highway Area Laveen Area Tonto Hills Paving Appleby Road DMIT - Dust Mitigation District 4 4 3 3 3 2 1 Various Scheduled Completion 4th Qtr FY 2017 4th Qtr FY 2017 4th Qtr FY 2017 4th Qtr FY 2018 4th Qtr FY 2018 4th Qtr FY 2017 4th Qtr FY 2018 Various 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: T433 – Dove Valley Area Low Volume Roads Pave 167th Avenue from Dixileta Drive to Windstone Trail, 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. A total of $1.3 million is budgeted in FY 2017 for construction. T453 – Rockaway Hills 255th to 251st Ave Pave Rockaway Hills from 255th to 251st Avenue so travelers will have a healthier route to travel. A total of $415,000 budgeted in FY 2017 for construction. T456 – New River Area Phase 2 Pave 3rd Avenue from Honda Bow Road to 1500 feet north of Cavalry Road and 7th Avenue from Honda Bow Road to 1000 feet north of Cavalry Road so travelers will have a healthier route to travel. A total of $1.2 million is budgeted in FY 2017 for construction. T457 – Carefree Highway Area Pave 10th Street from Dove Valley to Paint Your Wagon Trail and Dove Valley from 10th Street to 12th Street so travelers will have a healthier route to travel. A total of $60,000 is budgeted in FY 2017 to relocate utilities. Construction is planned for FY 2018. 958 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program T458 – Laveen Area Pave 31st Avenue from Olney to McNeil so travelers will have a healthier route to travel. A total of $150,000 is budgeted in FY 2017 for right-of-way acquisition and utility relocation. T515 – Tonto Hills Paving Pave Deer Trail Road from Cave Creek Road to Old Mine Road so travelers will have a healthier route to travel. A total of $950,000 budgeted in FY 2017 to acquire right-of-way, move utilities and pave the road. T526 – Appleby Road Pave Appleby Road from Arizona Avenue to End of Maintenance so travelers will have a healthier route to travel. A total of $567,000 budgeted in FY 2017 for construction. DMIT – Dust Mitigation Project reserve funding that will be used for new projects and/or change orders for existing projects. Funding/Cost Summary Total Sources Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Project - $ - $ - $ - $ - $ 1,001,955 $ 1,001,955 T457 - CAREFREE HWY AREA - - - 1,112,740 - - - 1,112,740 1,112,740 DMIT - DUST MITIGATION - - - - 979,331 - - 979,331 - $ - $ 979,331 $ - $ - $ T456 - NEW RIVER AREA PHASE 2 $ Project Total $ Previous Uses by Project Actuals T433 - FY 14 LVR DOVE VALLEY AREA $ T453 - ROCKAWAY HILLS 255TH-251ST AVE 356,165 $ 98,346 1,001,955 $ 1,001,955 $ - $ 1,112,740 $ Projected Year 1 Year 2 FY 2016 FY 2017 FY 2018 445,749 $ 1,310,000 $ Year 3 Year 4 FY 2019 Year 5 FY 2020 FY 2021 3,094,026 $ 979,331 3,094,026 5-Year Total Total Project - $ - $ - $ - $ 1,310,000 $ - - - - 415,000 2,111,914 783,348 270,002 415,000 173,261 86,997 1,220,000 - - - - 1,220,000 1,480,258 29,172 161,434 60,000 1,785,000 - - - 1,845,000 2,035,606 T458 - LAVEEN AREA 67,315 104,888 150,000 322,203 T515 - TONTO HILLS PAVING 26,356 47,511 950,000 - - - - 950,000 1,023,867 - 91,245 567,000 - - - - 567,000 658,245 - 1,571,887 3,609,302 3,963,932 3,978,049 4,768,555 17,891,725 17,891,725 6,243,887 $ 5,394,302 $ 3,963,932 $ 3,978,049 $ 4,768,555 $ 24,348,725 $ 26,307,166 T456 - NEW RIVER AREA PHASE 2 T457 - CAREFREE HWY AREA T526 - APPLEBY ARIZONA AVE TO EOM DMIT - DUST MITIGATION Project Total $ 750,615 $ 1,207,826 $ 150,000 - - - - Operating Cost Summary No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 959 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Intelligent Transportation Systems Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Improvement Bell Road Adaptive Fiber Optics Installation on Indian School, McDowell and Daisy Mountain Roads Fiber Optics Installation on Riggs Road INTL – Intelligent Transit Systems District Scheduled Completion 2,3,4 4th Qtr FY 2017 2,3,4 4th Qtr FY 2017 1 Various 4th Qtr FY 2017 Various 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: 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 Blvd. between Scottsdale Road and Thompson Peak Parkway so that commuters will have a faster and safer commute. A total of $2.3 million is budgeted in FY 2017 for construction. T466 – Fiber Optics Installation on Indian School, McDowell and Daisy Mountain Roads Install the last mile of 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 and integrate McDowell Road MCDOT fiber with ADOT’s fiber optic cable at Loop 101 connecting MCDOT signals along Daisy Mountain Road to the north terminus of the ADOT Freeway Management System on I-17. A total of $490,000 is budgeted in FY 2017 for Construction. T467 – Fiber Optics Installation on Riggs Road Install fiber optic cable connections primarily along Riggs Road between South Sun Lakes Blvd. and Arizona Avenue so that commuters will experience less delays and a safer commute. Fiber optic connections will also be provided along Alma School Road between Chandler Heights Blvd. and Riggs Road to integrate with the Regional Community Network System and MCDOT Traffic Management Center. A total of $1.2 million is budgeted in FY 2017 for Construction. 960 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program INTL – Intelligent Transit Systems Project reserve funding that will be used for new projects and/or change orders for existing projects. Funding/Cost Summary Sources by Project T466 - FIBER INSTALL IND SCH MCD DMTN T467 - RIGGS RD ITS Project Total Previous Projected Actuals FY 2016 $ Previous Uses by Project $ $ FY 2016 384,752 $ 106,714 226,026 717,492 $ FY 2017 2,332,000 $ 490,000 1,245,000 4,067,000 $ Projected Actuals T447 - BELL RD ADAPTIVE SIGNAL T466 - FIBER INSTALL IND SCH MCD DMTN T467 - RIGGS RD ITS INTL - INTELLIGENT TRANS SYST ITS Project Total - $ - $ - $ - $ $ Year 1 FY 2017 429,988 $ 734,295 1,164,283 $ 316,103 $ 111,417 107,746 3,000 538,266 $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2019 FY 2020 FY 2021 - $ - $ - $ - $ - $ - $ - $ - $ Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2019 FY 2020 FY 2021 - $ 30,000 30,000 $ - $ 75,000 75,000 $ - $ 55,000 55,000 $ 5-Year - $ 125,000 125,000 $ Total 429,988 $ 734,295 1,164,283 $ 5-Year Total 2,332,000 $ 490,000 1,245,000 285,000 4,352,000 $ Total Project 429,988 734,295 1,164,283 Total Project 3,032,855 708,131 1,578,772 288,000 5,607,758 Operating Cost Summary No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. Variable Message Sign on Bell Road 961 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Maricopa Association of Governments (MAG) Arterial Life Cycle Program Projects Managing Department: Project Partner(s): Transportation Maricopa Association of Governments – All Projects City of El Mirage – T199, T347, T367, T372, T427, Glendale – T347, T372, T427 Peoria – T347, T372, T427 Flood Control District – T347, T372, T427 Salt River Pima Maricopa Indian Community – T199, T339, T342 City of Mesa – T199, T339 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 ALCP – MAG ALCP Projects District 4 1,2 2 2 4 4 4 4 1 1 1 Various Scheduled Completion 2nd Qtr FY 2017 To Be Determined To Be Determined To Be Determined 4th Qtr FY 2019 3st Qtr FY 2018 4th Qtr FY 2020 1st Qtr FY 2019 3rd Qtr FY 2017 3rd Qtr FY 2017 3rd Qtr FY 2017 Various 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. 962 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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 to include landscaping of the right-of-way. The one outstanding issue is the acquisition of one parcel which is in condemnation. The issue is expected to be resolved in FY 2017. A total of $3.5 million is budgeted in FY 2017 to complete the project. 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 City of Mesa. The Maricopa Association of Governments (MAG) will provide regional funding for the project as part of their Arterial Life Cycle Program. 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. Design of the project is tentatively planned for FY 2020 once the financial partnership is formed. T339 – Gilbert Road Bridge at the Salt River A new four-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 $2.5 million 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 Widen McKellips Road to three lanes in each direction with bike lanes, curb, gutter, sidewalk and raised median between Loop 101 and 92nd Street. Between 92nd Street and Alma School Road construct two lanes in each direction with bike lanes, curb, gutter, sidewalk and raised median. Design 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 the 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. The project is on hold to re-evaluate the projected 2035 traffic volumes to determine the correct size facility to handle projected traffic. Once the traffic study is complete the design will be modified if necessary, right-of-way acquisition will continue and construction scheduled. A total of $6.9 million is budgeted for FY 2017 to continue the project once the traffic analysis is completed. 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 Road. The purpose of this project is to design the widening of El Mirage from Cactus to 1500 feet south of Peoria, right-of-way acquisition and construction from Northern to 1500 feet south of Peoria from two to four lanes with a dual left turn lane in the middle so travelers will have a safer route to travel. A total of $8.2 million is budgeted in FY 2017 to start construction. 963 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 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 $400,000 is budgeted in FY 2017 for design and to start right-ofway acquisition. 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 2019. 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 $479,000 is budgeted in FY 2017 to start 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 million 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 $1.1 million to the project in FY 2017. ALCP – MAG ALCP Projects Project reserve funding that will be used for new projects and/or change orders for existing projects. 964 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program Funding/Cost Summary Sources by Project T199 - DOBSON RD BRIDGE AT SALT RIVER Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Project $ 15,686,199 $ 15,686,199 - 350,000 1,400,000 - 2,800,000 8,405,000 - 12,605,000 12,955,000 216,327 - $ 11,391 - - 6,036,000 2,000,000 - 8,036,000 8,263,718 8,791,745 2,013,128 3,226,247 11,596,247 23,021,090 - - 37,843,584 48,648,457 259,665 7,114,604 7,789,000 - - - - 7,789,000 15,163,269 T372 - NORTHERN PKWY NORTHERN AT L101 - - 339,480 669,530 1,886,000 - 10,188,172 10,188,172 T427 - DYSART AVE OVERPASS - - 432,837 400,000 9,878,686 - - 10,711,523 ALCP - MAG ALCP PROJECTS - - - - 4,008,136 17,439,380 22,902,449 44,349,965 37,937,542 $ 35,788,648 $ T339 - GILBERT ROAD BRIDGE T342 - MCKELLIPS RD I10 TO ALMA SCHL T347 - NORTHERN PARKWAY PHASE II T367 - EL MIRAGE: NORTHERN TO PEORIA Project Total $ Uses by Project T195 - NORTHERN AVE SR 303 TO GRAND $ 9,267,737 $ - $ 9,489,123 $ - $ 13,187,564 $ - $ 12,665,777 $ - $ 47,629,912 $ 2,800,000 $ 12,886,199 $ 7,293,162 147,209,443 $ 10,711,523 44,349,965 165,966,303 Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Project 79,825,771 $ 138,031 $ 3,540,000 $ - $ - $ - $ - $ 3,540,000 $ 83,503,802 T199 - DOBSON RD BRIDGE AT SALT RIVER 3,827,542 23,987 - - - 4,100,000 20,575,000 24,675,000 28,526,529 T339 - GILBERT ROAD BRIDGE 1,626,724 272,259 2,545,000 11,625,000 11,600,000 - - 25,770,000 27,668,983 357,965 121,027 - - 10,280,000 3,400,000 - 13,680,000 14,158,992 17,013,945 210,866 6,915,000 10,050,000 20,840,000 - - 37,805,000 55,029,811 1,336,651 2,255,889 8,295,000 2,270,000 - - - 10,565,000 14,157,540 258,041 - 400,000 700,000 3,800,000 7,734,000 - 12,634,000 12,892,041 T342 - MCKELLIPS RD I10 TO ALMA SCHL T347 - NORTHERN PARKWAY PHASE II T367 - EL MIRAGE: NORTHERN TO PEORIA T372 - NORTHERN PKWY NORTHERN AT L101 - - 479,000 420,000 10,526,000 - - 11,425,000 11,425,000 2,214 - 1,037,000 - - - - 1,037,000 1,039,214 T442 - MCQUEEN RD OCOTILLO TO RIGGS 25,096 1,811 309,000 - - - - 309,000 T443 - OCOTILLO ARIZONA TO MCQUEEN - - 1,120,000 - - - - 1,120,000 1,120,000 ALCP - MAG ALCP PROJECTS - - 1,554,639 1,758,913 5,963,542 12,340,668 23,000,025 44,617,787 44,617,787 27,574,668 $ 43,575,025 $ T427 - DYSART AVE OVERPASS T441 - GILBERT RD QC TO HUNT HWY Project Total $ 104,273,949 $ 3,023,870 $ 26,194,639 $ 26,823,913 $ 63,009,542 $ 187,177,787 $ 335,907 294,475,606 Operating Cost Summary No additional funds are being requested. The projects on Northern and El Mirage and will be annexed by partners. Anthem Box Culvert Teamwork Needed to Install Guardrail 965 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Partnership Support Managing Department: Project Partner(s): Capital Improvement Program Transportation None Scheduled Completion Dates: Improvement Special Projects 35th Ave Baseline to Southern District Scheduled Payment Date TBD Ongoing 5 2nd Qtr FY 2017 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. T483 – 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. The County will contribute $1 million to the project with the final payment of $535,000 scheduled for FY 2017. The City is the lead agency for all elements of work for the Project and will be responsible for any additional costs associated with Project. Funding/Cost Summary Uses by Project T003 - SPECIAL PROJECTS $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Project 5,511,905 $ T483 - 35TH AVE BASELINE TO SOUTHERN Project Total 122 $ 5,512,027 $ 1,502,000 $ 1,070,000 2,572,000 $ 1,510,000 $ 535,000 2,045,000 $ Operating Cost Summary Not applicable. 966 1,520,000 $ 1,520,000 $ 1,520,000 $ 1,520,000 $ 1,520,000 $ 1,520,000 $ 1,520,000 $ 1,520,000 $ 7,590,000 $ 535,000 8,125,000 $ 14,603,905 1,605,122 16,209,027 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Pavement Preservation Managing Department: Project Partner(s): Capital Improvement Program Transportation None Scheduled Completion Dates: Improvement Miller Rd 1-10 to 1 Mile Bush Highway Asphalt Rubber Overlay Cotton Lane Haul Road Repair Pavement Preservation Projects SW Arterial Overlay PAVE – Pavement Preservation District 4 2 4 TBD 4 Various Scheduled Completion 4th Qtr FY 2019 4th Qtr FY 2018 4th Qtr FY 2019 4th Qtr FY 2017 2nd Qtr FY 2017 Various Purpose Statement: The purpose of this Pavement Preservation project is to complete timely and cost effective roadway pavement restoration projects for the traveling public so they can safely and efficiently transport goods, services and people on well-maintained roadways. Project Descriptions: T338 DMIT Miller Rd I-10 to 1 Mile Pave Miller Road from I-10 to the National Guard facility so travelers will have a healthier route to travel. Construction is planned for FY 2019 with $275,000 budgeted in FY 2017 for design. T348 – Bush Highway Asphalt Rubber Overlay This 15.4 mile long project will overlay the existing pavement and make other improvements to improve safety. It will begin near the City of Mesa city limits and extend to 1200 feet south of SR 87. In addition it will pave approximately 500 feet of Usery Pass Road and Goldfield Road. Other improvements include replacing an existing fence with a concrete barrier, upgrading existing guardrails and replacing an existing drainage pipe with two 24 inch pipes to reduce roadway flooding. The project is planned to be completed in phases over three years due to limitations on construction from nesting bald eagles and heavy summer traffic. Phases 1 and 4 are under construction. Phase 3 followed by Phase 2 will complete the project. A total of $3.7 is budgeted in FY 2017 to finish the design and then construct Phase 3 of the project. T440 – Cotton Lane Haul Road Repair The Arizona State Department of Transportation requested the use of Cotton Lane from Camelback Road to Bethany Home Road and Bethany Home Road to SR 303 as a haul road by the contractor widening SR 303 from Glendale Avenue to Peoria Avenue. As compensation for possible damage the state paid $325,000 for any future repairs needed upon completion of the construction. A total of $325,000 is budgeted in FY 2019 to make the repairs if needed. T477 – Pavement Preservation Projects As part of the pavement management system all arterials are evaluated every 12 to 18 months for surface distress and those with the worst pavement condition rating are selected for resurfacing by 967 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program either asphalt overlay or asphalt removal and resurfacing. A total of $3.6 million is budgeted in FY 2017 for yet to be identified road segments that meet the criteria for resurfacing. T478 – Southwest Area Asphalt Rubber Arterial Overlays This project will mill and overlay 4.6 miles of roads with rubberized asphalt concrete to include Broadway Road from 91st Avenue to 83rd Avenue, Dobbins Road from 51st Avenue to 43rd Avenue and from 40th Drive to 35th Avenue, Southern Avenue from 67th Avenue to 59th Avenue, 67th Avenue from Baseline to Southern and 91st Avenue from Rosser to 1/2 mile north. A total of $1.1 million is budgeted in FY 2017 for construction. PAVE – Pavement Preservation Project reserve funding that will be used for new projects and/or change orders for existing projects. Funding/Cost Summary Uses by Project $ T338 - MILLER RD I10 TO 1 MI N I10 T348 - BUSH HWY ASPHALT RUBBER OVRLY Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Project - $ - $ 1,769,000 $ 984,966 3,324,182 3,760,000 3,120,000 - - - 6,880,000 - - - - 325,000 - - 325,000 325,000 166 - 3,630,000 5,800,000 6,000,000 6,000,000 8,000,000 29,430,000 29,430,166 - - 1,170,000 - - - - 1,170,000 1,170,000 8,290,253 10,531,709 10,742,990 40,411,717 40,411,717 16,531,709 $ 18,742,990 $ 79,985,717 $ 84,611,749 313,947 $ T440 - COTTON LANE HAUL RD REPAIR T477 - PAVEMENT PRESERVATION PROJECTS T478 - FY17 SE AREA W ART AR OVERLAY 2,771 $ - - PAVE - PAVEMENT PRESERVATION Project Total $ 1,299,079 $ 3,326,953 $ 275,000 $ 2,549,319 11,384,319 $ 55,000 $ 8,297,446 17,272,446 $ 1,439,000 $ 16,054,253 $ Operating Cost Summary No additional funds are being requested. Green Technology: Asphalt Recycle Thermoplastic Stop Line Installation 968 2,085,718 11,189,148 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Right-of-Way Managing Department: Project Partner(s): Capital Improvement Program 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 2017 budget is $200,000 to acquire right-of-way when identified. Funding/Cost Summary Previous Uses by Project Actuals T008 - PROP MGMT PRIOR YEARS PROJECTS $ T011 - ROW IN FILL ROAD INVENTORY SYS Project Total 336,943 $ 1,952,241 $ 2,289,184 $ Projected Year 1 Year 2 FY 2016 FY 2017 FY 2018 59,496 $ 57,342 116,838 $ 50,000 $ Year 3 Year 4 FY 2019 - $ Year 5 FY 2020 - $ 5-Year Total Total FY 2021 - $ - $ Project 50,000 $ 446,439 200,000 100,000 100,000 100,000 100,000 600,000 2,609,583 250,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 650,000 $ 3,056,022 Operating Cost Summary Not applicable. 969 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Safety Improvements Managing Department: Project Partner(s): Capital Improvement Program Transportation None Scheduled Completion Date: Improvement MC 85 95th to 75th Avenue Olive Avenue Citrus to Cotton Lane MC 85 107th to 91st Avenue District Scheduled Completion 4th Qtr FY 2019 5 4th Qtr FY 2020 4 4th Qtr FY 2019 5 Purpose Statement: The purpose of this Safety Improvement project is to investigate potential hazardous situations and make necessary safety related improvements to reduce accidents and improve safety so that commuters have a safer commute. Project Descriptions: T345 – MC 85 95th to 75th Avenue This project will create a constant roadway profile from 95th Avenue to 75th Avenue by adding a dual center turning lane where currently missing, improving the 83rd Avenue and 91st Avenue intersections plus milling and replacing the asphalt from 95th Avenue to 75th Avenue so the traveling public will have a safer commute. A total of $10.9 million is budgeted in FY 2017 to complete right-of-way acquisition and utility relocation and begin construction. 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 $1.5 million is budgeted in FY 2017 for right-of-way acquisition. Construction is planned to start in FY 2019. T511 – MC 85 107th to 91th Avenue This project will create a constant roadway profile from 107th Avenue to 95th Avenue by adding a dual center turning lane where currently missing, improving the 107th Avenue intersection plus milling and replacing the asphalt from 107th Avenue to 95th Avenue so the traveling public will have a safer commute. A total of $6.1 million is budgeted in FY 2017 to complete the design, begin right-of-way acquisition and utility relocation. Funding/Cost Summary Uses by Project T345 - MC 85 91ST AVE TO 75TH AVE $ T497 - OLIVE AVE CITRUS TO COTTON LN Previous Projected Year 1 Year 2 Year 3 Year 4 Actuals FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 4,818,752 $ 26,497 T511 - MC 85 107TH AVE TO 91ST AVE Project Total 8,553 $ 4,853,802 $ 1,013,828 $ 796,981 133,158 1,943,967 $ 10,920,000 $ 1,525,000 6,140,000 18,585,000 $ Operating Cost Summary Not applicable. 970 13,571,000 $ 2,150,000 3,280,000 19,001,000 $ 2,275,000 $ 6,965,000 9,120,000 18,360,000 $ Year 5 FY 2021 - $ 5-Year Total Total Project - $ 26,766,000 $ 32,598,580 4,325,000 - 14,965,000 15,788,478 - - 18,540,000 18,681,711 - $ 60,271,000 $ 67,068,769 4,325,000 $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Traffic Improvements Managing Department: Project Partner(s): Capital Improvement Program Transportation None Scheduled Completion Dates: Improvement Traffic Calming Avondale at MC 85 Dynamite at 52nd Street Union Hills at 99th Avenue Yuma at Jackrabbit Trail Lower Buckeye at 107th Avenue Broadway Road at 75th Avenue MC 85 at Rainbow Road Roadway Lighting Upgrade TIMP - Traffic Improvements District All Scheduled Completion Ongoing 2nd Qtr FY 2017 4 3 4th Qtr FY 2018 3rd Qtr FY 2017 3 4th Qtr FY 2018 4 4th Qtr FY 2017 5 2nd Qtr FY 2017 5 2nd Qtr FY 2017 4 2nd Qtr FY 2017 All Various Various 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: T365 – Traffic Calming To install speed humps and other traffic calming solutions at yet to be selected locations to improve safety. There is $800,000 in the 5-year Transportation Improvement Plan for this purpose. T391 – Avondale at MC 85 To upgrade the existing traffic signal, make other intersection improvements plus railroad safety improvements at this intersection and railroad crossing to improve safety, reduce congestion and improve traffic flow so the travelling public will have a safer commute. A total of $116,000 is budgeted in FY 2017 to complete construction. T424 – Dynamite at 52nd Street Install traffic signals to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $210,000 budgeted in FY 2017 to complete design, relocate utilities followed by construction. T463 – Union Hills at 99th Avenue The northbound and southbound 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 971 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program flow so the travelling public will have a safer commute. A total of $2.2 million is budgeted in FY 2017 for construction. T487 – Yuma at Jackrabbit Trail This project involves the installation of traffic signals and left turn lanes to improve safety, reduce congestion and improve traffic flow so the traveling public will have a safer commute. A total of $1.2 million is budgeted in FY 2017 to complete design, acquire right-of-way and relocate utilities. Construction is planned for FY 2018. T490 – Lower Buckeye at 107th Avenue 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 $400,000 budgeted in FY 2017 for construction. T533 – Broadway Road at 75th Avenue This scoping study will determine the cost to install traffic signals at the intersection of Broadway Road and 75th Avenue 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 the availability of funds. A total of $22,000 is budgeted in FY 2017 to complete the scoping study. T534 – MC 85 at Rainbow Road This scoping study will determine the cost to install traffic signals at the intersection of MC 85 and Rainbow Road 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 the availability of funds. A total of $51,000 is budgeted in FY 2017 to complete the scoping study. T536 – Roadway Lighting Upgrade This project will improve the lighting at 124 signalized intersections by replacing High Pressure Sodium fixtures with Light Emitting Diode (LED) fixtures. A total of $3.5 million is budgeted in 2017 to complete the project. TIMP – Traffic Improvement Projects Project reserve funding that will be used for new projects and/or change orders for existing projects. Funding/Cost Summary Previous Uses by Project Actuals T365 - TRAFFIC CALMING $ 462,696 $ T391 - AVONDALE AT MC 85 421,968 T424 - DYNAMITE AT 52ND STREET 118,252 T463 - UNION HILLS AT 99TH AVE 313,065 T487 - YUMA AT JACKRABBIT TRAIL 111,245 T490 - LOWER BUCKEYE AT 107TH AVE 128,348 Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Project 65,882 $ 200,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 800,000 $ 1,328,578 116,000 1,521,876 116,000 - - - - 85,045 210,000 - - - - 210,000 413,297 728,093 2,285,000 - - - - 2,285,000 3,326,158 207,529 1,260,000 1,979,000 - - - 3,239,000 3,557,774 637,764 983,908 109,416 400,000 - - - - 400,000 T533 - BROADWAY ROAD AT 75TH AVENUE - 72,106 22,000 - - - - 22,000 94,106 T534 - MC 85 AT RAINBOW RD - 113,210 51,000 - - - - 51,000 164,210 - 3,512,118 - - - - 3,512,118 3,512,118 - 1,580,711 1,259,264 10,434,815 10,070,416 23,345,206 23,345,206 3,709,711 $ 1,409,264 $ 10,584,815 $ 10,220,416 $ 33,980,324 $ 37,901,087 T536 - ROADWAY LIGTHING UPGRADE - TIMP - TRAFFIC IMPROVEMENTS - Project Total $ 1,555,574 $ 2,365,189 $ 8,056,118 $ Operating Cost Summary No additional funds are being requested. 972 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program MC85 Survey Work 973 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Capital Improvement Program 974 Maricopa County Annual Business Strategies FY 2017 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, 2015. 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, 2015, 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. 975 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona For the year ending June 30 2011 Governmental activities: Bonds, loans, and other payables: General obligation bonds Lease revenue bonds Special assessment debt with governmental commitment (1) Certificates of participation (3) (4) Capital leases Total Governmental activities $ 142,140,000 $ Year Ending June 30 2013 130,815,000 $ 120,350,000 $ 2014 108,975,000 2015 $ $97,135,000 120,533 80,050 64,679 49,465 44,727 2,895,000 185,580,000 432,651 8,329,091 $ 145,588,184 $ 130,895,050 $ 120,414,679 $ 109,024,465 $ 291,088,818 Business-type activities: (1) (5) Capital leases, loans, and other payables: Capital Leases $ Loans payable Other long-term debt Total Business-type activities 2012 $ - $ - $ - $ 1,792,280 - 2,787,917 3,609,943 3,667,473 - $ 2,787,917 $ 3,609,943 $ 914,178 6,373,931 $ $ 1,792,280 4,071,132 569,111 6,432,523 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 (SHCD), a separate legal entity that is not part of the County’s reporting entity. The long-term debt obligations were transferred to governmental activities as they are the responsibility of the County. The Maricopa County SHCD will continue to reimburse the County pursuant to the intergovernmental agreement with the County for the 2011 debt obligation. (4) On June 25, 2015, Maricopa County issued $185,580,000 of Certificates of Participation to pay for the acquisition of capital equipment and various capital projects. (5) 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 is preserved for the future. Finally, lower debt ratios may have a positive effect upon the jurisdiction’s credit rating. 976 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service 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. 977 Maricopa County Annual Business Strategies FY 2017 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 978 Maricopa County Annual Business Strategies FY 2017 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. 2014-15 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2014-15 Secondary Assessed Valuation 35,079,646,593 5,261,946,989 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 5,261,946,989 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. 979 Maricopa County Annual Business Strategies FY 2017 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. 980 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service The following illustrates the County’s various debt ratings: Standard & Date Rating Assigned Poor's 6/3/2015 AAA (1) Type of Debt Fitch Date Rating Assigned Moody's General Obligation AAA (2) 3/24/2015 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 (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. 981 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA GOVERNMENTAL ACTIVITES Lease Revenue Bonds $ Audited 6/30/2014 108,975,000 $ Projected Audited 6/30/2016 6/30/2015 84,665,000 97,135,000 $ 185,580,000 185,580,000 185,580,000 8,626,768 12,417,429 8,329,091 275,211,768 108,975,000 $ 291,044,091 $ 282,662,429 $ 7,696,700,097 7,755,382,669 7,968,224,378 7,804,652,172 8,077,199,378 $ 8,095,696,263 $ 8,038,045,098 $ 7,971,911,865 Certificate of Participation Capital leases Direct Net Debt $ Overlapping Debt (1) Overall Net Debt $ Population Estimate (2) Full Value of Taxable Property (3) $ Ratios (4) Direct Net Debt Per Capita $ 27 $ 71 $ $ 2,015 $ 0.035% 2.603% 77,408 $ 1,986 $ 0.086% 2.384% 83,292 $ Overall Net Debt Per Capita Direct Net Debt as % of FV Property Overall Net Debt as % of FV Property FV Property Per Capita $ Projected 6/30/2017 81,005,000 4,076,438 4,008,651 $ 310,300,015 $ 339,536,633 4,233,286 4,152,807 $ 403,013,954 $ 411,074,233 68 $ 65 1,936 $ 0.070% 1.994% 97,046 $ 1,883 0.067% 1.939% 97,105 Notes: (1) Projected overlapping debt for 2016 and 2017 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 2016 and 2017 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, 2015, the County had no outstanding general obligation debt, (0.00% of taxable property), while the six percent limit was $2,104,778,796 and the fifteen percent limit was $5,261,946,989. 982 Maricopa County Annual Business Strategies FY 2017 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 non appropriation, the bonds would be subject to special redemption at par plus accrued interest to the redemption date. On May 23, 2007, the Maricopa County Public Finance Corporation issued Lease Revenue Refunding Bonds, Series 2007B, for $32,840,000 (par value) with interest rates ranging from 4% to 5% and maturing from July 1, 2012 to July 1, 2015. The net bond proceeds were $34,414,011 which included a reoffering premium of $973,843, County contributions of $860,000, and cost of issuance of $259,831. The net proceeds were used to advance refund the Lease Revenue Bonds, Series 2001, of $32,215,000, with interest rates ranging from 4.7% to 5.5%, maturing from July 1, 2012 through July 1, 2015, and were redeemed at par plus accrued interest on July 1, 2011. SUMMARY OF LEASE REVENUE BOND PRINCIPAL AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2015 Bond Issue Amount 2007A Lease Revenue Bonds $ 88,155,000 2007B Lease Revenue Refunding Bonds Total $ 8,980,000 97,135,000 DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2015 Year Ending Total June 30 2016 Principal $ Interest 12,470,000 $ 4,016,330 Debt Service $ 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 4,240,000 3,087,430 7,327,430 2021-25 24,235,000 12,241,620 36,476,620 2026-30 2031-32 30,565,000 14,080,000 5,819,825 497,000 36,384,825 14,577,000 Total $ 97,135,000 $ 36,063,770 $ 133,198,770 Certificates of Participation On June 25, 2015, Maricopa County issued $185,580,000 of Certificates of Participation to pay for the acquisition of capital equipment and various capital projects. Some of the larger projects include: 983 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service Public Radio System, Technology Infrastructure Refresh, Southwest Justice Courts, Enterprise Resource Planning System, and the Enterprise Data Center. The 2015 Certificates were executed and delivered under a trust agreement, dated June 1, 2015. Certificates of participation represent proportionate interests in semiannual lease payments. The County’s obligation to make lease payments is subject to annual appropriations made by the County for that purpose. The certificates have interest rates ranging from 3% to 5% percent, payable semiannually on January 1 and July 1 each year through 2018. DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2015 Year Ending June 30 2016 2017 2018 2019 Total Principal $ $ 90,625,000 94,955,000 $ 185,580,000 $ Total Debt Service $ 4,432,483 8,579,000 97,038,375 97,078,875 Interest 4,432,483 8,579,000 6,413,375 2,123,875 21,548,733 $ 207,128,733 Capital Leases The County has entered into various lease-purchase agreements, which are non-cancellable, for the acquisition of software and accessories totaling $8,329,091. These lease purchase agreements require the County to pay all maintenance costs. At the time of the final principal and interest payments, title to the leased equipment transfers to the County. These leases are contingent on budgetary appropriations each fiscal year. The assets are capitalized at a total principal cost. DEBT SERVICE REQUIREMENTS TO MATURITY Capital Leases - Maricopa County, Arizona As of June 30, 2015 Governmental Year Ending June 30 Activities 2016 $ 4,283,318 2017 2,141,659 2018 2,141,659 Total minimum lease payments 8,566,636 Amount representing interest (237,545) Present value of net minimum lease payments $ 8,329,091 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 984 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service phases of the improvement district process contain regulations for public notification through posting of the property, publication in the local newspaper, and the set up of a protest period. Once the Board of Supervisors approves the awarding of the bid, construction follows. Since the residents pay for these improvements, an assessment is levied against each property owner. Depending on the type of improvement, some assessments are carried on the property tax roll, while others are collected through the County Improvement District Office. If the property owners are unable to prepay the improvement assessment within 30 days after the completion of the work, bonds are sold for the balance of the construction amount. The bonds are collateralized by properties within the District. The receivable is held by the Improvement District, and billed on a semi-annual basis. In cases of a delinquent payment of an assessment, the lien, including penalty and interest, may be sold at a public auction. If there is no purchaser for the lien, the District (not the County) will assume, as a general obligation, the amount of the assessment and interest accruing thereon. The following table illustrates the outstanding principal amount by issue for the special assessment district bonds. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE Special Assessment Districts Maricopa County, Arizona As of June 30, 2015 Amount Bond Issue Queen Creek Water K-91 $ Plymouth Street K-109 3,856 40,871 Total $ 44,727 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 0.5% 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, 2015, 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, 2015, the balance on this note was $395,458. 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% or the 5-year Treasury Rate plus 3%. Monthly installments of principal and interest of $13,793 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, 2015, the balance on this note was $2,544,474. 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 985 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service resources beginning June 30, 2014, and ending June 30, 2023. At June 30, 2015, the balance on this note was $92,419. The Housing Authority of Maricopa County entered into a repayment agreement with HUD totaling $468,781 to repay misused program funds, as determined by a HUD Quality Assurance Division review, which was finalized in 2015. The agreement bears no interest and calls for equal annual payments of $18,751 from non-federal resources. At June 30, 2015, the balance on this note was $468,781. DEBT SERVICE REQUIREMENTS Housing Authority Loans Payable Maricopa County, Arizona As of June 30, 2015 Year Ending June 30 2016 $ Principal 69,218 2017 90,476 2018 93,905 2019 657,546 2020 90,302 2021-25 2,769,663 2026-30 93,755 2031-35 93,755 2036-40 2041-42 93,755 18,757 Total $ 4,071,132 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 $1,702,115. At June 30, 2015, the balance on this obligation is $1,792,280. Annual debt service requirements to maturity for Housing Authority capital lease obligations are as follows: 986 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service DEBT SERVICE REQUIREMENTS Housing Authority Capital Leases Maricopa County, Arizona As of June 30, 2015 Year Ending June 30 2016 2017 Principal 2018 2019 71,986 79,506 2020 2021-25 2026-30 87,480 574,552 855,640 56,127 225,573 99,633 $ 58,219 64,897 Interest 66,283 64,130 61,730 59,068 Total $ 1,792,280 $ $ 632,544 Total $ 124,502 129,027 133,716 138,574 143,607 800,125 955,273 $ 2,424,824 Short-Term Borrowing On July 1, 2014, 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, 2015. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2015, the County had not borrowed against the line of credit. The municipal revolving line of credit was renewed to June 30, 2016. On July 1, 2014, the County maintained a $15,878,105 irrevocable standby letter of credit issued to the Industrial Commission of Arizona for unfunded workers’ compensation claims. On December 27, 2014, the letter of credit was increased to $15,151,706. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2015, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to June 30, 2016. Debt Practices Regularly review of debt practices 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 Debt The County Manager is the Chief Executive of the County. With the exception of those responsibilities specifically assigned by state statute to the Chief Financial Officer, the County Manager is ultimately responsible for the approval of any form of County borrowing. The Chief Financial Officer coordinates the administration and issuance of debt, as designated by the County Manager. The Chief Financial Officer is also responsible for attestation of disclosure and other bond related documents. References to the “County Manager or his designee” in bond documents are hereinafter assumed to assign the Chief Financial Officer as the “designee” for administration of Maricopa County debt. 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. 987 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service Method of Sale Debt issues of the County may be sold by competitive, negotiated, or private placement sale methods unless otherwise limited by state law. The selected method of sale will be the option which is expected to result in the lowest cost and most favorable terms given the financial structure used, market conditions, and prior experience. Competitive Sale The County will use the competitive sale method unless there are compelling reasons which indicate that a negotiated sale or private placement would have a more favorable result due to prevailing conditions in the market, a financing structure which requires special pre-marketing efforts, or factors are present that are expected to result in an insufficient number of competitive bids. Advantages of using a competitive sale is that the issuer is getting the lowest net interest cost on that day and all parties are given an equal opportunity, but timing is very inflexible. Negotiated Sale When determined appropriate, the County may elect to sell its debt obligations through a negotiated sale. Such determination may be made on an issue by issue basis, for a series of issues, or for part or all of a specific financing program. Negotiated underwriting may be considered upon recommendation of the Chief Financial Officer. Advantages of a negotiated sale is that timing is extremely flexible, the size of the issue can be easily changed at last minute and the issuer has influence over the underwriter selection and bond distribution. Use of Bond Insurance This is an insurance policy purchased by an issuer or an underwriter for either an entire issue or specific maturities. It will guarantee the payment of principal and interest, which in turn provides a higher credit rating and thus a lower borrowing cost for an issuer. The present value of the estimated debt service savings from insurance should be at least equal to or greater than the insurance premium when insurance is purchased directly by the County. The bond insurance company will usually be chosen based on an estimate of the greatest net present value insurance benefit (present value of debt service savings less insurance premium). Arbitrage Liability Management Arbitrage is defined as the practice of simultaneously buying and selling an item in different markets in order to profit from a spread in prices or yields resulting from market conditions. Arbitrage profits are made by selling tax-exempt bonds and investing the proceeds in higher-yielding taxable securities, when referencing municipal bonds. Municipal issuers are allowed to make arbitrage profits under certain restricted conditions. The sale of tax-exempt bonds primarily for the purpose for making arbitrage profits is prohibited by Section 103(c) of the Internal Revenue Code. 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. 988 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service 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, informs the County of various options, advises the County as to how choices will impact the marketability of County obligations and provides other services as defined by contract. To ensure independence, the financial advisor will not bid on nor underwrite any County debt issues. Competitive proposals will be taken periodically for services to be provided over a period of one year with annual renewal options. Other professional services will be retained, when required, including managing underwriters, credit agencies, escrow agents, trustees, printers, and others. These services will be procured when in the best interest of the County by a competitive selection process. Continuing Disclosure of County Financial Information Annual financial statements and other pertinent credit information, including the Comprehensive Annual Financial Report (CAFR), will be provided by the County upon request. A copy of the CAFR can be obtained from the Maricopa County webpage at: http://www.maricopa.gov/Finance/CAFR.aspx. All material that has a pertinent bearing on County finances will be provided to the agencies that maintain a rating on County securities. The Chief Financial Officer shall be responsible for providing ongoing disclosure information to established national information repositories and for maintaining compliance with disclosure standards dictated by state and national regulatory bodies. Copies of official statements for are available through the following recognized municipal repository: Electronic Municipal Market Access (“EMMA”) c/o Municipal Securities Rulemaking Board 1900 Duke Street, Suite 600 Alexandria, VA 22314 Phone: (703) 797-6600 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 989 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Debt Service 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 Practices These practices will be reviewed annually and significant changes may be made with the approval of the County Manager. Significant changes will be presented to the Board of Supervisors for approval. 990 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments Attachments Budgeting for Results Guidelines and Priorities Approved by the Board of Supervisors on January 6, 2016. The purpose of these guidelines and priorities is to provide direction from the Board of Supervisors to the County Manager, Office of Management and Budget and all departments so that they can develop a sustainable, structurally-balanced budget that achieves, within available resources, the County’s mission and strategic goals as set forth in the Maricopa County Strategic Plan. Property Taxes: The FY 2017 primary property tax rate will remain unchanged, resulting in an estimated tax levy of $23 million more than FY 2016. 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: Human Resources is directed to develop a targeted employee compensation strategy which includes pay for performance, highlights a service delivery approach and is contingent on an evaluation of economic conditions and funding challenges including additional burdens or cost shifts from the State of Arizona. Budget Requests: 1) Base budget requests for all departments and funds will be prepared within baseline amounts equal to their current budgets plus authorized adjustments. The Office of Management and Budget is directed to adjust budget baselines for the following: a) The annualized impact of FY 2016 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, Juvenile Corrections, the Department of Revenue and other programs. d) Other technical adjustments as required. 2) All departments must submit their base expenditure budget requests within their baseline budget. If justified by revenue projections, base revenue budget requests may exceed revenue baselines. Revenue thresholds for non-General Fund budgets will include an adjustment as necessary to maintain structural balance (recurring revenues equal to or greater than recurring expenditures) within the fund. If the revenue baseline cannot be 991 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments met, departments must reduce base expenditures and base revenue by an amount sufficient to restore structural balance. 3) All budget submissions will be analyzed by the Office of Management and Budget for budget reductions. 4) While no budget reductions are requested at this time, departments should be prepared to submit up to 5% in operating reductions if needed to achieve structural balance. 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. User Fees: Per the Budgeting for Results Policy Guidelines, user fees are to be reviewed annually in conjunction with the budget development process. Existing user fees will be re-evaluated and necessary changes will be presented to the Board of Supervisors. New user fees should be brought forward to the Board of Supervisors for consideration. Requests for Additional Funding: No funding will be available for new or expanded programs. Contingency, Reserves and Fund Balances The base budget will include a plan to continue to incrementally restore operating contingency in the General Fund. In accordance with the Board of Supervisors’ strategic goals regarding structural balance and reserves, fund balances will first be used to maintain General Fund reserves equal to twomonths of prior year operating expenditures. In addition, a multi-year plan to build reserves in the Detention Fund will be developed and implemented. A decision on reserve levels will be made prior to allocation of General or Detention fund balances for any other purpose. No requests for new non-recurring, one-time General or Detention funds will be entertained. In accordance with the Board of Supervisors’ strategic goal regarding structural balance, requests to use any 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. 992 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments Capital Improvement Program No funding will be available for new capital improvement projects until after reserve decisions have been made by the Board of Supervisors. 1. Transportation The Office of Management and Budget is directed to work with the Transportation Department to develop an updated Transportation Capital Improvement Program budget for FY 2017 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 If it is determined that funding is available for Information Technology Projects, the Board will prioritize the needs within the available funds for projects demonstrating a reasonable return on investment (ROI). 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. Budgeting and Accountability Policy Approved by the Board of Supervisors on May 4, 2016. 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. 993 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 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. Carryforward: Allocated funds for a specific non-recurring project not spent during the Fiscal Year in which they were approved. Carryforward 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 Departments’ Costs 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 imposed by the Board of Supervisors. I. 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. J. 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). K. 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. 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 budgeting 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 on-going operational revenues of the County, whether General Fund, Special Revenue Funds or Grant Revenues. O. Function: The classification of expenditures and revenues according to their appropriation level including whether they are recurring or non-recurring. 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 is 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. 994 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments U. Internal Service Department: A Department that provides services primarily to other County Departments, e.g., Equipment Services, Telecommunications, Reprographics. V. Line Item Budget: A budget appropriated at a more restrictive level such as object code, organization, program or activity. Line item budgets are monitored at the more restrictive appropriated level and may include the review of all invoices, payments and journal vouchers. W. Lump Sum Budget: A budget appropriated at the highest level (Dept, Fund and Function); departments may manage expenditures at the highest level and may move funding between activities, organizations and object codes. X. Non Departmental: A special Department code utilized for budgeting revenues and expenditures of specific Board approved items that are not related to a specific department. Non Departmental budgets will be established and maintained in the General Fund, the Detention Fund, and any other fund with applicable revenues and expenditures. Y. 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. Z. Non-General Fund: A fund that is restricted to specifically identified uses. AA. On-going Revenues: Revenues from economic activity that are generally consistent and estimable. BB. One-time Revenues: Revenues that are derived from a singular event, such as the sale of property, or an economic anomaly. CC. Owning Department: The Department that owns the asset. DD. Reserves: A portion of the General Fund carried from one Fiscal Year to the next to maintain a balanced budget in case of unanticipated expenditures and/or revenue shortfalls. EE. Restricted Fund Balance: A fund balance which is subject to externally enforceable legal restrictions. FF. 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. GG. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of revenue over the economic cycle. HH. Unassigned Fund Balance: Fund balance which is not restricted, committed, assigned, and/or any negative fund balance. II. Zero Based Budget (ZBB): A process in which the baseline of each budget is zero until expenditures are justified. IV. BUDGET PRINCIPLES A. Each year, the Board will establish priorities and guidelines for budget development and will adopt Appropriated Budgets for all Departments. 995 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments B. 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 over the economic cycle. C. 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. 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 appropriates 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. G. The Board maintains 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. The stages of budget development are as follows: 1. Baseline Budget: the budget provided to Departments or a modified Zero Based Budget is 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 Requested Budget adjusted 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. 996 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 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 on-going, full-year funding. If a position loses funding, it shall be inactivated. 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. 3. Personal service budgets shall include an allowance for salary and benefit savings based on an analysis of trends, prior years’ turnover rates and recent market adjustment implementations. D. Capital Improvement Program (CIP) 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 on-going 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 submitted utilizing the process outlined by the Facilities Management Department. 3. Capital improvements will not be budgeted unless specifically approved by the Board. 4. The Board must approve changes to project appropriations, to five-year CIP’s or to other project plans. E. Major Maintenance 1. The annual operating budget should provide for the adequate and prioritized maintenance of facilities and major equipment from current revenues. 2. Major Maintenance requests are 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. The annual budget should provide for the adequate and prioritized replacement and maintenance of County wide technology software and hardware. 997 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments F. Non Departmental Budget 1. Non Departmental 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. Non Departmental expenditures: General expenditures that benefit the County as a whole, are not specific to a single department, are best managed outside of a specific department and are budgeted in Non Departmental. These expenditures include, but are not limited to, the following: a. b. c. d. e. f. g. General Debt Service Taxes and Assessments Board-approved Special Projects or Initiatives Major Technology Projects Facilities Major Maintenance Capital Improvement Projects Vehicle & Equipment Replacement for the General and Detention Funds 3. Non Departmental 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. a. Contingency appropriations may be established within Non Departmental for the General Fund, Detention Fund, and other funds as appropriate. b. Contingency appropriations may be established for Non-Recurring appropriations as well as for operating appropriation purposes. c. Contingency appropriations may be undesignated for future general purposes or they may be reserved by line item for specific anticipated issues. d. The Board of Supervisors must approve all transfers from contingency appropriations. 4. Administration of Non Departmental budget: 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. Procedures will be established for setting adequate appropriations for the following items: a. b. c. d. e. Vehicle and Equipment Replacement Desk Top/Lap Top Replacement Outside Legal Counsel Billings Economic Development Programs Staffing Studies and Market Pay Contingencies 998 Maricopa County Annual Business Strategies FY 2017 Adopted Budget f. Attachments Capital and Technology Improvement Programs G. Vehicle Replacement 1. 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. 2. Equipment Services prepares a needs assessment to determine which vehicles require replacement for upcoming Fiscal Years. 3. Vehicle replacement will be funded only for the current equivalent equipment class, make, model and equipment extras. Upgrades are not funded under the vehicle replacement budget. If a Department determines upgrades are necessary, the Department has two options: (a) pay for the upgrades from the Department’s current operating budget; or (b) request upgrades and additions during the development of the Department’s budget. 4. If the full cost of replacement is lower than originally estimated, the savings will revert to the appropriate fund. Cost overruns will be absorbed by the appropriate vehicle replacement budget. 5. OMB must approve all charges to the vehicle replacement budget. VI. BUDGET DEVELOPMENT BY STAGE A. Baseline Budgets 1. 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 basis for funding decisions. 2. The Board and OMB set a baseline budget for each operating, appropriated, and nongrant funded budget. 3. Departments are either given a baseline budget or are directed to build a budget using a modified Zero Based Budget model or another alternative model. 4. Appropriated Budgets are not guaranteed from one Fiscal Year to the next. B. Requested Budgets 1. Departments shall submit Requested Budgets for review and analysis by OMB. 2. Departments shall verify funding for all purchase requisitions, 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 999 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 1. 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 Adopted Budget is the final budget approved by the Board prior to the start of the Fiscal Year and is the initial Appropriated Budget. E. Appropriated Budgets 1. The Appropriated Budget is the Adopted budget plus any amendments/adjustments approved by the Board throughout the Fiscal Year. 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). VII. 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 Carryforward 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 each calendar year. 1000 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 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. During the Fiscal Year Appropriated Budgets may only be changed with Board approval. 3. OMB will ensure that all Detailed Budgets equal the Appropriated Budget, including any revisions made to the Appropriated Budget during the Fiscal Year. 4. Departments may not exceed their annual Appropriated Budgets. 5. Any Department with a negative year-to-date expenditure, negative year-end OMB forecast, or negative revenue variance in the General Fund, Detention Fund, or any fund that requires General Fund subsidies, must provide a written explanation and corrective action plan to the Department of Finance (DOF) and OMB. OMB will help the Department refine its corrective action plan based on the Department’s need and current situation. Departments shall be required to reduce expenditures to offset any shortfall in their budgeted revenue. If there is a significant risk that a Department will exceed its annual appropriation, the Board may place the Department on a Line Item Budget. 6. If, at the end of the Fiscal Year, a Department exceeds its Appropriated Budget or creates financial liabilities for the County, the Department will prepare a corrective action plan that it will present to the Board. a. DOF will prepare and submit to the Board a comprehensive report of all audited actual expenditures and expenditures relative to the Department’s appropriated budgets. b. OMB will review the Department’s expenditures to identify the causes of the overrun. i. The Department will work with OMB to present its findings and a recommended corrective action plan to the Board for action. ii. The corrective action plan may include but will not be limited to placing the Department on a Line Item Budget. 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. Each month a Department’s expenditures and revenues shall be monitored and reported in order to determine the estimated fund balances and availability of funding for one-time needs. 1001 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments D. Budget Maintenance Constraints 1. Appropriated Budgets supported by grants, donations or IGAs must be amended by the Board if expenditures are forecasted to exceed the appropriation level. Proposed 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 the Department of Finance. Managing for Results Policy Approved by the Board of Supervisors on September 18, 2000. 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. 1002 Maricopa County Annual Business Strategies FY 2017 Adopted Budget II. Attachments 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. 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. 1003 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 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. Policy for Administering Grants Latest revisions approved by the Board of Supervisors on May 6, 2009. 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. 1004 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments Grantor Agency – refers to a Federal, state, local, or private agency or organization, which provides the grant funding and/or grant funding oversight. Indirect Costs – refers to those costs incurred for a common or institution-wide objective that benefits more than one grant program or project. Such costs are not readily assignable to the cost objective specifically benefited. In-Kind – refers to contributions in the form of goods or services rather than in cash. One-time Grants – refers to funding from a Grantor Agency which is provided for a limited duration for a specified project or program. This type of grant may be provided to start a new program or service or for a program or services which has a limited life. Ongoing Grants – refers to funding from a Grantor Agency which is expected to be provided year after year for a specified program(s) or service(s). Special District – Flood Control District of Maricopa County, Maricopa County Library District, Maricopa County Stadium District. III. POLICY Maricopa County and Special Districts receive significant funding from Federal, state, and local agencies annually. The following policy statements will ensure that the County or Special District is managing grants to its optimum potential. 1. The Board of Supervisors or Board of Directors must formally accept all grant awards prior to any funds being expended. 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. 1005 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments ♦ Indirect costs will always be included (applied for) in the financial section of the grant application. ♦ Indirect costs will be recovered at the maximum allowed by the Grantor or as defined on the Indirect Cost Plan that is approved by the Department of Finance. 8. Departments/Special Districts do not have the authority to negotiate a lower indirect cost reimbursement in order to increase program funding. 9. Departments will expend all grant funds prior to expending any general fund appropriations, or in the case of Special Districts, before expending other Special District revenues in relation to grant programs. IV. GUIDELINES This Policy shall serve as the framework for Departments/Special Districts to follow when applying for grants and negotiating the terms and conditions of the agreements. The Policy is not intended to discourage Departments/Special Districts from seeking grant funding as a means to support various services and programs. Rather, it is intended to provide consistent guidelines for grant administration to ensure optimum financial arrangements for Maricopa County or Special District and to enhance Board of Supervisors or Board of Directors acceptance of grants conforming to this Policy. Specific information and detailed procedures are contained in the Maricopa County Grant Manual, which is located at ebc.maricopa.gov/library/finance. The Maricopa County Grant Manual may be updated by the Department of Finance, as determined necessary, to accommodate the effective administration of this policy. 1. Initial Grant Application a) Departments/Special Districts are not required to obtain Board of Supervisors/Board of Directors approval prior to submitting an application for grant funding provided the grant meets the following requirements: 1. There is no matching requirement of funds; 2. Indirect costs are fully recoverable; and 3. There is no future or ongoing contributions required after the grant period ends. In addition, the Director of the Department or Special District shall certify that the grant being applied for meets the above requirements. 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. 1006 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments c) Grants for the Judicial Branch in Maricopa County will be identified by the Presiding Judge of the Superior Court in an annual presentation to the Board of Supervisors. The presentation will reference the individual grants, and whether any of the provisions of the grants deviate from this Policy. After these grants have been reviewed and accepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance of the grant. Subsequent grants from a new Grantor Agency must be transmitted to the Board of Supervisors for review and acceptance. d) Departments/Special Districts may seek approval for both the Grant Submittal and Grant Award Acceptance at the pre-submission stage, provided that all terms of the grant are in compliance with this policy and the information presented to the Board of Supervisors/Board of Directors is consistent. e) Departments/Special Districts will provide to the Department of Finance a copy of all grant agreements which must specifically include the award amount, grant period dates, availability of indirect costs and the indirect cost percentage (%), distinction between reimbursement or advance funding and a complete description of the grant. The provided information will be used to establish controls on the County financial system and will not be changed or modified (award period, grant award, etc.) without supporting documentation from the Grantor. 2. On-Going Grant Application From year to year, Departments/Special Districts may receive grant funding from the same Grantor for the continuation of a program. In this case, Departments must notify the Board of Supervisors/Board of Directors in an annual or more frequent presentation of their intent to apply for all ongoing grants. Grants for the Judicial Branch in Maricopa County will be identified by the Presiding Judge of the Superior Court in an annual presentation to the Board of Supervisors. The presentation will reference the individual grants, and whether any of the provisions of the grants deviate from this policy. After these grants have been reviewed and accepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance of the grant. Subsequent grants from a new Grantor Agency will be transmitted to the Board of Supervisors for review and acceptance. 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. 1007 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments One-time Grants, which are actually start-up grants for new programs or services, will be so noted in the submittal to the Board of Supervisors/Board of Directors. Program costs, which Departments/Special Districts wish to continue once the grant funding has been depleted, will be identified and reported to the Board of Supervisors /Board of Directors at the time of submittal for consideration. The Department must present analysis and information to the Board of Supervisors/Board of Directors to assist the Board in deciding whether the County or Special District should fund expenses for the project or program from other County or Special District funds following the depletion of the grant funds. 4. Claiming Reimbursement a) Departments/Special District will record and track grant revenues and expenditures utilizing the County financial system. b) Departments/Special District shall submit claims to the Grantor Agency as frequently as permitted under the grant agreement. This will be no less frequent than monthly or when the expenditures reach $100,000, unless otherwise established by the grantor. c) At grant year-end, each Department/Special District shall close out its respective grants. This includes preparing and submitting any required final reports to the Grantor Agency and either returning excess funds or requesting final reimbursement for the grant year. All grant closing documentation will be submitted to the Finance Department to ensure the grants are accurately closed on the financial system within 150 days after the grant end date as represented on the County financial system. All unreimbursed costs must be identified and a plan of action defined to ensure an alternate funding source is identified and the grant is effectively closed within the 150 day timeframe. All unresolved grant balances/deficits after the 150 day timeframe will be reported to the County Manager by the Department of Finance and the Office of Management and Budget by utilizing the Fund Balance Report. 5. Indirect Costs (2 CFR Part 225 (OMB Circular A-87) Charges) 2 CFR Part 225 (Federal Office of Management and Budget Circular A-87) recognizes indirect costs as legitimate grant expenses. As such, it is the intention of Maricopa County or Special District to recover indirect costs at all opportunities. In order to do so, the Department of Finance will prepare the following plans on an annual basis: 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. 1008 Maricopa County Annual Business Strategies FY 2017 Adopted Budget 2. Attachments 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 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. 1009 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 8. Department of Finance Responsibility While each Department/Special District has staff assigned to monitor and report the financial activities of grants, the Department of Finance will provide general and technical oversight and monitoring of all grant funds. At a minimum, the Department of Finance will: a) Review and approve grant agenda items when they comply with County policy and the County Grant Manual. b) Establish a Board approved grant on the County financial system when all supporting documentation is provided. c) Prepare and provide to the Departments/Special Districts a monthly grant report (Fund Balance Report). This report will include inception to date financial activity for each individual grant. This report will be used to ensure the effective management and maintenance of grant activity. d) Monitor that grant expenditures do not exceed grant awards. e) Review individual grant balances, utilizing the Fund Balance Report, on a quarterly basis to identify departments that are not requesting reimbursement from the Grantor Agency on a timely basis. Departments/Special Districts that are not regularly claiming reimbursements will be contacted by the Department of Finance. f) Communicate with the Office of Management and Budget regarding fund balance and/or deficit issues. g) Initiate the preparation of the Indirect Cost Allocation Plan by providing a copy of the current plan, detailed listing of expenditures and other supporting data. Provide support, guidance and direction to Departments/Special Districts to assist them in the preparation of their Indirect Cost Allocation Plan. h) Review Fund Balance Report for closed Grants to determine compliance with fund balance/deficits. i) Review and recommend approval of proposed Grant applications 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. 1010 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 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. 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 Additional financial policies, which do not directly impact the budget process may be found at http://www.maricopa.gov/Finance/policies.aspx 1011 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments Budget Calendar FY 2017 Budget Calendar 10/23/2015 Budget system available to Departments. BFR memo issued with forms and submission requirements. 12/22/2015 OMB Issues Department BFR Memo with Internal Service Charges, Central Service and Variable Benefits Information. 01/06/2016 Board of Supervisors approves Budgeting for Results Guidelines and Priorities. 01/06/2016 Budget Kick-Off for Departments. 01/08/2016 Zero-Based Budgets Due. 01/11/2016 Elected Official and Judicial Branch budget presentations to the Board of Supervisors. 01/13/2016 Elected Official and Judicial Branch budget presentations to the Board of Supervisors. 02/10/2016 Assessed Values and Levy Limits reported by Assessor. Late Jan - Late Feb Departments Submit Budget Requests. 03/15/2016 Departments Submit CIP Budgets. April 6 - May 1 OMB Consolidates Budget Recommendations. 05/16/2016 FY 2017 Recommended Budget Presentation. 05/16/2016 Adoption of FY 2017 Tentative Budget. June 2 and June 9 Publication of Tentative Budget and Truth in Taxation Notice. 06/20/2016 Final Adoption of FY 2017 Budget. 08/15/2016 Adoption of the FY 2017 Property Tax Levy. 1012 Maricopa County Annual Business Strategies FY 2017 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. 1013 Maricopa County Annual Business Strategies FY 2017 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. 1014 Maricopa County Annual Business Strategies FY 2017 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. 1015 Maricopa County Annual Business Strategies FY 2017 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: Established under the authority of proposition 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. This fund accounts for revenue received as a result of these propositions, as well as, other resources with purposes consistent with A.R.S. §42-6109.01. 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. 1016 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 265 Public Health Fees: Accounts for public health programs that are self-supported by Vital Health fees and pharmacy operations. 266 Check Enforcement Program: Accounts for fees that are collected pursuant to A.R.S. §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. 1017 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 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. 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 COP Series 2015: The County Improvement Fund has been established to fund capital projects through the issuance of Certificates of Participation, Series 2015. 441 County Improvement 441 COP Series 2016: The County Improvement 441 Fund has been established to fund capital projects through the issuance of Certificates of Participation, Series 2016. 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 have been pledged for debt service. 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. 1018 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 461 Detention Technology Capital Improvement: Accounts for Information Technology (IT) projects 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 IT projects, transferred, or appropriated by the Board of Supervisors for debt service or other purposes consistent with A.R.S. §42-6109.01. None of the funds have been pledged for debt service. 503 Air Quality Grant: Air Quality Grants was set up to account for all Grant activity administered by the County Air Quality Department 504 Air Quality Fees: Air Quality works to protect the environment and public health through control, preservation, and improvement of the County’s air quality. Permit revenue is the funding source. 505 Environmental Services Grant: Environmental Services Grants was set up to account for all Grant activity administered by the County Environmental Services Department. 506 Environmental Services Environmental Health: Environmental Services – Health Fund was established to account for activities related to the protection of food and water supplies consumed by residents. Funding is provided by fees collected from Health Inspections and the sale of Health Permits. 532 Public Health Grants: Protects, improves and preserves the physical, mental and social wellbeing and the environment of the entire population of Maricopa County, with a special responsibility to serve those most vulnerable. Federal and State grants fund operations. 572 Animal Control License/Shelter: Animal Control reduces the incidences of animal-inflicted injuries and reduces the risk of exposure to rabies through enforcement of dog-licensing laws, leash laws, capture and impoundment of stray dogs, public education, adoption or humane disposal of excess animals. Licenses and fees are the primary funding source. 573 Animal Control Grants: Animal Control Grants was set up to account for all Grant activity administered by Animal Control. 574 Animal Control Field Operation: Animal Control Field Services was set up in FY2002-03 to segregate field services, which are an optional County service, from Animal Control Pound Activities which are required by Arizona State Statute. 581 Solid Waste Grants: Solid Waste Grants accounts for all Grant activity administered to Solid Waste. 601 CMG Medical: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option HMO insurance plan. 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. 1019 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 611 60 Percent STD: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 60% of the employee’s salary. 612 50 Percent STD: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 50% of the employee’s salary. 613 40 Percent STD: This fund collects employee contributions for payment of the employees’ short-term disability benefits for the self-insured short-term disability plan which provides benefits at 40% of the employee’s salary. 614 Behavioral Health: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured behavioral health insurance plan. 615 Wellness: This fund collects employer contributions for payment of the employees’ wellness program expenditures for the self-insured wellness program. 618 Benefit Administration: This fund collects employer contributions for payment of the benefits administration expenditures for the self-insured benefits program. 619 Onsite Pharmacy Clinic: This fund records the sales and costs of all transactions passing through the County Owned Onsite Pharmacy in the County Administration Building. 620 Benefits Eliminations Fund: This fund is used in the consolidation of the Benefits Trust funds to offset transactions between funds in the Trust. 621 Flex Spending Health: This fund collects employee and employer contributions for payment of expenditures for the medical flexible spending benefit program. 622 Flex Spending Dependent Care: This fund collects employee and employer contributions for payment of expenditures for the dependent care flexible spending benefit program. 623 Vision: This fund collects employee and employer contributions for payment of the employees’ vision premiums for individuals also participating in medical benefits for the self-insured vision plan. 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. 1020 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments 654 Equipment Services: This fund provides assistance to other Maricopa County departments to ensure quality service to the citizens of Maricopa County by furnishing and maintaining the necessary County mobile equipment in an efficient manner. 669 Small School Service: Established per A.R.S. §15-365 to account for service programs operated through the County School Superintendent. 673 Reprographics: This fund provides the County’s printing and duplicating services. 675 Risk Management: This fund supports the comprehensive insurance/self-insurance program, which safeguards County assets and employees by means of a Trust Fund. Personnel skilled in loss control, claims and litigation and workers’ compensation work together to avert risk and conserve the human and financial resources of Maricopa County. 681 Telecommunications: This fund provides cost effective voice, data, and radio communications to County employees. 715 School Grant: Accounts for all grant activity administered by the Superintendent of Schools. 741 Taxpayer Information: Consist of monies collected from the public records copy surcharge imposed under A.R.S. §11-496, the tax-lien-processing fee imposed pursuant to A.R.S. §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. 1021 Maricopa County Annual Business Strategies FY 2017 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. 1022 Maricopa County Annual Business Strategies FY 2017 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. 1023 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments Expenditure Object Codes (continued) Object 855 861 865 872 873 880 890 910 915 920 930 940 950 955 956 Description Interest Expense Gain/Loss on Fixed Assets Depreciation Services - Allocation Out Services - Allocation In Transfers Out Loss on Fixed Assets Land Comment Interest charges for negative cash and investment balances. Used to record gain/loss on disposition/sale of fixed assets. Expense charged for the loss of value of an asset as a result of it's use. Used to allocate service charges to another fund/department. Used to allocate service charges from another fund/department. Movement of monies between (outflow) funds within the County. Used to record loss on disposition/sale of fixed assets. Amounts paid for the acquisition of land or any charges necessary to prepare the land for use. Building and Improvements Amounts paid for the acquisition of buildings or changes necessary to prepare the building for use. Does not record amounts paid for normal repair and maintenance. Capital Equipment Amounts paid for the acquisition of non-vehicle related equipment costing more than $5,000. Vehicles and Construction Equipment Amounts paid for the acquisition of any and all types of vehicles costing more than $5,000. Infrastructure Amounts paid for County infrastructure, such as streets, roads, tunnels, drainage systems, water and sewer systems, dams and lighting systems. Debt Service Amounts paid to satisfy County debt financing obligations, including capital leases. A capital lease is a financing that transfers ownership of the property to the County at the end of the lease term, contains a bargain purchase option, covers a lease term that is equal to 75% or more of the leased asset's useful life, or requires lease payments equal to at least 90% of the leased asset's market value. Capital - Allocation Out Capital - Allocation In Used to allocate capital charges to another fund/department. Used to allocate capital charges from another fund/department. 1024 Maricopa County Annual Business Strategies FY 2017 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 1025 Maricopa County Annual Business Strategies FY 2017 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. 1026 Maricopa County Annual Business Strategies FY 2017 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. 1027 Maricopa County Annual Business Strategies FY 2017 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. 1028 Maricopa County Annual Business Strategies FY 2017 Adopted Budget B. C. D. E. F. 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. 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. The governing board of a common school district, a high school district or a unified school district shall not fix, levy or assess a primary property tax rate higher than the current year's rate if the district meets both of the following criteria, as determined by the property tax oversight commission: 1. The total primary property taxes levied for all taxing jurisdictions on at least one-half of the residential property of the district exceed the limitation described in section 15-972, subsection E. 2. The school district primary property tax rate exceeds one hundred fifty per cent of the applicable qualifying tax rate pursuant to section 41-1276. No later than December 31, the property tax oversight commission shall notify those school districts that meet the criteria described in subsection C of this section and the county school superintendents and boards of supervisors of the counties in which the school districts are located. 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. Pursuant to section 15-465.01, subsection E, an accommodation school governing board shall not levy a primary or secondary property tax. The property tax oversight commission shall consider any amount of property tax levied by a county in support of an accommodation school to be part of the county's primary levy for the purposes of determining the county's compliance with subsection B of this section. 1029 1030 Interfund Transfers In Interfund Transfers (Out) 2017 2017 * ** *** E D D D D C B B E E 886,445,533 966,081,371 103,315,791 214,434,796 5,965,440 617,764,292 135,487,023 135,487,023 32,377,031 140,192,040 3,705,813 23,966,201 153,620,378 77,612,256 24,199,230 27,180,672 Debt Service Fund 814,652,779 908,220,474 Special Revenue Fund 375,143,558 1,286,175,568 120,766,318 197,330,692 168,120,251 59,774,434 981,716,509 201,913,538 358,380,657 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 1,062,505,856 1,062,505,856 343,497,979 12,104,659 5,156,400 754,651,137 500,147,476 133,944,163 953,722,801 1,043,775,712 General Fund FUNDS 248,743,798 259,379,551 3,517,901 239,264,093 16,597,557 238,085,403 237,948,999 Internal Service Funds $ $ 2016 2,384,759,630 $ (294,546,246) 2,090,213,384 838,851,451 1,251,361,932 1,251,361,933 $ (214,751,324) (214,751,324) (567,580,088) (567,580,088) (214,751,324) (191,585,710) (190,746,884) Eliminations Funds 2017 2,493,574,444 (304,388,895) 2,189,185,549 899,176,796 1,290,008,752 1,290,008,753 2,493,574,444 3,494,878,045 32,377,031 179,242,091 1,460,408,445 577,759,732 1,309,844,808 2,040,988,041 2,384,759,630 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 Other Financing (Uses) 2017 2017 Other Financing Sources 2017 Total Financial Resources Available Estimated Revenues Other than Property Taxes 2017 2017 Secondary Property Tax Levy 2017 Amounts for Future Debt Retirement Primary Property Tax Levy 2017 Reduction for Amounts Not Available: Fund Balance/Net Position at July 1*** 2017 2017 Actual Expenditures/Expenses** 2016 LESS: Adopted/Adjusted Budgeted Expenditures/Expenses* 2016 Fiscal Year S c h Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2017 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments Auditor General Forms Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2017 2016 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) $ 2017 628,350,369 $ 655,823,089 471,193,529 $ 506,222,142 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes General Fund - Override election Flood Control District Library District $ $ 49,512,136 19,250,761 Total secondary property taxes C. Total property tax levy amounts 58,463,580 20,091,335 $ 68,762,897 $ 78,554,915 $ 539,956,426 $ 584,777,057 $ 457,057,723 8,481,484 465,539,207 $ 491,035,478 9,111,998 500,147,476 $ $ 66,700,010 1,237,732 67,937,742 $ 76,198,268 1,413,988 77,612,256 $ 533,476,949 $ 577,759,732 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes $ B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes $ C. Total property taxes collected ** $ 5. Property tax rates A. County tax rate (1) Primary property tax rate (2) Secondary property tax rate General Fund - Override election (3) Total county tax rate B. Special assessment district tax rates Secondary property tax rates Flood Control District Library District 1.3609 1.4009 1.3609 1.4009 0.1592 0.0556 0.1792 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 2017 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 $506,222,142; for Flood Control District is $58,463,580 and for Library District is $20,091,335. 1031 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2016 2016 2017 SOURCE OF REVENUES GENERAL FUND Taxes TAX PENALTIES & INTEREST $ 11,087,186 $ 11,084,407 $ 7,519,586 13,686,679 14,234,759 13,659,917 STATE SHARED SALES TAX 492,019,045 499,440,776 516,863,039 STATE SHARED VEHICLE LICENSE 138,282,676 144,654,495 149,955,458 2,311,877 1,993,721 2,329,936 6,333 6,215 9,389,697 10,796,567 4,306,822 INTERGOV CHARGES FOR SERVICES 17,888,754 18,608,705 18,632,123 OTHER CHARGES FOR SERVICES 24,559,638 27,103,191 26,101,214 6,988 7,271 6,988 9,802,082 10,478,212 10,372,054 2,800,000 3,087,867 2,400,000 PAYMENTS IN LIEU OF TAXES Licenses and permits LICENSES AND PERMITS Intergovernmental GRANTS OTHER INTERGOVERNMENTAL Charges for services PATIENT SERVICES REVENUE Fines and forfeits FINES & FORFEITS Investments INTEREST EARNINGS Miscellaneous MISCELLANEOUS REVENUE 2,782,614 Total General Fund $ * 724,623,569 3,512,798 $ 745,008,984 2,504,000 $ 754,651,137 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 $ 108,602,126 $ 108,688,747 $ 118,542,556 Total Road Fund $ 108,602,126 $ 108,688,747 $ 118,542,556 $ 2,290,807 $ 2,597,812 $ 2,460,757 Total Health Services Fund $ 2,290,807 $ 2,597,812 $ 2,460,757 $ 554,439,577 $ 502,033,592 $ 496,760,979 TRANSPORTATION OPERATIONS Health Services Fund PATIENT SERVICES REVENUE List Fund: Other Special Revenue GRANTS, MISC. REVENUE, ETC. Total Other Special Revenue $ 554,439,577 $ 502,033,592 $ 496,760,979 Total Special Revenue Funds $ 665,332,510 $ 613,320,151 $ 617,764,292 $ 1,373,504 $ 1,377,636 $ DEBT SERVICE FUNDS NON-DEPARTMENTAL STADIUM DISTRICT 3,701,623 Total Debt Service Funds $ 1032 5,075,127 3,701,647 $ 5,099,120 3,705,813 $ 3,705,813 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2016 2016 2017 SOURCE OF REVENUES CAPITAL PROJECTS FUNDS TRANSPORTATION $ 29,364,618 $ LIBRARY DISTRICT 16,624,649 $ 18,085,534 25,004 STADIUM DISTRICT NON DEPARTMENTAL FLOOD CONTROL DISTRICT 750,200 772,546 750,200 200 1,006,694 200 34,453,000 Total Capital Projects Funds $ 25,751,542 40,938,500 64,568,018 $ 44,180,435 $ 59,774,434 160,167,998 $ 161,138,526 $ 179,462,451 INTERNAL SERVICE FUNDS EMPLOYEE BENEFITS AND HEALTH $ ENTERPRISE TECHNOLOGY 17,069,304 PROCUREMENT SERVICES EQUIPMENT SERVICES RISK MANAGEMENT 17,701,187 845,217 707,214 739,834 16,854,693 16,433,029 16,854,693 20,570,789 Total Internal Service Funds $ 21,636,326 215,508,001 20,830,710 $ 216,810,666 20,570,789 $ 239,264,093 ELIMINATIONS FUNDS ELIMINATIONS $ (190,746,884) $ (191,585,710) $ (214,751,324) Total Eliminations Funds $ (190,746,884) $ (191,585,710) $ (214,751,324) TOTAL ALL FUNDS $ * ** 1,484,360,341 $ 1,432,833,646 $ 1,460,408,445 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. Includes revenues from adopted budget plus any approved adjustments 1033 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2017 OTHER FINANCING 2017 SOURCES FUND GENERAL FUND ASSESSOR EDUCATION SERVICES ELECTIONS ENTERPRISE TECHNOLOGY FACILITIES MANAGEMENT NON DEPARTMENTAL PUBLIC HEALTH SHERIFF $ SPECIAL REVENUE FUNDS AIR QUALITY $ ANIMAL CARE AND CONTROL EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES HUMAN SERVICES FLOOD CONTROL DISTRICT LIBRARY DISTRICT NON DEPARTMENTAL PARKS & RECREATION PLANNING & DEVELOPMENT PUBLIC HEALTH SHERIFF STADIUM DISTRICT TRANSPORTATION Total Special Revenue Funds $ 5,156,400 $ 12,104,659 $ $ $ $ 1,154,241 1,021,199 12,104,659 $ $ 214,404,796 7,730 6,161 1,913,301 1,335,475 10,140 339,872,234 30,000 322,938 343,497,979 8,450 1,140,175 845 17,323 6,602 25,408,677 2,018,941 9,962,412 1,034,475 5,070 30,000 3,790,000 5,965,440 $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARY DISTRICT NON DEPARTMENTAL 168,120,251 STADIUM DISTRICT TRANSPORTATION Total Capital Projects Funds $ 168,120,251 $ $ 214,434,796 $ $ $ $ $ 140,192,040 140,192,040 $ $ $ $ $ $ $ $ $ 25,408,677 2,018,941 119,634,637 4,076,643 46,191,794 197,330,692 $ $ $ $ 3,517,901 3,517,901 $ $ $ Total Eliminations Funds $ $ $ (489,884,033) $ (25,408,677) (2,018,941) (4,076,643) (46,191,794) (567,580,088) $ INTERNAL SERVICE FUNDS RISK MANAGEMENT $ Total Internal Service Funds $ ELIMINATIONS FUNDS ELIMINATIONS COUNTY FLOOD CONTROL DISTRICT LIBRARY DISTRICT STADIUM DISTRICT TRANSPORTATION $ 5,156,400 Total General Fund $ DEBT SERVICE FUNDS NON DEPARTMENTAL $ INTERFUND TRANSFERS 2017 IN TOTAL ALL FUNDS $ 179,242,091 1034 $ - $ - 6,750,000 4,076,643 52,886,178 103,315,791 120,766,318 $ $ 120,766,318 (489,884,033) (25,408,677) (2,018,941) (4,076,643) (46,191,794) (567,580,088) - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2017 ADOPTED BUDGETED EXPENDITURES/ EXPENSES FY 2016 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 PUBLIC ADVOCATE PUBLIC DEFENDER PUBLIC FIDUCIARY PUBLIC HEALTH RECORDER SHERIFF SUPERIOR COURT TREASURER WASTE RESOURCES AND RECYCLING Total General Fund $ * Non Departmental includes general contingency of $ 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 $ 49,255,413 $ 1,220,657 258,954 24,132,164 295,088 961,361 370,718 370,718 370,718 370,718 370,718 1,719,187 1,424,411 35,668,456 3,076,881 55,543,889 3,289,967 85,548,461 2,577,919 1,473,270 2,910,770 13,347,301 250,989 270,537 39,148,184 4,168,995 49,850,747 2,855,401 4,440,245 2,380,912 1,855,357 18,337,008 17,872,534 12,055,425 13,258,636 2,431,156 8,791,501 289,015,578 1,259,802 868,232 2,487,658 9,441,291 40,490,466 3,201,348 11,814,181 2,185,621 114,650,913 87,424,770 5,059,279 3,231,384 1,033,655,889 $ 33,215,825 $ 49,802,659 $ 18,267,649 12,588,895 474,389 7,774,240 63,629,857 13,183,799 5,000 28,168,106 470,278 1,815,266 7,935,127 1,151,484 19,855,027 27,043,973 1035 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED FY 2016 (900,000) $ 500,000 (7,730) (46,647) (76,673) 6,333 17,835 (6,161) 5,378,388 (205,869) 117,095 (24,320) (1,105,000) 127,510 4,846,277 40,038 101,435 (682,724) 2,040,036 10,119,823 $ 6,344,793 $ 75,829 $ (8,450) 230,958 112,753 13,628 2,017,369 1,618,576 1,394,873 503,216 186,954 52,875 1,119,904 ACTUAL EXPENDITURES/ EXPENSES* FY 2016 BUDGETED EXPENDITURES/ EXPENSES FY 2017 48,007,648 $ 1,220,657 758,954 23,704,178 251,350 445,607 341,510 370,551 346,813 362,064 370,597 1,666,364 1,181,080 32,777,662 2,956,341 46,875,576 3,158,551 85,340,944 2,576,602 1,389,706 2,607,891 14,406,256 245,997 261,130 32,472,862 4,168,995 45,840,411 2,604,278 4,203,015 2,378,802 1,833,875 18,160,382 17,232,776 11,683,662 13,098,196 2,257,655 8,609,735 238,255,549 899,840 868,232 2,487,658 9,074,077 40,695,596 3,128,257 11,566,434 2,072,852 112,351,871 87,984,521 5,059,250 3,109,991 953,722,801 $ $ 51,024,130 1,119,037 758,954 24,018,711 295,088 904,383 376,999 376,999 376,999 376,999 376,999 1,719,187 1,458,992 35,192,277 3,242,537 54,487,007 3,522,248 87,639,468 2,648,433 1,473,270 2,976,772 21,269,588 253,651 276,946 32,162,742 4,638,045 46,105,227 2,855,401 4,475,633 2,383,708 1,888,018 18,312,558 17,154,428 12,046,888 13,436,322 2,431,156 10,398,183 319,427,694 1,274,325 868,232 2,438,032 9,297,577 41,570,118 3,857,641 11,848,845 2,322,447 109,360,459 85,692,226 5,907,713 4,186,564 1,062,505,856 39,089,107 48,217,805 $ 15,888,665 15,014,087 1,256,220 7,555,739 63,056,418 14,802,592 1,618,576 26,031,541 316,343 1,810,220 6,975,131 1,120,567 19,496,277 26,120,183 50,944,060 17,647,878 14,893,914 479,139 8,583,746 64,480,524 14,149,082 326,455 27,863,805 406,750 1,810,156 7,891,088 984,584 20,165,433 26,139,595 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2017 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 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 75,651,946 10,917,061 8,178,791 1,764,814 50,759,524 5,490,958 237,950,230 3,008,311 15,844,414 60,727,906 304,341 4,751,611 905,267,683 $ 24,700,000 $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED FY 2016 258,774 8,360,294 ACTUAL EXPENDITURES/ EXPENSES* FY 2016 31,422,273 57,997,626 1,714,417 7,036,059 39,961,566 22,968 147,069 29,447,583 8,406 1,134,411 9,700,951 9,635,728 1,563,166 53,898,696 5,022,556 235,350,683 3,001,741 14,577,293 58,890,612 100,000 2,952,791 $ (282,061) $ 4,838,611 814,652,779 $ $ BUDGETED EXPENDITURES/ EXPENSES FY 2017 32,500,393 57,722,463 1,674,309 7,510,836 41,509,884 35,014 135,739 26,283,450 8,851 51,494,618 11,241,409 8,528,751 1,373,421 50,033,386 4,567,089 240,611,882 2,876,085 17,090,468 69,425,324 304,341 4,751,611 886,445,533 24,417,939 13,898,272 $ 20,497,615 $ 3,701,615 24,199,230 $ 131,781,210 3,705,813 135,487,023 54,934,307 $ 88,877,289 4,224,340 53,877,602 201,913,538 $ 77,446,654 193,417,708 4,058,000 100,221,196 375,143,558 167,257,738 $ 20,147,194 16,561,029 780,445 33,338,997 238,085,403 $ 173,875,451 22,840,873 17,861,193 827,284 33,338,997 248,743,798 (205,447,397) (9,303,927) (214,751,324) 140,049 81,798 8,406 (16,755,243) 744,930 715,210 1,161,328 863,850 (45,090) Total Debt Service Funds $ 9,580,777 $ 3,701,623 13,282,400 $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ NON DEPARTMENTAL STADIUM DISTRICT TRANSPORTATION Total Capital Projects Funds $ 68,000,000 $ 200,867,803 4,003,000 94,370,570 367,241,373 $ INTERNAL SERVICE FUNDS EMPLOYEE BENEFITS AND HEALTH $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES PROCUREMENT SERVICES RISK MANAGEMENT Total Internal Service Funds $ 166,963,791 $ 19,021,458 17,822,193 845,217 33,338,997 237,991,656 $ ELIMINATIONS FUNDS ELIMINATIONS COUNTY $ ELIMINATIONS COUNTY AND DIST Total Eliminations Funds $ (181,990,122) $ (8,756,762) (190,746,884) $ $ $ (182,828,948) $ (8,756,762) (191,585,710) $ TOTAL ALL FUNDS $ 2,366,692,117 $ 18,067,513 $ 2,040,988,041 $ * $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES FY 2016 32,840,393 65,389,861 1,730,987 7,221,433 40,871,232 25,968 182,434 29,489,719 13,898,272 $ $ (9,087,668) 226,952 (8,860,716) $ $ (42,657) (42,657) $ 2,493,574,444 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. 1036 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2017 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 DEPARTMENT/FUND ADULT PROBATION: ADULT PROBATION FEES $ ADULT PROBATION GRANTS DETENTION OPERATIONS GENERAL Department Total $ AIR QUALITY: AIR QUALITY FEES AIR QUALITY GRANTS GENERAL $ Department Total $ ANIMAL CARE AND CONTROL: ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE SHELTER GENERAL Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 ACTUAL EXPENDITURES/ EXPENSES * 2016 12,772,336 3,171,370 33,858,953 49,255,413 99,058,072 $ $ (900,000) (824,171) $ 14,294,128 3,973,521 1,220,657 19,488,306 $ (8,450) $ $ (8,450) $ 3,639,290 $ $ 75,829 $ $ 13,563,611 2,807,783 34,572,666 51,024,130 101,968,190 11,915,144 3,973,521 1,220,657 17,109,322 $ $ 13,519,572 4,128,306 1,119,037 18,766,915 $ 3,951,868 $ 3,585,127 24,937 11,404,023 758,954 15,773,041 $ 10,942,046 758,954 15,652,868 $ 196,000 34,958 500,000 730,958 12,415,900 2,792,182 33,009,723 48,007,648 96,225,453 BUDGETED EXPENDITURES/ EXPENSES 2017 8,949,605 258,954 12,847,849 $ $ Department Total $ 24,132,164 24,132,164 $ $ (7,730) $ (7,730) $ 23,704,178 23,704,178 $ $ 24,018,711 24,018,711 ASSISTANT COUNTY MANAGER 940: GENERAL $ Department Total $ 295,088 295,088 $ $ $ $ 251,350 251,350 $ $ 295,088 295,088 ASSISTANT COUNTY MANAGER 950: DETENTION OPERATIONS $ GENERAL NON DEPARTMENTAL GRANTS Department Total $ 405,930 961,361 68,459 1,435,750 $ $ $ $ $ (46,647) $ $ (46,647) $ 389,768 445,607 866,452 1,701,827 $ $ $ $ 410,680 904,383 68,459 1,383,522 BOARD OF SUPERVISORS DIST 1: GENERAL $ Department Total $ 370,718 370,718 $ $ $ $ 341,510 341,510 $ $ 376,999 376,999 BOARD OF SUPERVISORS DIST 2: GENERAL $ Department Total $ 370,718 370,718 $ $ $ $ 370,551 370,551 $ $ 376,999 376,999 BOARD OF SUPERVISORS DIST 3: GENERAL $ Department Total $ 370,718 370,718 $ $ $ $ 346,813 346,813 $ $ 376,999 376,999 BOARD OF SUPERVISORS DIST 4: GENERAL $ Department Total $ 370,718 370,718 $ $ $ $ 362,064 362,064 $ $ 376,999 376,999 BOARD OF SUPERVISORS DIST 5: GENERAL $ Department Total $ 370,718 370,718 $ $ $ $ 370,597 370,597 $ $ 376,999 376,999 ASSESSOR: GENERAL 1037 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2017 DEPARTMENT/FUND CALL CENTER: GENERAL ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 ACTUAL EXPENDITURES/ EXPENSES * 2016 BUDGETED EXPENDITURES/ EXPENSES 2017 $ Department Total $ 1,719,187 1,719,187 $ $ $ $ 1,666,364 1,666,364 $ $ 1,719,187 1,719,187 $ Department Total $ 1,424,411 1,424,411 $ $ $ $ 1,181,080 1,181,080 $ $ 1,458,992 1,458,992 CLERK OF THE SUPERIOR COURT: CHILD SUPPORT ENHANCEMENT $ CLERK OF COURT FILL THE GAP CLERK OF THE COURT EDMS CLERK OF THE COURT GRANTS COURT DOCUMENT RETRIEVAL GENERAL JUDICIAL ENHANCEMENT VICTIM LOCATION Department Total $ $ 1,915,696 2,448,571 1,484,286 1,149,941 35,668,456 700,746 75,000 43,442,696 $ 36,080 $ Department Total $ 3,076,881 3,076,881 $ $ 6,333 6,333 $ Department Total $ 55,543,889 55,543,889 $ $ CORRECTIONAL HEALTH: DETENTION OPERATIONS $ GENERAL Department Total $ 63,629,857 3,289,967 66,919,824 $ 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 $ 125,048 1,527,206 5,351,226 1,910,940 1,573,727 2,567,536 85,548,461 111,600 16,516 98,732,260 $ COUNTY MANAGER: GENERAL $ NON DEPARTMENTAL GRANTS Department Total $ 2,577,919 5,000 2,582,919 $ DEPUTY COUNTY MANAGER 920: GENERAL $ Department Total $ 1,473,270 1,473,270 $ $ CLERK OF THE BOARD: GENERAL CONSTABLES: GENERAL CONTRACT COUNSEL: GENERAL $ $ $ 2,028,449 2,434,128 1,204,976 1,112,440 32,777,662 700,746 75,000 40,333,401 $ 20,000 1,905,898 2,500,000 1,446,855 1,193,993 35,192,277 1,502,000 15,000 43,776,023 $ $ 2,956,341 2,956,341 $ $ 3,242,537 3,242,537 $ $ 46,875,576 46,875,576 $ $ 54,487,007 54,487,007 $ 63,056,418 3,158,551 66,214,969 $ 64,480,524 3,522,248 68,002,772 119,559 1,495,316 5,868,595 3,314,916 1,499,286 2,395,412 85,340,944 93,000 16,508 100,143,536 $ $ $ 2,576,602 1,618,576 4,195,178 $ 2,648,433 326,455 2,974,888 $ $ 1,389,706 1,389,706 $ $ 1,473,270 1,473,270 112,753 (76,673) $ 13,628 17,835 31,463 $ $ 517,369 1,500,000 $ $ 1038 2,017,369 $ $ 1,618,576 1,618,576 $ $ 125,340 1,494,911 6,490,942 1,879,086 1,502,282 2,472,006 87,639,468 164,759 19,756 101,788,550 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2017 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 DEPARTMENT/FUND EDUCATION SERVICE: DETENTION OPERATIONS $ EDUCATIONAL SUPPLEMENTAL PROG GENERAL SCHOOL COMMUNICATION SCHOOL GRANTS SCHOOL TRANSPORTATION SMALL SCHOOL SERVICE Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 $ 1,128,875 2,910,770 869,575 25,401,884 600,000 167,772 31,078,876 838,219 ACTUAL EXPENDITURES/ EXPENSES * 2016 $ (6,161) 25,157 531,497 $ 1,388,712 $ $ $ 503,216 5,378,388 5,881,604 $ Department Total $ 470,278 13,347,301 13,817,579 EMERGENCY MANAGEMENT: EMERGENCY MANAGEMENT $ GENERAL PALO VERDE Department Total $ 1,054,427 250,989 760,839 2,066,255 $ 186,954 $ $ 186,954 $ 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 2,207,008 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 2,269,651 270,537 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 2,181,248 175,169,455 $ ELECTIONS: ELECTIONS GRANTS GENERAL $ ENTERPRISE TECHNOLOGY: DETENTION OPERATIONS $ GENERAL TECHNOLOGY INFRASTRUCTURE Department Total $ 1,151,484 39,148,184 19,021,458 59,321,126 $ $ $ $ $ (205,869) $ 1039 (205,869) $ BUDGETED EXPENDITURES/ EXPENSES 2017 158,269 866,988 2,607,891 687,383 23,556,888 599,357 162,656 28,639,432 $ 316,343 14,406,256 14,722,599 $ 1,133,880 245,997 676,340 2,056,217 $ $ $ $ 86,693 $ 373,241 2,041,753 1,371,710 2,829,399 (1,192,495) 21,066,848 410,045 420,448 4,928,383 633,286 229,129 1,044,177 2,330,962 261,130 26,057,082 48,740,024 41,404,222 2,083,944 6,975,131 4,585,615 3,937,309 1,483,367 731,195 1,661,401 174,493,999 $ 1,120,567 32,472,862 20,147,194 53,740,623 $ $ 679,906 876,785 2,976,772 1,103,065 24,494,498 600,000 109,551 30,840,577 406,750 21,269,588 21,676,338 1,018,170 253,651 791,986 2,063,807 203,520 530,448 2,107,539 1,536,123 3,205,916 (1,157,990) 22,131,797 415,704 420,354 5,176,907 632,580 224,239 1,009,392 2,362,430 276,946 26,684,781 52,886,919 40,883,745 2,079,812 7,891,088 4,285,030 3,949,284 1,713,648 731,400 1,861,873 182,043,485 984,584 32,162,742 22,840,873 55,988,199 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2017 DEPARTMENT/FUND ENVIRONMENTAL SERVICES: ENVIRONMTL SVCS ENV HEALTH $ GENERAL ENVIRONMENTAL SERVICES GRANTS Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 19,855,027 4,168,995 $ 24,024,022 $ EQUIPMENT SERVICES: EQUIPMENT SERVICES $ Department Total $ 17,822,193 17,822,193 $ $ FACILITIES MANAGEMENT: DETENTION OPERATIONS $ GENERAL Department Total $ 27,043,973 49,850,747 76,894,720 $ $ Department Total $ 2,855,401 2,855,401 FLOOD CONTROL DISTRICT: FLOOD CONTROL $ FLOOD CONTROL CAPITAL PROJECTS FLOOD CONTROL GRANTS Department Total $ ACTUAL EXPENDITURES/ EXPENSES * 2016 $ $ 19,426,079 4,168,995 70,198 23,665,272 $ 20,098,235 4,638,045 67,198 24,803,478 (42,657) $ (42,657) $ 16,561,029 16,561,029 $ $ 17,861,193 17,861,193 $ $ 26,120,183 45,840,411 71,960,594 $ 26,139,595 46,105,227 72,244,822 $ $ $ $ 2,604,278 2,604,278 $ $ 2,855,401 2,855,401 32,495,393 68,000,000 345,000 100,840,393 $ $ $ $ 258,774 258,774 $ 30,818,499 54,934,307 603,774 86,356,580 $ 32,495,393 77,446,654 5,000 109,947,047 $ Department Total $ 4,440,245 4,440,245 $ $ (24,320) $ (24,320) $ 4,203,015 4,203,015 $ $ 4,475,633 4,475,633 HUMAN SERVICES: CDBG HOUSING TRUST $ GENERAL HUMAN SERVICES GRANTS Department Total $ 20,143,632 2,380,912 45,246,229 67,770,773 $ $ $ $ 6,427,403 2,378,802 51,570,223 60,376,428 $ 6,231,776 2,383,708 51,490,687 60,106,171 INTEGRATED CRIM JUSTICE INFO: DETENTION OPERATIONS $ Department Total $ 1,730,987 1,730,987 $ $ $ $ 1,714,417 1,714,417 $ $ 1,674,309 1,674,309 1,855,357 1,855,357 $ $ $ $ 1,833,875 1,833,875 $ $ 1,888,018 1,888,018 18,337,008 $ $ 18,160,382 $ $ 6,461,520 574,539 25,196,441 $ 18,312,558 9,000 6,764,653 737,183 25,823,394 FINANCE: GENERAL HUMAN RESOURCES: GENERAL INTERNAL AUDIT: GENERAL $ Department Total $ JUSTICE COURTS: GENERAL $ JUST COURTS PHOTO ENFORCEMENT JUSTICE COURTS SPECIAL REVENUE JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 6,484,250 737,183 25,558,441 $ $ $ 1040 (17,323) $ BUDGETED EXPENDITURES/ EXPENSES 2017 70,198 52,875 1,119,904 117,095 1,236,999 8,360,294 8,360,294 $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2017 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 ACTUAL EXPENDITURES/ EXPENSES * 2016 JUVENILE PROBATION: DETENTION OPERATIONS $ GENERAL JUVENILE PROBATION DIVERSION JUVENILE PROBATION GRANTS JUVENILE PROBATION SPECIAL FEE JUVENILE RESTITUTION Department Total $ 33,607,736 17,872,534 390,010 3,811,356 3,058,130 4,000 58,743,766 $ $ (964,951) $ LEGAL ADVOCATE: GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 12,055,425 25,968 12,081,393 $ $ $ $ LEGAL DEFENDER: $ GENERAL LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 13,258,636 66,362 116,072 13,441,070 $ $ $ $ LIBRARY DISTRICT: LIBRARY DIST CAP IMPROVEMENT $ LIBRARY DISTRICT LIBRARY DISTRICT GRANTS LIBRARY INTERGOVERNMENTAL Department Total $ MANAGEMENT AND BUDGET: GENERAL $ Department Total $ MEDICAL EXAMINER: $ GENERAL MEDICAL EXAMINER GRANTS Department Total $ NON DEPARTMENTAL: COUNTY IMPROVEMENT DEBT $ CAPITAL LEASE DEBT SERVICE COUNTY IMPROVEMENT DETENTION CAPITAL PROJECTS DETENTION OPERATIONS DETENTION TECH CAP IMPROVEMENT GENERAL GENERAL FUND CTY IMPROV COUNTY IMPROVEMENT 441 INTERGOVERNMENTAL CAP PROJ INTERGOVERNMENTAL TECH PROJECT NON DEPARTMENTAL GRANTS TECHNOLOGY CAP IMPROVEMENT WASTE MANAGEMENT Department Total $ $ (1,105,000) 140,049 $ 24,910,145 4,579,574 29,489,719 $ 2,431,156 2,431,156 $ $ 8,791,501 $ 8,791,501 $ 7,409,480 2,171,297 160,985,109 12,497,806 37,906,954 4,837,346 289,015,578 8,848,242 $ $ 1041 $ 11,683,662 22,968 11,706,630 $ 13,098,196 66,362 80,707 13,245,265 $ $ $ $ 34,219,259 17,154,428 388,597 3,811,356 3,080,665 10,007 58,664,312 12,046,888 35,014 12,081,902 13,436,322 66,362 69,377 13,572,061 $ $ 24,812,397 55,612 4,579,574 29,447,583 $ 21,632,723 7,000 4,643,727 26,283,450 $ $ 2,257,655 2,257,655 $ $ 2,431,156 2,431,156 $ $ $ 8,609,735 8,406 8,618,141 10,398,183 8,851 10,407,034 8,721,984 $ 5,176,288 (19,129,271) 263 (9,396,825) 490,363 4,846,277 312,386 16,131,463 4,366,152 71,535,672 4,550,000 1,092,000 1,704,154 238,255,549 6,037,442 $ 81,798 127,510 8,406 135,916 127,500 37,091,664 13,571,800 653,328 575,116,104 33,157,112 17,232,776 380,934 3,339,797 3,080,676 3,047 57,194,342 $ 26,186 55,612 BUDGETED EXPENDITURES/ EXPENSES 2017 382,006 (7,359,273) 8,856,585 855 (7,098,362) $ $ 6,000 119,968,480 11,812,730 97,388,194 31,000,000 34,784,881 1,050,061 319,427,694 19,307,847 17,600,000 123,300 5,044,021 42,411 348,764,864 16,020,975 26,948,306 688,762 696,121,230 $ Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2017 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 ACTUAL EXPENDITURES/ EXPENSES * 2016 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 $ 1,259,802 3,833,436 13,990 324,237 5,977,245 362,544 405,609 12,176,863 $ 40,038 $ $ 40,038 $ PLANNING AND DEVELOPMENT: GENERAL $ PLANNING AND DEVELOPMENT FEES Department Total $ 868,232 8,178,791 9,047,023 $ PROCUREMENT SERVICES: GENERAL $ REPROGRAPHICS Department Total $ 2,487,658 845,217 3,332,875 $ $ $ $ Department Total $ 9,441,291 9,441,291 PUBLIC DEFENDER: GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ BUDGETED EXPENDITURES/ EXPENSES 2017 899,840 3,347,735 13,990 111,688 5,567,917 342,773 316,848 10,600,791 $ 868,232 9,635,728 10,503,960 $ $ $ 2,487,658 780,445 3,268,103 $ 2,438,032 827,284 3,265,316 $ $ $ $ 9,074,077 9,074,077 $ $ 9,297,577 9,297,577 40,490,466 1,011,395 237,289 516,130 42,255,280 $ $ $ $ $ 40,695,596 941,490 222,141 399,535 42,258,762 $ 41,570,118 813,470 222,141 337,810 42,943,539 $ Department Total $ 3,201,348 3,201,348 $ $ $ $ 3,128,257 3,128,257 $ $ 3,857,641 3,857,641 PUBLIC HEALTH: GENERAL $ PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total $ 11,814,181 6,638,299 44,121,225 62,573,705 $ $ 11,566,434 6,331,555 47,567,141 65,465,130 $ 11,848,845 7,148,891 42,884,495 61,882,231 RECORDER: GENERAL $ RECORDERS SURCHARGE Department Total $ 2,185,621 5,490,958 7,676,579 $ $ $ 33,338,997 33,338,997 $ $ PUBLIC ADVOCATE: GENERAL PUBLIC FIDUCIARY: GENERAL RISK MANAGEMENT: RISK MANAGEMENT $ Department Total $ $ $ 744,930 744,930 101,435 101,435 $ 715,210 $ 1042 715,210 $ $ $ $ 1,274,325 3,520,026 34,696 493,570 6,392,966 396,182 403,969 12,515,734 868,232 8,528,751 9,396,983 $ $ 2,072,852 5,022,556 7,095,408 $ 2,322,447 4,567,089 6,889,536 $ $ 33,338,997 33,338,997 $ $ 33,338,997 33,338,997 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2017 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 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 $ 214,140,230 114,650,913 600,873 11,250,326 52,000 26,774 7,184,985 2,718,942 1,750,000 226,100 352,601,143 $ STADIUM DISTRICT: BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONG TERM PROJECT RESERVE STADIUM DISTRICT DEBT SERVICE Department Total $ 1,711,052 1,297,259 4,003,000 3,701,623 10,712,934 $ 115,007 1,578,566 180,600 713,621 87,424,770 505,901 1,165,971 530,756 108,000 $ ACTUAL EXPENDITURES/ EXPENSES * 2016 $ (682,724) 750,000 411,328 $ 478,604 $ $ 226,952 $ 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 BUILDING REPAIR SUPERIOR COURT FILL THE GAP SUPERIOR COURT GRANTS SUPERIOR COURT SPECIAL REVENUE Department Total $ 2,218,728 3,432,507 5,294,757 103,269,184 TRANSPORTATION: TRANSPORTATION CAPITAL PROJECT $ TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS Department Total $ 94,370,570 250,939 60,476,967 155,098,476 $ TREASURER: GENERAL $ TAXPAYER INFORMATION Department Total $ WASTE RESOURCES AND RECYCLING: GENERAL $ WASTE TIRE Department Total $ 226,952 $ $ 211,400,781 112,351,871 600,873 11,565,623 10,777 61,680 7,465,907 2,268,942 1,750,000 226,100 347,702,554 1,704,571 1,297,170 4,224,340 3,701,615 10,927,696 BUDGETED EXPENDITURES/ EXPENSES 2017 $ $ $ $ $ $ 10,007 1,578,566 180,600 713,621 87,984,521 447,192 592,851 530,756 108,000 412,619 2,202,900 2,519,542 5,280,639 102,561,814 53,877,602 346,828 58,543,784 112,768,214 $ $ $ 95,889 (140,979) (45,090) $ 5,059,279 304,341 5,363,620 $ $ 5,059,250 $ $ $ 5,059,250 $ 3,231,384 4,751,611 7,982,995 $ $ 3,109,991 4,838,611 7,948,602 $ 2,040,036 412,619 (15,828) 467,059 $ $ 1043 2,903,886 100,000 100,000 $ $ $ $ 218,619,446 109,360,459 476,570 9,596,352 352,000 33,969 7,624,572 1,932,444 1,750,000 226,529 349,972,341 1,578,826 1,297,259 4,058,000 3,705,813 10,639,898 1,583,362 200,600 677,500 85,692,226 499,000 1,165,971 442,000 108,000 1,650,474 2,202,900 3,432,507 5,128,154 102,782,694 100,221,196 320,000 69,105,324 169,646,520 5,907,713 304,341 6,212,054 4,186,564 4,751,611 8,938,175 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2017 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 BUDGETED EXPENDITURES/ EXPENSES 2017 ACTUAL EXPENDITURES/ EXPENSES * 2016 ELIMINATIONS COUNTY: ELIMINATIONS $ Department Total $ (181,990,122) $ (181,990,122) $ $ $ (182,828,948) $ (182,828,948) $ (205,447,397) (205,447,397) ELIMINATIONS COUNTY AND DIST: ELIMINATIONS $ Department Total $ (8,756,762) $ (8,756,762) $ $ $ (8,756,762) $ (8,756,762) $ (9,303,927) (9,303,927) Total all Departments $ 2,366,692,117 $ 18,067,513 $ 2,040,988,041 $ 2,493,574,444 *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. 1044 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Attachments Maricopa County , Flood Control District, Library District, Stadium District Full-Time Employees and Personnel Compensation Fiscal Year 2017 FUND Full-Time Equivalent (FTE) Employee Salaries and Hourly Costs FY 2017 FY 2017 Retirement Costs Healthcare Costs Other Benefit Costs FY 2017 FY 2017 FY 2017 Total Estimated Personnel Compensation FY 2017 7,918.69 380,015,813 64,489,051 70,189,553 35,240,146 549,934,564 7,553.13 376,729,674 64,489,051 70,189,553 34,557,525 545,965,804 365.57 3,286,139 682,621 3,968,760 201 - ADULT PROBATION FEES 1.50 8,598,039 970,939 1,815,883 726,314 12,111,174 204 - JUSTICE CT JUDICIAL ENHANCEMNT 3.00 217,179 20,486 33,244 22,051 292,959 25.00 796,479 88,995 245,579 62,939 1,193,993 207 - PALO VERDE 6.00 337,037 38,417 68,474 25,845 469,772 208 - JUDICIAL ENHANCEMENT 8.00 579,043 52,470 86,718 58,405 776,635 209 - PUBLIC DEFENDER TRAINING 3.00 139,793 16,048 34,200 10,720 200,761 211 - ADULT PROBATION GRANTS 24.00 1,228,626 137,097 261,930 158,808 1,786,461 215 - EMERGENCY MANAGEMENT 8.00 547,251 62,297 103,821 42,601 755,969 1,027,267 115,748 217,028 86,811 1,446,855 GENERAL FUND Regular Staff Temporary Staff - - SPECIAL REVENUE FUNDS Regular Staff 205 - COURT DOCUMENT RETRIEVAL 216 - CLERK OF THE COURT GRANTS 6.00 401,430 41,370 66,343 36,480 545,622 218 - CLERK OF COURT FILL THE GAP 47.00 1,226,900 133,850 404,471 97,971 1,863,192 219 - COUNTY ATTORNEY GRANTS 54.00 2,547,750 273,258 465,121 258,387 3,544,516 220 - DIVERSION 28.00 1,589,232 182,441 319,200 200,501 2,291,374 221 - COUNTY ATTORNEY FILL THE GAP 24.00 970,604 111,425 273,600 99,257 1,454,886 523.50 16,859,401 2,163,651 5,407,490 1,726,696 26,157,238 217 - CDBG HOUSING TRUST 222 - HUMAN SERVICES GRANTS 225 - SPUR CROSS RANCH CONSERVATION 226 - PLANNING AND DEVELOPMENT FEES 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE 232 - TRANSPORTATION OPERATIONS 2.00 157,586 17,911 40,616 14,229 230,342 100.00 4,271,427 510,398 810,714 372,831 5,965,371 38.00 2,380,553 435,682 459,981 182,406 3,458,621 - 2,187,272 246,453 462,100 184,840 3,080,665 421.00 20,153,226 2,259,948 4,236,540 1,895,693 28,545,406 233 - PUBLIC DEFENDER GRANTS 2.00 162,190 18,641 22,273 14,028 217,133 236 - RECORDERS SURCHARGE 27.00 1,894,029 215,350 303,293 154,744 2,567,416 238 - SUPERIOR COURT GRANTS 25.00 1,614,110 192,086 407,333 142,438 2,355,967 21,700 2,445 4,585 1,935 30,665 29.00 1,164,179 124,146 293,220 98,883 1,680,429 239 - 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 50.75 2,026,645 236,726 514,042 196,731 2,974,144 117.73 5,592,397 650,090 1,331,760 496,631 8,070,879 - 4,018,376 452,775 848,953 339,581 5,659,685 47.00 1,696,753 207,543 527,147 138,299 2,569,742 1.00 36,751 4,435 8,094 2,976 52,257 9,173 1,034 1,938 775 12,920 - 251 - SHERIFF GRANTS 27.00 2,091,138 391,816 225,384 639,986 3,348,324 252 - INMATE SERVICES 133.00 3,595,798 478,272 1,018,509 322,334 5,414,913 5.00 298,199 32,179 49,322 21,833 401,533 3,712.35 210,889,941 30,098,932 44,258,764 19,819,659 305,067,296 253 - BALLPARK OPERATIONS 255 - DETENTION OPERATIONS 256 - PROBATE FEES - 278,306 31,358 58,797 23,519 391,980 257 - CONCILIATION COURT FEES - 974,092 109,757 205,794 82,318 1,371,960 258 - SHERIFF TOWING AND IMPOUND 259 - SUPERIOR COURT SPECIAL REVENUE 2.00 - 85,418 30,065 22,800 8,930 147,213 3,148,140 354,720 665,100 266,040 4,434,000 261 - LAW LIBRARY 3.00 101,534 11,654 21,889 7,768 142,845 262 - PUBLIC DEFENDER FILL THE GAP 9.00 552,016 63,368 100,225 42,629 758,238 47,117 5,309 9,954 3,982 66,362 263 - LEGAL DEFENDER FILL THE GAP - 264 - SUPERIOR COURT FILL THE GAP 32.00 1,372,182 217,434 350,324 78,577 2,018,517 265 - PUBLIC HEALTH FEES 63.00 2,722,074 306,083 727,103 229,651 3,984,911 2.00 77,467 8,894 22,800 7,846 117,007 267 - CRIM JUSTICE ENHANCEMENT 19.00 1,022,433 115,486 213,115 148,609 1,499,643 271 - EXPEDITED CHILD SUPPORT - 424,978 47,885 89,784 35,914 598,560 273 - VICTIM LOCATION - 10,650 1,200 2,250 900 15,000 48.00 1,429,637 160,352 406,855 112,282 2,109,126 4.00 266 - CHECK ENFORCEMENT PROGRAM 274 - CLERK OF THE COURT EDMS 266,660 54,311 44,702 21,759 387,432 276 - SPOUSAL MAINT ENF ENHANCEMENT - 76,680 8,640 16,200 6,480 108,000 282 - DOM REL MEDIATION EDUCATION - 142,426 16,048 30,090 12,036 200,600 2.00 121,278 13,784 36,525 9,799 181,385 14.00 2,040,016 192,981 376,317 151,671 2,760,985 130.15 5,346,421 604,142 1,103,728 424,292 7,478,583 275 - JUVENILE PROBATION DIVERSION 290 - WASTE TIRE 503 - AIR QUALITY GRANTS 504 - AIR QUALITY FEES 505 - ENVIRONMENTAL SERVICES GRANTS - - 29,122 - 15,681 44,803 506 - ENVIRONMTL SVCS ENV HEALTH 235.00 10,949,259 1,267,024 2,479,367 900,449 15,596,099 532 - PUBLIC HEALTH GRANTS 427.05 20,842,176 2,467,615 4,525,265 1,669,367 29,504,423 1045 Maricopa County Annual Business Strategies FY 2017 Adopted Budget FUND Full-Time Equivalent (FTE) Employee Salaries and Hourly Costs FY 2017 FY 2017 Attachments Retirement Costs Healthcare Costs Other Benefit Costs FY 2017 FY 2017 FY 2017 Total Estimated Personnel Compensation FY 2017 572 - ANIMAL CONTROL LICENSE SHELTER 126.00 4,245,155 468,543 1,186,945 389,993 6,290,636 574 - ANIMAL CONTROL FIELD OPERATION 48.00 1,623,930 167,477 450,468 127,539 2,369,414 1.00 65,918 7,567 11,400 5,045 89,930 51.50 4,036,726 463,644 635,775 309,759 5,445,904 782 - SCHOOL COMMUNICATION 9.00 490,778 56,527 82,061 37,162 666,528 795 - EDUCATIONAL SUPPLEMENTAL PROG 8.00 583,586 66,882 93,382 44,719 788,568 185.50 11,295,066 1,396,861 2,327,621 961,250 15,980,799 10.00 240,383 - - 25,554 265,937 208 - JUDICIAL ENHANCEMENT 8.00 212,976 - - 16,292 229,268 211 - ADULT PROBATION GRANTS 5.50 224,913 - - 17,207 242,120 218 - 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 28,660 222 - HUMAN SERVICES GRANTS 1.00 25,056 - - 1,918 26,974 232 - TRANSPORTATION OPERATIONS 6.00 215,967 - - 16,515 232,482 238 - SUPERIOR COURT GRANTS 1.00 102,987 - - 3,194 106,181 239 - PARKS SOUVENIR 1.77 43,575 - - 3,324 46,899 240 - LAKE PLEASANT RECREATION SVCS 1.74 42,009 - - 3,216 45,225 241 - PARKS ENHANCEMENT FUND 11.16 137,837 - - 10,552 148,389 244 - LIBRARY DISTRICT 29.87 616,688 - - 50,746 667,434 246 - LIBRARY INTERGOVERNMENTAL 25.37 480,314 - - 39,598 519,912 253 - BALLPARK OPERATIONS 0.60 9,772 - - 747 10,519 255 - DETENTION OPERATIONS 8.00 349,858 - - 25,274 375,132 265 - PUBLIC HEALTH FEES 1.00 96,479 - - 2,313 98,792 503 - AIR QUALITY GRANTS 0.50 14,156 - - 1,080 15,236 504 - AIR QUALITY FEES 3.50 97,025 - - 7,428 104,453 669 - SMALL SCHOOL SERVICE 715 - SCHOOL GRANTS 991 - FLOOD CONTROL - Temporary Staff 204 - JUSTICE CT JUDICIAL ENHANCEMNT - 18.80 884,565 - - 67,666 952,231 572 - ANIMAL CONTROL LICENSE SHELTER 1.00 31,423 - - 2,404 33,827 715 - SCHOOL GRANTS 0.75 14,654 - - 1,935 16,589 991 - FLOOD CONTROL 2.50 43,056 - - 4,787 47,843 7,058.08 379,678,699 35,097,408 546,401,375 532 - PUBLIC HEALTH GRANTS Total Special Revenue Funds 49,700,967 81,924,301 DEBT SERVICE FUNDS Total Debt Service Funds - - - - - - CAPITAL PROJECTS FUNDS 234 - TRANSPORTATION CAPITAL PROJECT - 1,902,939 214,416 402,029 160,812 2,680,196 440 - COUNTY IMPROVEMENT - 1,393,308 156,992 294,361 117,744 1,962,405 445 - GENERAL FUND CTY IMPROV - 97,624 11,000 20,625 8,250 137,499 461 - DETENTION TECH CAP IMPROVEMENT - 185,986 20,956 39,293 15,717 261,952 990 - FLOOD CONTROL CAPITAL PROJECTS - 1,276,580 143,840 269,700 107,880 1,798,000 Total Capital Projects Funds - 4,856,437 547,204 1,026,008 410,403 6,840,052 INTERNAL SERVICE FUNDS Regular Staff 6.00 340,652 39,141 64,993 26,618 471,403 618 - BENEFIT ADMINISTRATION 16.00 991,839 113,648 193,823 78,332 1,377,642 654 - EQUIPMENT SERVICES 54.00 2,731,415 293,787 628,175 214,955 3,868,331 9.40 380,885 42,822 106,139 28,949 558,795 675 - RISK MANAGEMENT 31.75 2,093,398 239,895 369,307 158,093 2,860,693 681 - TECHNOLOGY INFRASTRUCTURE 55.00 4,416,235 490,217 751,687 340,440 5,998,580 618 - BENEFIT ADMINISTRATION 4.00 20,800 - - 1,591 22,391 654 - EQUIPMENT SERVICES 1.00 34,452 - - 2,634 37,086 681 - TECHNOLOGY INFRASTRUCTURE 0.49 18,931 - - 1,451 20,382 177.64 11,028,606 853,063 15,215,303 615 - WELLNESS 673 - REPROGRAPHICS Temporary Staff Total Internal Service Funds 1,219,509 2,114,125 ENTERPRISE FUNDS Total Enterprise Funds TOTAL ALL FUNDS Regular Staff Temporary Staff - - - - - - 15,154.41 775,579,555 115,956,731 155,253,987 71,601,020 1,118,391,294 14,643.30 768,269,246 115,956,731 155,253,987 70,605,901 1,110,085,866 511.11 7,310,309 995,119 8,305,428 - Salaries/Hourly includes OT and are net of budgeted vacancy savings Retirement Costs Include ASRS LTC Regular FTE count is exclusive of positions that expire before the end of FY 2017 Retirement 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 1046 - Maricopa County Annual Business Strategies FY 2017 Adopted Budget Glossary Glossary Activity: A set of services with a common purpose that produces Outputs and Results for customers. Accrual: Expense or revenue record for anticipated cash expenditure or receipt in a future reporting period. 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. Appropriation: The dollar amount set by the Board pursuant to statute that authorizes expending funds or incurring obligations for a specific purpose. Arbitrage: 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. 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. Bond: A fixed obligation to pay that is issued by a government entity to investors. Bonds are used to raise cash for operational or infrastructure projects. Budget: A set of interlinked plans that quantitatively describe an entity’s projected future operations. 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). 1047 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Glossary 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. 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. Depreciation: The systematic reduction in the recorded cost of a fixed asset. The net effect of depreciation is the gradual decline in the reported carrying amount of fixed assets on the balance sheet. 1048 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Glossary Discretionary Internal Service Charge: A charge for a service above the base service level that can be controlled at the discretion of the requesting department, such as fuel use, motor pool, reprographic services, long distance, cellular phones, pagers, and telecom work orders. Econometrics: A forecasting method that captures the behavioral relationships of many variables (called explanatory variables) on the variable being forecast. The method applies regression analysis to historical data to determine the marginal impact of the explanatory variable. Typically, the explanatory variables are related to the demography and/or economy of the community. Efficiency Measure: A performance measure that measures the average activity expenditure per output or result expressed in dollars. Examples include cost per participant served (output efficiency) or cost per building inspection completed within seventy-two hours (result efficiency). Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For example, interdepartmental charges are made to various County departments from the Reprographics (print shop) fund. Departments pay the print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. 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. 1049 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Glossary 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 Fund: The funds used to account for most typical governmental functions. The acquisition, use, and balances of the governmental entity’s expendable financial resources and the related current liabilities are accounted for through the five types of governmental funds: General, Special Revenue, Debt Service, Capital Projects and Permanent Funds. Governmental Accounting Standards Board (GASB): An independent not-for-profit organization formed in 1984 that is responsible for issuing accounting standards for state and local governments. Indirect Cost: A cost that is necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. The central service cost allocation is an example of the allocation of indirect costs. Input: A volume of resources used to provide an activity. Inputs are typically stated in terms of dollars or hours, but are sometimes stated in terms of people or material resources. Internal 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. 1050 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Glossary 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. 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. 1051 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Glossary 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. 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. 1052 Maricopa County Annual Business Strategies FY 2017 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: Cradle 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 LARC: Local Alcoholism Reception Center 1053 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Acronyms 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 1054 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2017 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, Kimberly Bonham, Kirstin Chernin, Lauren Cochran, Cristi Cost, Carmine Davis, Ida Flaherty, Angie Flick, Ron Forster, Cindy Goelz, Bridgette Hernandez, Brian Hushek, Christine Jasinski, Alice Kirk, Jack Patton, Scott Rothe, Kimberly Tolbert, 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, Mark Heeg, Lorilea Hudgins, and Khalif Sulub. Furthermore, special thanks goes out to Cristi Cost with the Office of Management and Budget, the Flood Control, Library, and Stadium Districts staff for their photo contributions for the County and District book covers. 1055 Maricopa County Annual Business Strategies FY 2017 Adopted Budget Acknowledgements 1056