Maricopa County FY 2006-07 Annual Business Strategies Credits Board of Supervisors Max W. Wilson, District 4 Fulton Brock, District 1 Don Stapley, Chairman, District 2 Andrew Kunasek, District 3 Mary Rose Garrido Wilcox, District 5 County Manager David R. Smith Deputy County Manager Sandra L. Wilson Deputy Budget Directors Christopher M. Bradley Brian G. Hushek Lee Ann Bohn Office of Management and Budget 301 W Jefferson St, Ste 1070 Phoenix AZ 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 community. Strategic Priorities • Ensure safe communities and a streamlined, integrated justice system. • Promote and protect the public health of the community. • Provide regional leadership in critical public policy areas. • Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. • Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. • Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. • Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. Approved by the Maricopa County Board of Supervisors – June 6, 2005 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Table of Contents Table of Contents Credits Table of Contents i County History and Statistics County Profile County Organizational Chart Judicial Branch Organizational Chart Demographics Economy and Industries Principal Employers Demographic & Economic Statistics Principal Property Tax Payers Recreation County Seal and Flag 1 2 3 4 5 6 7 8 9 9 Budget at a Glance Introduction Policy Document The Budget as a Financial Plan Operations Guide Communications Glossary The County and Community it Serves The FY 2006-07 Annual Business Strategies Document 11 11 14 22 26 27 28 28 County Manager’s Transmittal Letter Expenditure Uses Econometric and Demographic Trends Property Taxes Managing For Results Detention Operations Law Enforcement and Justice Issues Public Health Environmental Issues Mandated Health Care Capital Improvement Program Employee Issues and Concerns Conclusions 29 30 30 30 31 32 33 34 34 35 36 37 Strategic Direction Managing for Results Philosophy and Cycle Planning for Results Measuring Results Budgeting for Results 39 41 41 42 i Maricopa County, Arizona FY 2006-07 Annual Business Strategies Table of Contents Strategic Direction (Continued) Delivering Results Analyzing and Reporting Results Evaluating and Improving Results County Strategic Plan Maricopa County’s Mission Statement Maricopa County’s Vision Statement County Strategic Priorities Safe Communities Public Health Regional Leadership Sustainable Development Fiscal Strength Quality Workforce Citizen Satisfaction 42 42 42 43 43 43 43 44 50 54 61 65 68 72 Budget Policies and Process Budgeting for Results Priorities and Guidelines Summary of Significant Accounting Policies Basis of Presentation Basis of Accounting Basis of Budgeting and Budgetary Control Budget Process Policies and Their Budgetary Impact County Judicial Branch Indigent Representation General Obligation – Debt Service Fund (312) Economic Development, Non-profits, and Agricultural Extension 79 85 85 87 87 88 95 100 100 101 101 County and Special Districts Overview Consolidated Revenues and Expenditures by Category Comparative Property Tax Data 103 106 Budget Summary Schedules Consolidated Revenues and Expenditures by Category Sources of Funds Chart Uses of Funds Chart Reconciliation of Expenditures Consolidated Revenues by Fund Type Consolidated Revenues by Department Revenue Sources and Variance Commentary Comparative Property Tax Data Property Tax Levy Limit and Truth-In-Taxation Comparisons Beginning Fund Balance and Variance Commentary Expenditure Limitation Consolidated Expenditures by Fund Type and Department ii 107 110 110 111 116 120 121 139 140 141 145 146 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Table of Contents Budget Summary Schedules (Continued) Consolidated Expenditures by Department and Fund Type Consolidated Expenditures by Object Code and Fund Type General Government Expenditure Summary Appropriated Fund Balance Expenditure Summary Health Care Mandates Revenue and Expenditure Detail Report Results Initiatives Summary Eliminations Summary Fund Transfers Summary of Budget Positions by Full-Time Equivalents 152 153 158 161 164 165 170 171 174 Mandates Summary Introduction Executive Summary Education Culture and Recreation General Government Highways and Streets Health, Welfare and Sanitation Public Safety 177 177 179 179 180 180 181 182 Financial Forecast Executive Summary Overall Fiscal Position Economy Population Employment Retail Sales Construction and Real Estate Market Revenues Expenditures Capital Projects General Fund Forecast Detention Fund Forecast Transportation Fund Forecast 183 183 184 185 186 187 188 189 190 191 192 193 194 Departmental Strategic Plans and Budgets 195 197 199 212 227 252 252 259 266 268 Judicial Branch Judicial Organizational Chart Adult Probation Juvenile Probation Trial Courts Elected Officials Elected Officials Organizational Chart Assessor Board of Supervisors District 1 Board of Supervisors District 2 iii Maricopa County, Arizona FY 2006-07 Annual Business Strategies Table of Contents Departmental Strategic Plans and Budgets (Continued) Board of Supervisors District 3 Board of Supervisors District 4 Board of Supervisors District 5 Clerk of the Superior Court Constables County Attorney Recorder Sheriff Superintendent of Schools Treasurer Appointed Departments Appointed Departments’ Organizational Chart Air Quality Animal Care & Control Call Center Clerk of the Board of Supervisors Community Development Correctional Health County Manager's Office Elections Emergency Management Employee Health Initiatives Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Health Care Mandates Human Resources Human Services Indigent Representation System Integrated Criminal Justice Information Internal Audit Management & Budget Materials Management Medical Examiner Parks & Recreation Planning & Development Public Fiduciary Public Health Research & Reporting Risk Management Solid Waste Transportation 270 272 274 276 293 298 319 326 346 353 359 359 360 372 385 390 395 400 411 417 424 432 444 453 462 469 476 488 497 503 512 534 540 547 553 561 571 581 592 599 616 621 629 638 Major Maintenance & Capital Improvement Program Executive Summary Major Maintenance 649 649 iv Maricopa County, Arizona FY 2006-07 Annual Business Strategies Table of Contents Major Maintenance & Capital Improvement Program (Continued) Major Maintenance Project Summary Capital Improvement Projects and Associated Budgets General Funded Projects Detention Funded Projects Transportation Projects 652 660 664 715 730 Debt Service Debt Management Plan Debt Policies 877 891 Attachments Budget Calendar Budgeting for Results Accountability Policy Funded Position Policy Managing for Results Policy Performance Management Process Policy Reserve and Tax Reduction Policy Minimum Fund Balances for Cashflow Purposes Policy for Administering Grants General Government Policy Capital Assets Policy Vehicle Replacement Policy Fund Descriptions Program and Activity Purpose Statements Revenue Object Codes and Definitions Expenditure Object and Sub-Object Codes and Definitions Arizona State Auditor General Forms 895 896 899 902 904 907 909 911 917 919 925 927 935 972 973 977 Glossary Glossary 987 Acknowledgements Acknowledgements 993 v Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics County History and Statistics County Profile Maricopa County was created in 1871 from Yavapai and Pima Counties. It was named after the Maricopa Indian Tribe, which is known to have inhabited the area as early at 1775. Maricopa was the fifth county formed in Arizona. Today, more than half of the state’s population resides in Maricopa County. Indian Maricopa County Profile Reservations make-up 5% of the total land How Maricopa County Compares ownership while individuals and corporations Population 3,700,516 own 29%, the Bureau of Land Management United States 4th largest in the US of America 28%, the U.S. Forest Services 11%, and the Larger than 21 States State of Arizona 11%, leaving the remaining Land Area 9,224 Square Miles 16% publicly owned land. th 14 Largest in the US Larger than 7 States Maricopa County’s land area is comprised of 6,996 square miles of unincorporated area 2,228 square miles of incorporated area. The County measures 132 miles from east to west and 103 miles from north to south. Within its boundaries are 9,126 square miles of land and 98 square miles of water. Maricopa County is larger than seven Connecticut, Delaware, Hawaii, Massachusetts, New Hampshire, New Jersey, Rhode Island and the District of Columbia. State of Arizona Nation’s Largest Regional Park System Over 120,000 Acres Maricopa County The Maricopa County Board of Supervisors is the governing body for the county. Each member represents one of the five supervisorial districts, which are divided geographically and by population to include a mix of urban and rural constituencies. Members are elected to four-year terms and may serve an unlimited number of terms. A County Manager, appointed by the Board of Supervisors, is responsible for the administration of Maricopa County. District 4 Max Wilson, Supervisor Major Cities: Buckeye El Mirage Glendale Litchfield Park Peoria Surprise Wickenburg Youngtown District 5 Mary Rose Wilcox, Supervisor Major Cities: Avondale Gila Bend Goodyear Guadalupe Tolleson Maricopa County Supervisor District Map District 3 Andrew Kunasek, Supervisor Major City: Phoenix District 2 Don Stapley, Supervisor Major Cities: Apache Junction Carefree Cave Creek Fountain Hills Gilbert Mesa Paradise Valley Scottsdale District 1 Fulton Brock, Supervisor Major Cities: Chandler Queen Creek Tempe 1 The five districts are comprised of twenty-five incorporated municipalities, as shown as shown at the left. The County’s organization chart can be found on the following page. Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics County Organizational Chart Maricopa County Citizens Superintendent of Schools County Attorney Constables Board of Supervisors Sheriff Clerk of the Court Assessor Treasurer Recorder Elected Appointed STAR Call Center Clerk of the Board County Manager Internal Audit Deputy County Manager Criminal Justice Assistant County Manager Chief Information Officer Medical Examiner Community Services Assistant County Manager Regional Development Services Assistant County Manager Legal Defender Management and Budget Contract Counsel Human Resources Risk Management Public Defender Research and Reporting Materials Management Legal Advocate General Government Public Fiduciary Equipment Services Integrated Health Care Mandates Animal Care and Control Environmental Criminal Justice Systems Enterprise Technology Chief Finance Officer Elections Finance Parks & Recreation Community Development Human Services Planning and Development Emergency Management Facilities Management Services Solid Waste Employee Health Initiatives Public Works Transportation Public Health Correctional Health 2 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics Judicial Branch Organizational Chart Judicial Executive Committee Presiding Judge Judicial Branch Management Committee Judicial Branch Administrator Community Relations Director Special Deputy Court Administrator Judicial Formation and Fairness Studies Chief Technology Officer Court Technology Services Deputy Court Administrator Space Planning & Facilities Administrative Services Director Deputy Court Administrator Superior Court Operations & Caseflow Management Deputy Court Administrator Court-wide Support Services 3 Limited Jurisdiction Court Administrator Public Information Officer Adult Probation Department Chief Probation Officer Juvenile Probation Department Chief Probation Officer Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics Demographics Arizona County Population Distribution Pinal Pima Maricopa County comprises more than 61% of Arizona’s population as illustrated on the chart at the left. Yavapai Mohave Maricopa County comprises 61.21% of the state’s population Yuma Cochise Coconino Navajo Apache Gila Santa Cruz Graham The mid-decade census survey revealed that the population of Maricopa County was more than 3.7 million people in 2005. Between 2000 and 2005, the population of Maricopa County grew more than any other county in the United States, adding more than 628,000 people. La Paz Greenlee Maricopa The median age of Maricopa County’s residents is 33.4 years. This is relatively unchanged from the 2000 median age of 33.0 years. The distribution of the population by age also remained consistent with the distribution in 2000. The chart to the right reflects the distribution of the population by age according to data available from the U.S. Census Bureau’s American Community Survey. Maricopa County Population Age Distribution 11% 28% 22% 9% The population is evenly distributed between male and female. 30% Under 18 18-24 25-44 45-64 65 and over Source: American Community Survey Maricopa County Population Distribution by Race Twenty eight percent of the population is of Hispanic or Latino origin. This is an increase from 25% in 2000. For those individuals reporting race, the chart at the left depicts the distribution. 1.60% 0.20% 2.60% 89.30% 2.10% 4.20% White Black or African American American Indian and Alaska Native Asian Native Hawaiian or Other Pacific Islander Persons reporting other or 2 or more races Source: American Community Survey 4 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics Economy and Industries Maricopa County’s economic base continues to evolve and become more diverse. Reliance on tourism is decreasing as other industries are growing. Maricopa County’s quality of life, cost of living, skilled work force, good universities and favorable business climate contribute to the improvement of its economy. Phoenix, the largest city within Maricopa County and the State of Arizona, was ranked as one of the top 10 cities in the 8th annual “America’s 50 Hottest Cities” report, published in the January 2005 issue of Expansion Management magazine. The International Genomics Consortium and the Transnational Genomics Research Institute (TGEN) are evidence of Maricopa County’s leadership in bioscience, providing a base of expertise and knowledge that will enhance the area’s ability to develop and attract bioscience related companies. In addition, the new Arizona State University-Capital Center campus in Phoenix will enhance downtown and the businesses located there. The chart below illustrates the distribution of employment in the industrial sectors in 2006, as reported by the U.S. Bureau of Labor Statistics and Arizona Department of Economic Security. Maricopa County 2006 Employment by Industry Sector 3.70% 10.00% 11.40% 7.30% 9.60% 20.40% 10.20% 1.80% 17.40% 8.30% Construction and Mining Trade, Transportation, Utilities Financial Activities Educational and Health Services Other Service Manufacturing Information Professional and Business Services Leisure and Hospitality Government The largest increase in employment is expected to occur in the Professional and Business Services sector which is anticipated to add more than 21,000 jobs in 2006. Other sectors experiencing significant growth are Construction and Mining and Trade, Transportation and Utilities. Maricopa County Employment by Sector 2005 and 2006 2006 nt Go ve rnm e s lity erv ice rS Ot he os pit a h He na l, Le isu re, H alt ss us ine tiv it Ac Pr ofe ss ion al, B Ed uc ati o ies on Fin an cia l Inf orm ati on rta ti Tra ns po e, ctu rin g Tra d Ma nu fa Co ns tru cti o n, Mi nin g 400.0 350.0 300.0 250.0 200.0 150.0 100.0 50.0 - 2005 Additional information on the economic base of the county can be found in the following tables. 5 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics Principal Employers Employer State of Arizona Wal-Mart Stores Maricopa County Banner Health Systems City of Phoenix Honeywell International Inc. US Postal Services Wells Fargo & Company Airzona State University Basha's Inc. Albertson's - Osco Motorola Samaritan Health Allied Signal Pinnacle West Capital Corp American Express Intel Corp US West 2005 1996 Percentage of Total County Employees Rank Employment Percentage of Total County Employees Rank Employment 49,147 19,510 15,218 14,447 13,617 12,000 11,406 11,000 10,530 9,646 9,500 1 2 3 4 5 6 7 8 9 10 11 2.88% 1.14% 0.89% 0.85% 0.80% 0.70% 0.67% 0.65% 0.62% 0.57% 0.56% Total for Principal Employers 176,021 Total Employment in Maricopa County as of June 30 1,723,600 Percentage 10% Major Empoyers found at www.gpec.org Total Empoyed in Maricopa County found at www.workforce.az.gov Data Source: Maricopa County Comprehensive Annual Financial Report 6 60,950 1 4.48% 12,025 11,476 3 4 11,125 5 0.88% 0.00% 0.84% 0.00% 0.82% 20,000 11,000 8,900 7,440 7,200 7,280 7,218 2 6 7 8 11 9 10 0.00% 1.47% 0.81% 0.65% 0.55% 0.53% 0.54% 0.53% 164,614 1,387,582 12% Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics Demographic and Economic Statistics 1995-96 Unemployment Rate as of June 30th County State United States Population / Income Statistics Income Population Per Capita 3.30% 5.50% 5.30% $ $ 62,663,789,000 2,703,078 23,182 3.60% 4.60% 5.00% $ $ 2000-01 Unemployment Rate as of June 30th County State United States Population / Income Statistics Income Population Per Capita 68,656,472,000 2,805,009 24,476 $ 92,913,124,000 3,196,439 29,068 $ $ $ 75,639,499,000 2,909,040 26,002 Fiscal Year 2002-03 5.00% 6.00% 5.80% $ 95,618,598,000 3,294,911 29,020 1998-99 2.60% 4.30% 4.50% 2001-02 3.70% 4.70% 4.60% $ Fiscal Year 1997-98 1996-97 2.90% 4.50% 4.30% $ $ 80,924,901,000 3,004,985 26,930 $ 98,401,099,202 3,406,170 28,889 2.30% 4.00% 4.00% $ $ 2003-04 5.30% 5.70% 6.30% $ 1999-2000 89,771,608,000 3,096,343 28,993 2004-05 4.40% 5.00% 5.60% $ 101,264,571,189 3,537,630 $ 28,625 3.90% 4.60% 5.00% $ $ 104,211,370,210 3,648,545 28,562 Source: www.workforce.az.gov for unemployment rate, population and income statistics Population for FY 03, FY 04 and FY 05 are estimates from the Department of Economic Security Income for FY 03, FY 04 and FY 05 were not available. The amounts provided are estimates based on a 2.91% growth rate. Estimates - Are population updates beyond the last Census to some current date using changes in current symptomatic data to estimate changes in population. Projections - Are population updates beyond the last Census to some future date using assumptions based on past trends. Data Source: Maricopa County Comprehensive Annual Financial Report 7 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics Principal Property Tax Payers 2004-05 2005 Taxpayer Arizona Public Service Company Qwest Corporation Southern California Edison Co Southwest Gas Corporation El Paso Electric Co Intel Corporation Freescale Semiconductor Inc Public Service Company Of New Mexico AT&T Cox Communications Phoenix Safeway Inc Southern Cal Public Pwr Auth (Palo Verde) Target Corporation Albertsons Inc Wal--Mart Stores Inc Scottsdale Fashion Square Partnership Wells Fargo Bank Honeywell Sheraton The Phoenician MCIWorldcom Network Services Inc Motorola, Inc. U.S. West Communications Los Angeles Dept. of Water and Power Phoenix Newspapers U.S. West New Vector Phoenician Resort Metro Mobile McDonnell Douglas Evans Withycombe Pointe South Mountain / Squaw Peak Shorenstein Realty Secondary Valuation Rank $ 887,645,197 1 439,123,801 2 168,191,472 3 139,471,538 4 137,145,470 5 92,812,134 6 79,622,513 7 78,310,568 8 74,003,744 9 72,306,968 10 63,426,784 11 62,648,645 12 61,647,778 13 50,978,868 14 47,692,736 15 46,477,595 16 44,411,032 17 43,841,029 18 43,767,143 19 42,605,645 20 1995-96 Percentage of Total County Assessed Value 3.23% 1.60 0.61 0.51 0.50 0.34 0.29 0.28 0.27 0.26 0.23 0.23 0.22 0.19 0.17 0.17 0.16 0.16 0.16 0.16 Percentage of Total County Assessed Secondary Value Valuation Rank $ 905,486,373 1 6.71% 309,889,283 81,365,765 331,964,585 18,133,055 4 9 2 19 2.29 0.60 2.46 0.13 159,465,370 33,804,283 5 11 1.18 0.25 112,612,252 7 0.83 19,227,264 134,744,692 315,497,353 84,926,668 25,643,025 26,577,321 28,497,391 17,337,120 19,382,487 34,767,977 32,919,987 20,274,735 18 6 3 8 15 14 13 20 17 10 12 16 1.00 2.34 0.63 0.19 0.20 0.21 0.13 0.14 0.26 0.24 0.15 Total Principal Taxpayers $ 2,676,130,660 8.90% $ 2,712,516,986 19.21% County-wide Secondary Valuation $ 30,066,986,670 100.00% $ 14,119,434,946 100.00% Source: Maricopa County Treasurer's office Data Source: Maricopa County Comprehensive Annual Financial Report 8 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics Recreation Maricopa County offers a broad range of community and cultural facilities and activities. Professional sports prosper in Maricopa County. Teams include the Arizona Cardinals (National Football League); Arizona Diamondbacks (National Baseball League); Arizona Rattlers (Arena Football League), the Arizona Sting (National Lacrosse League), the Phoenix Coyotes (National Hockey League), the Phoenix Mercury (Women’s National Basketball Association); and the Phoenix Suns (National Basketball Association). Maricopa County is home to many other professionals sports and events including outdoor soccer, and thoroughbred and greyhound racing. In addition, college fans can enjoy a variety of inter-collegiate athletics. There are also golf tournaments sanctioned by the Professional Golf Association, Ladies Professional Golf Association and the Senior Professional Golf Association, such as the Phoenix Open. Maricopa County is home to the Phoenix International Raceway where residents and visitors can witness a variety of NASCAR races. Maricopa County owns Chase Field, formerly Bank One Ballpark, home to the 2001 World Series Major League Baseball team the Arizona Diamondbacks. The spring training baseball parks, located within the boundaries of Maricopa County, provide the majority of the Major League spring training games for Arizona’s Cactus League. In addition, the City of Glendale is home to the new University of Phoenix Football Stadium, which was completed in 2006. Maricopa County is also home to the nation’s largest regional parks system measuring over 120,000 acres. There are 26 major hospitals within the County, including the Maricopa Medical Center that offers the only regional burn center in the State of Arizona. Maricopa County’s Library District offers 3 Regional Libraries, 11 branch libraries, a bookmobile, outreach services and books-by-mail for the homebound and visually impaired. There are nine community colleges and 13 colleges and universities within the boundaries of Maricopa County. 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 many of the key elements of the old seal while taking the opportunity to update and improve. The colors used in the seal reflect our unique desert environment. Maricopa County Seal 1871 Banner Maricopa County Established February 14, 1871 Scales Legal Services Tree, Horse & Rider Parks & Recreation Arizona State Flower Saguaro Cactus Blossom The seal contains icons that are relevant to Maricopa County. The Saguaro Cactus is indigenous to the area and can be found throughout Maricopa County. The Saguaro Cactus Blossom, which is the State Flower, blooms in the spring. The Scales of Justice represent our legal system and law enforcement. Our health services are represented by the Caduceus and the Scenic Highway scene represents our public works departments. Lastly, the tree, horse and rider represent our Parks and Recreation facilities that can be found throughout the County. Scenic Highway Land, Roads & Flood Control Caduceus Health Services The County flag is divided into three main color blocks: red, yellow and blue. The Seal of Maricopa County is emblazoned on a block of red, symbolizing the striking beauty of the sunrises and sunsets and the desert flowers and the energy and lifeblood commitment of so many citizens who have built and continue to build Maricopa County, thereby safeguarding it for future generations. The central golden band signifies the great abundance of what gives the Valley of the Sun its moniker. It also represents one of the first stimulants to local commerce – the gold mines of the Wickenburg area that brought settlers into the area and led to the creation of the original concept of a county called Maricopa. It symbolizes the continuing prosperity of Maricopa County, which truly is the “golden corridor” of economic growth for the State of Arizona. 9 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County History and Statistics The blue field represents the infinite blue skies that embrace the county nearly every day of the year, and the waters of the rivers, lakes and canals, which have made our desert lush with vegetation and ripe with recreation. It represents the dreams of all who have come here Maricopa County Flag and those who have gone before us, leaving their mark for others to see. In the blue field are five stars. They represent the five groups of Yuman-speaking Native Americans—the “Maricopa” for whom the county is named, as well as the five influxes of diversified peoples: Native Americans, Europeans, Hispanics, Americans, and the people of all other nationalities. Together, we have created a cultural dynamic in the Sonoran desert in which heritage and future are symbiotic. The five stars also represent the five supervisory districts into which the County is divided. This flag is a banner for the people of Maricopa County – a prosperous, environmentally beautiful community where everyone can aspire to their full potential. 10 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Budget At A Glance Introduction For the past 13 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 budget. This “Budget At A Glance” section is designed to provide the layperson with a broad view of the contents included in the FY 2006-07 Maricopa County budget, its processes, issues and anticipated outcomes. Document sections are cited in order to guide the reader to more in-depth information and explanation of the drivers of Maricopa County’s operating budget and capital improvement program. Policy Document Organization-wide Financial and Programmatic Policies and Goals Maricopa County’s long-term organization-wide goals and policies are provided in Maricopa County’s mission statement and strategic priorities found below. Other references are included in the Transmittal Letter, the Executive Summary under Policies & Their Budgetary Impact, the Managing for Results section, the Capital Improvement Program, the Financial Forecast, the Departmental Budget Schedules under mission, goals, issues and mandates, while the actual policies are included in the Attachments section. 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 community. Strategic Priorities: • • • • • • • Ensure safe communities and a streamlined, integrated justice system. Promote and protect the public health of the community. Provide regional leadership in critical public policy areas. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and costeffectiveness of services provided by the County. In support of each priority, the Board of Supervisors established a set of strategic goals. Maricopa County’s goals are long-term and address the entire organization, such as the long-term impacts of revenue shortfalls, including the significant drop in recurring state shared sales tax, and long-term financial planning and operations issues. The County’s policies apply to financial matters as well as programmatic (service delivery) concerns over a multiyear time frame, such as the Managing for Results Policy and the Reserve and Tax Reduction Policy, both of which are excerpted below. Managing for Results Policy: All Maricopa County departments will participate in the Maricopa County Managing for Results system and shall comply with this policy. This policy establishes a framework that integrates planning, budgeting, reporting, evaluating and decision making for all Maricopa County departments. This framework is called Managing for Results, a management system that establishes the requirements to fulfill the County’s Mission and Vision of accountability to its citizens. 11 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Managing for Results is cyclical and ties performance to all that we do. The Managing for Results cycle is outlined on the chart at left. Reserve and Tax Reduction Policy: This policy establishes the guidelines for the maintenance and use of any reserve fund balances. The policy provides for budgetary stability, debt reduction and, ultimately, stabilization and reduction of tax rates when possible. During times of economic downturn, the policy may be used to stabilize the general fund until appropriate long-term budgetary adjustments are made. Further, the purpose of the policy is to demonstrate a commitment to the maintenance and, when possible, reduction of the tax rate while ensuring that Maricopa County remains financially stable and accountable to the citizens. Short-term Financial and Operational Policies That Guide Budget Development Maricopa County’s short-term 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 fiduciary obligations as stewards of public monies are met. The policies deal with a wide range of areas that provide financial safeguards and policy direction on such matters as lump sum budgeting, budget development, reserves and tax reduction, and internal charges and indirect cost allocations. These policies may be found in the Transmittal Letter, the Executive Summary under Policies & Their Budgetary Impact, the Managing for Results section, the Capital Budget, the Departmental Budget Schedules under mission, goals, issues and mandates, while the actual policies are included in the Attachments section. Several short-term policies that reflect the financial and operational development of the budget for the upcoming year follow. Budgeting for Results Accountability Policy: The purpose of the Budgeting for Results Accountability Policy is to provide departments with the flexibility in managing their allocated public resources to achieve program results, while upholding accountability for spending within legal appropriations. This policy seeks to strengthen budget accountability and ownership at the department level. The program encourages departmental staff to save resources and be creative in the delivery of services. Departments are held responsible for bottom-line performance and absorb unanticipated cost increases and revenue shortfalls. This approach to budgeting can help the County cope with new fiscal challenges and improve the quality of County services. Vehicle Replacement Policy: The purpose of this Policy is to provide County Departments/Special Districts with guidelines so that existing vehicles can be replaced in a timely and cost-effective manner. Funded Position Policy: The purpose of the Funded Position Policy is to establish guidelines for adding, deleting and changing positions so that all authorized positions are fully funded on an annualized basis, and that any filled or vacant position that becomes unfunded or under-funded is either fully funded or deleted. Goals and Objectives of Organizational Units-Departments Maricopa County’s organizational units consist of 58 departments, including special districts, each of which has a strategic plan that integrates planning with budgeting and performance measurement to achieve Maricopa County’s mission and strategic priorities. Every department has a mission, vision (optional), strategic priorities, issues, programs, activities, and services, all of which may be found in the Departmental Budget Schedules section under mission, goals, issues, key performance measures, and mandates. Some departments have long-term results-oriented goals (descriptions of anticipated accomplishments or results as opposed to descriptions of functions and activities, e.g., Increase the percentage of early votes to 55%). For 12 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance example, the Library District has a long-term goal of “Promote, expand, and improve County-sponsored programs and activities for young people in Maricopa County to help them build their skills, develop a sense of civic involvement in the community, and successfully complete their education.” The County Attorney has a goal to “identify and implement strategies that provide market appropriate salaries for employees, salary advancements commensurate with performance and experience, career development counseling, training and other employee benefits and work/personal life balance issues to reduce turnover,” and to “reduce the percentage of criminal cases open longer than 180 days each year over the next five years while adhering to MCAO policies & procedures, quality standards and attorney ethics.” These goals describe long-term anticipated results. But the majority of County department goals are more short-term in nature due to the demands of regulatory agencies, compliance to new state statutes and court rules, increases in unfunded mandates, and the rapidly changing demographics that affect justice and law enforcement, healthcare and the environment. It is not practical to establish long-term goals in areas where regulations are continually changing. Examples of dramatic regulatory changes include: 3 Arizona Supreme Court issues, i.e., Rule 18 that deals with speedier trials for complex cases, Rule 15 regarding the disclosure of evidence, and The Ring Case, dealing with verdict determination by jurors; the mandated increases in acute healthcare contributions due to Proposition 204, the mandate to increase Maricopa County’s contributions for the Arizona Long Term Care System, expenditure increases for the County court order for the seriously mentally ill population, and the residual from the county’s medical eligibility mandate. All of these will have an immediate impact on the County. Every department within Maricopa County has quantifiable short-term objectives, (e.g., Increase the percentage of documents recorded from digital and electronic sources to 55% by 2006), that are linked to the County’s goals as established in its mission and strategic priorities. Through the annual strategic planning process review, every department is required to have goals that are linked to the County’s strategic priorities. This information may be found in the Departmental Budget Schedules section under department vision, mission, goals, performance measures, and mandates. Example follow that show the relationship of department goals to the Maricopa County strategic priorities and strategic goals, and a strategic plan sample of the mission, several goals and key results measures for the Maricopa County Adult Probation Department. Maricopa County Strategic Priorities/Goals: • Ensure safe communities and a streamlined, integrated justice system. o By June 2007, reduce property crime rates and violent crime rates in Maricopa County by establishing and implementing a crime-prevention strategy that encompasses evidence-based practices. Department Goals for the Maricopa County Adult Probation: • By the end of fiscal year 2007, MCAPD will enhance public safety by: Reducing the number of probationers committed to the Department of Corrections to 20%. Reducing the number of probationers convicted of a new felony offense to 10%. Increase the rate of successful completions from probation to 65%. Increase the rate of successful completions from Pretrial Supervision to 80%. Strategic Plan from Maricopa County Adult Probation: 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. Goals Include: • By the end of fiscal year 2007, MCAPD will enhance public safety by: Reducing the number of probationers committed to the Department of Corrections to 20%. Reducing the number of probationers convicted of a new felony offense to 10%. Increase the rate of successful completions from probation to 65%. Increase the rate of successful completions from Pretrial Supervision to 80%. • By the end of fiscal year 2007, MCAPD will improve case processing as evidenced by: Maintaining at least a 97% on-time rate for submitting pre-sentence reports to the Court without a continuance. Increasing the rate of restitution collected to 80%. Increasing the rate of community work service completed to 50%. 13 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Increasing use of the Offender Screening Tool to 75% for newly sentenced probationers. Making use of the Field Reassessment Offender Screening Tool to develop case management plans at least 67% of the time. Example program with key results: Program Name: COMMUNITY JUSTICE PROGRAM Program Purpose: 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. ADULT PROBATION - STANDARD PROBATION 66.0% Reduction in State aid prior to funding shift to County 64.0% 25,000 28,900 27,305 15,000 23,957 20,000 26,091 62.0% 25,400 Standard Probationers 30,000 60.0% 58.0% 10,000 56.0% 5,000 0 Successful Completion Rate 35,000 54.0% FY03 Standard Probationers FY04 FY05 FY06 Proj FY07 Proj Percent of Standard Probationers that successfully complete probation FY 2006-07 Budget Priorities And Issues The Transmittal Letter articulates budget priorities and issues for all funds, including significant priority changes from FY 2005-06, and the factors that led to those changes. These priorities and issues are highlighted by headings in the Transmittal Letter, such as the heading: Expenditure Uses, Econometric and Demographic Trends, Property Taxes, Managing For Results & Budgeting For Results, Detention Operations, Law Enforcement and Justice Issues, Public Health, Mandated Health Care, Capital Improvement Program, and Employee Issues and Concerns. Fiscal Year 2006-07 budget priorities are provided in the Attachments section. The Budget As A Financial Plan Fund Structure and Appropriations An overview of Maricopa County’s fund structure, including the basis for budgeting and accounting, and all funds appropriated by Maricopa County and their descriptions, may be found in the Executive Summary, Summary Schedules and Attachments sections. Appropriation levels are established on a departmental basis and lapse annually. Transfers during the year from the contingency account to a department’s budget require approval of the Board of Supervisors. Budgeted amounts are reported as originally adopted or as adjusted by allocations from reserves (contingency) or as amended by authorization from the Board of Supervisors. All funds subject to appropriation are described in the 14 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Executive Summary section. Funds are used to account for revenues and expenditures with a specific purpose. Examples of funds appropriated, with their description follow. 100 General Fund — is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. 220 Diversion — Pursuant to A.R.S. §13-1811, funds are utilized for the investigation, prosecution and deferred prosecution of bad check cases. 245 Justice Court 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 an $18 user’s charge to be added to the Defensive Driving School Diversion Fee as of March 1, 1998. 267 Criminal Justice Enhancement — The Criminal Justice Enhancement fund accounts for monies that are allocated to county attorneys from the Arizona State Criminal Justice Enhancement fund (ARS 41-2401). The funds are to be used for the purpose of enhancing prosecutorial efforts. Revenues, Expenditures, and Other Financing Sources & 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 three-year time span, including the prior year actual, current year budget, estimated current year actual, and proposed 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 Summary Schedules section. For major tax-based revenues, economic forecasting models are applied. The following chart lists the major revenue sources for the County and district budgets. MAJOR REVENUE SOURCES • • Property Taxes Licenses and Permits • • Tax Penalties & Interest Grants • • • • Shared Vehicle License Tax • State Shared Sales Tax • Payments in Lieu of Taxes • Other Charges for Services • Sales Taxes Other Intergovernmental Shared Highway User Revenue Internal Service Charges • Patient Service Revenue • Fines & Forfeits • Interest Earnings • Miscellaneous Revenue • Gain on Fixed Assets • Transfers In A sample of the major assumptions underlying the primary property tax levy for the budget year are provided below, including the basis for the estimate and associated trends. The FY 2006-07 budget process began with the update of the 10-year financial forecast, which is based on current economic trends. For major tax-based revenues, economic forecasting models are applied. Although primary net assessed values are projected to grow steadily, the primary property tax rate, which is statutorily determined, declined in FY 2006-07 and will continue to decline in future fiscal years. It should be noted that assessed value could very well experience lower or no growth if the State Legislature makes further changes in the property tax system. The Board of Supervisors is committed to keeping tax rates affordable for our citizens. The Board reduced the overall property tax rate by $0.0263 in FY2006-07. The overall tax rate, including the special districts, is now $1.4348 per $100 of assessed valuation. Since fiscal year 1991-92 the rate has been held flat or reduced. The FY 2006-07 Budget includes an estimated primary property tax levy (excluding Salt River Project) of $398,725,245 an increase of $27,501,127 (7.4%) from the FY 2005-06 adopted primary levy. This increase is 15 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance due to 9% growth in net assessed value, of which more than half (5.5%) is due to new construction. After several years of relatively high growth in net assessed value, forecasts indicate a slowed, but steady growth in annual growth rates over the next five years. Net assessed values tend to lag behind the general economy. The primary property tax may be used to support any type or level of service within the legal purview of the County. The County also levies secondary property taxes that are levied for a specific purpose, i.e. the Flood Control District and the Library District. Revenue trends for the FY 2006-07 budget are discussed for each of the major revenue sources and enhanced with graphics. An example is provided next, with full detail, including charts and tables, found in the Summary Schedules sections. State Shared Sales Tax Collections Growth General Fund Rate Fiscal Year 1996-97 $ 242,352,311 1997-98 257,643,630 6.3% 1998-99 279,386,536 8.4% 1999-00 309,009,200 10.6% 2000-01 322,429,593 4.3% 2001-02 325,728,202 1.0% 2002-03 330,260,143 1.4% 2003-04 357,526,559 8.3% 2004-05 397,712,843 11.2% 2005-06* 458,364,002 15.2% 2006-07** 491,811,670 7.3% Listed at the left are the actual state shared sales tax collections for the last nine fiscal years, projected totals for FY 2005-06 plus the budget for FY 2006-07. Prior to FY 2002-03, state shared sales taxes were budgeted for the upcoming fiscal year at the midpoint between the “pessimistic” and “most likely” forecast scenarios. This strategy was changed in FY2002-03 as a result of the economic recession. Revenues are now budgeted based on the pessimistic scenario. Collections for FY 2005-06 are projected to exceed the budget, ending 15.2% higher than in FY 2004-05. Given continuing economic recovery, the FY 2006-07 budget for the General Fund estimates a 7.3% growth rate; resulting in $33,447,668 of additional State Shared Sales Tax revenue above the FY 2005-06 projected actual collections. Fund Balances for All Funds * Projected Actual ** Budget All fund balances potentially available for appropriation, including those funds carrying a zero balance, changes in fund balances, beginning and ending fund balances, and variance commentary may be found in the Budget Summary Schedules section. Schedules are provided that list fund balance designations, the estimated beginning fund balances, projected revenues, expenditures and appropriated fund balance for the upcoming fiscal year, and resulting estimated fund balances at the end of FY 2006-07. “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. For budgeting purposes, fund balances are Unreserved/Undesignated, which means that estimated unreserved fund balances are reduced by amounts designated for other purposes. 16 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance The Capital Budget The Capital Projects section specifically includes the Capital Improvement Program (CIP) policy, budgeted capital expenditures, a specific listing by fund of all capital projects for which appropriations are made, and a brief description of each major capital project, an example of which follows. Durango Animal Care and Control Facility User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Animal Care and Control Durango Complex 5 Facilities Management Not Applicable June 2008 Project Description The Durango Animal Care and Control facility includes administrative offices, general public areas, business office, hospital, indoor kennels, kennel support area, field enforcement area, truck wash, and general building space. Site space will consist of parking and site considerations, outdoor kennels and patios, for a total of approximately 227,000 square feet. Funding/Cost Summary Prior Yrs. FY 05-06 Year 1 Funding Source Actual Projected FY 06-07 County Improvement Fund (435) $ - $ 50,000 $ 9,650,000 Project Total $ - $ 50,000 $ 9,650,000 Year 2 FY 07-08 $ 7,230,000 $ 7,230,000 Year 3 FY 08-09 $ $ Year 4 FY 09-10 - $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 16,880,000 $ 16,880,000 Total Project $ 16,930,000 $ 16,930,000 Operating Cost Summary Current Year 1 Year FY 06-07 Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ Year 2 FY 07-08 - $ Year 3 FY 08-09 - $ Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 47,869 $ 49,305 Supplies & Services 369,735 380,827 Capital Outlay $ - $ 417,604 $ 430,132 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 47,869 $ 49,305 Supplies & Services 369,735 380,827 Capital Outlay $ - $ 417,604 $ 430,132 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ - $ 47,869 Supplies & Services 369,735 Capital Outlay $ - $ 417,604 $ $ 49,305 380,827 430,132 17 $ $ $ $ $ $ $ $ Year 4 FY 09-10 - 50,784 392,252 443,036 50,784 392,252 443,036 50,784 392,252 443,036 $ $ $ $ $ $ $ $ Year 5 FY 10-11 - 52,308 404,019 456,327 52,308 404,019 456,327 52,308 404,019 456,327 $ $ $ $ $ $ $ $ Total Project - 53,877 416,140 470,017 53,877 416,140 470,017 53,877 416,140 470,017 $ $ $ $ $ $ $ $ - 254,143 1,962,973 2,217,116 254,143 1,962,973 2,217,116 254,143 1,962,973 2,217,116 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Managing for Results Purpose Statement The purpose of the Durango Animal Care and Control project is to provide facilities for animal licensing, sheltering, enforcement, and animal cruelty activities so that the spread of rabies can be controlled, citizens can recover lost pets, and animals can be held for final disposition. Strategic Goals Develop and obtain funding for a master plan to build new animal care centers by June 2006. Strategic Plan Programs Supported • • Animal Enforcement Animal Licensing and Sheltering Strategic Plan Activities Supported • • • • • • Animal Cruelty Enforcement Cat/Dog Adoption and Licensing Fostering Impoundment Quarantine Performance Measures FY 2006-07 Estimated with Capital Improvement FY 2005-06 FY 2005-06 YTD Actual Estimated Measure RESULT: Percent of animals impounded at MCACC facilities. 1.7% 1.3% OUTPUT: Number of animals impounded. 27,715 50,000 DEMAND: Number of dogs and cats in Maricopa County. 1,599,122 1,599,122 EFFICIENCY: Cost per impounded animal. $ 36.34 $ 36.34 $ 18 3% 50,000 1,599,122 32.25 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Associated Impacts of Capital Spending The Capital Improvement Program section and the Summary Schedules section describe if and to what extent capital improvements or other major capital spending will impact Maricopa County’s current and future operating budget. The focus is on reasonably quantifiable additional costs and savings (direct and indirect), and other service impacts that result from capital spending. Future operating costs related to new facilities constructed or acquired through the CIP are carefully considered before project commitments are made. This is a particularly important budgetary consideration with the new jail and juvenile detention facilities. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be sufficient to support associated future operating costs. Operating costs associated with new facilities are budgeted by the user department in conjunction with the Facilities Management Department. Estimated operating costs, as well as anticipated savings in lease costs and operating costs of facilities to be replaced, are factored into the County’s Financial Forecast. A summary of this information is provided below. NEW FACILITY OPERATING COSTS FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 GENERAL FUND PROJECTS Buckeye Hills Shooting Range (Infrastructure) $ 238,446 $ 245,599 $ 252,967 $ 260,556 $ 268,373 Durango Animal Care & Control Facility 417,604 430,132 443,036 456,327 470,017 Downtown Justice Center 687,508 37,547 60,903 84,959 109,737 Human Services Campus 213,928 220,346 226,956 233,765 240,778 McDowell Mountain Regionl Park Competitive Track 1,500 1,500 1,500 1,500 Northeast Superior Court/Justice Court Expansion 321,551 336,093 351,071 366,498 382,389 Northwest Consolidated Justice Courts 280,580 303,477 326,784 350,789 375,515 Public Health Clinic 425,216 437,972 451,112 464,645 478,584 Santan Consolidated Justice Courts (109,646) (976,063) (975,227) (974,365) (973,477) Security Building 68,816 145,201 229,824 Southeast Justice Center 440,441 464,765 489,819 Southwest Consolidated Justice Courts 625,692 644,463 663,797 683,711 704,222 General Fund Subtotal $ 3,100,879 $ 1,681,066 $ 2,312,156 $ 2,538,351 $ 2,777,281 DETENTION FUND PROJECTS Durango Juvenile Detention/Treatment Center $ 1,475,742 Fourth Avenue Jail 18,119,958 Lower Buckeye Jail 12,723,089 Madison Street Jail Renovations 17,156,234 Detention Fund Subtotal $ 49,475,023 $ 1,520,014 18,663,557 13,104,782 17,670,921 $ 50,959,274 $ 1,565,615 19,223,463 13,497,925 18,201,049 $ 52,488,052 $ 1,612,583 19,800,167 13,902,863 18,747,080 $ 54,062,693 $ 1,660,961 20,394,172 14,319,948 19,309,493 $ 55,684,574 TOTAL FUNDS $ 52,575,902 $ 52,640,340 $ 54,800,208 $ 56,601,044 $ 58,461,855 19 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Debt Service A description of Maricopa County’s debt service policies, financial information regarding current debt obligations, including the relationship between current debt levels and legal debt limits, and the effects of existing debt levels on current and future operations is contained in the Debt Service section. The chart below shows the County’s overall net debt: DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/04 GOVERNMENTAL ACTIVITES Unaudited 6/30/05 Projected 6/30/06 Projected 6/30/07 General Obligation $ 20,165,000 $ 0 $ 0 $ 0 Less: Amount available for Retirement of General Obligation Debt 0 0 0 0 Lease Revenue Bonds (5) 110,240,000 101,145,000 91,830,000 82,325,000 Lease Purchase Agreement 0 10,812,000 9,451,000 8,031,000 Certificate of Participation (5) 5,865,000 5,500,000 5,115,000 4,715,000 Capital Leases 10,820,105 13,466,797 7,349,805 2,410,253 Installment Purchase Agreement (5) 1,251,950 892,254 546,202 205,765 $ 148,342,055 $ 131,816,051 $ 114,292,007 $ 97,687,018 Direct Net Debt Overlapping Debt (1) 5,343,308,638 5,861,863,210 6,198,920,345 6,555,358,264 $ 5,491,650,693 $ 5,993,679,261 $ 6,313,212,352 $ 6,653,045,282 Overall Net Debt Population Estimate (2) Full Value of Taxable Property (3) $ 3,254,363 226,293,569 $ 3,329,561 253,264,911 $ 3,405,237 276,058,753 $ 3,480,881 300,904,041 Direct Net Debt Per Capita $ 45.58 $ 39.59 $ 33.56 $ 28.06 Overall Net Debt Per Capita $ 1,687.47 $ 1,800.16 $ 1,853.97 $ 1,911.31 Ratios (4) Direct Net Debt As Percentage Of Full Value Property Overall Net Debt As % Of FV Property FV Property Per Capita $ .0656% .0520% .0414% .0325% 2.43% 2.37% 2.29% 2.21% 69,535.44 $ 76,065.56 $ 81,068.88 $ 86,444.79 Notes: (1) Projected overlapping debt for 2006 and 2007 was based on a three year average of 5.75%. -General Obligation Bonds for: Cities, Towns, School Districts and Special Assessment Districts. Source: www.azdor.gov/ResearchStats/bonding/05-0002i.pdf (2) Source: www.workforce.az.gov, projections for 2005 and 2006 are based on a 2.22% estimated annual growth rate. (3) Secondary Valuation Taxable Property Estimates: 2005 provided by the Assessor’s Office; 2006 and 2007; based on a 9% estimated annual growth; amounts are in billions (000’s omitted). (4) Summary of Debt Ratios: • Direct Net Debt per capita = Direct Net Debt/Population 20 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • • Budget At A Glance Overall Net Debt per capita = Overall Net Debt/Population Direct Net Debt as a percentage of full value property (FV) = Direct Net Debt/FV property Overall Net Debt a percentage of FV Property = Overall Net Debt/FV property FV property per capita = FV Property/Population The Arizona Constitution, Article 9, Section 8, states that a County may become indebted for an amount not to exceed fifteen percent of taxable property. The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 2004-05 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2004-05 Secondary Assessed Valuation 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 33,197,218,398 $ 4,979,582,760 4,979,582,760 The debt policies include: Administration of Policy, Use of Debt Financing, Method of Sale, Competitive Sale, Negotiated Sale, Use of Bond Insurance, Arbitrage Liability Management, Selection of Professional Services, Continuing Disclosure of County Financial Information, Maturity Structures, Ratings, and Modification of Policies and the Reserve and Tax Reduction Policy that discusses debt incurred. Basis of Budgeting The County is required by Arizona law to prepare and adopt a balanced budget annually for the General, Special Revenue, Debt Service, Enterprise and Capital Projects Funds. In addition, Maricopa County prepares a budget for its Internal Service Funds. Arizona law further requires that no expenditure shall be made or liability incurred in excess of the amounts budgeted except as provided by law. The County prepares its budget on the same modified accrual basis of accounting used to record actual revenues and expenditures in the Governmental funds in the fund-based financial statements as detailed in the Executive Summary section. An explanation of the basis of budgeting for all funds is essentially the same as the Basis of Accounting. Appropriation levels are established on a departmental basis and lapse annually. Transfers during the year from the contingency account to a department’s budget require approval of the Board of Supervisors. Budgeted amounts are reported as originally adopted or as adjusted by allocations from reserves (contingency) or as amended by authorization from the Board of Supervisors. The County budgets for Governmental Fund types on a basis consistent with generally accepted accounting principles (GAAP), with the exception of the following types of transactions: • Capital Lease Transactions • Bond Issuance Transactions • Arizona Long-Term Care System Refund 21 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Operations Guide Organization Structure Maricopa County’s organizational structure is by department. All programs, activities, and services that comprise those organizational units are fully identified and described in the Departmental Strategic Plans and Budgets section. Managing for Results Managing for Results provides the tools necessary to determine and apply objective methods that measure progress toward accomplishing the County’s mission and strategic priorities, as well as department program goals and objectives. See the Departmental Strategic Plans and Budgets section for mission statements, vision (optional), major goals, issues, key programs, activities, services, and mandate details. Planning for Results Through the Planning for Results process of the Managing for Results cycle, performance is measured, which focuses on results and accomplishments. Key performance measures focus on output and efficiency that support services. Services, in turn, support department programs. For more information regarding Planning for Results and the key performance measurements for each department, see the Strategic Direction section. Organization Charts An organization chart for all of Maricopa County government is provided below. Detailed organization charts are provided throughout the Departmental Strategic Plans and Budgets section, including the one on the following page. 22 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Maricopa County Organizational Chart Maricopa County Citizens Superintendent of Schools County Attorney Constables Board of Supervisors Sheriff Clerk of the Court Assessor Treasurer Recorder Elected Appointed STAR Call Center Clerk of the Board County Manager Internal Audit Deputy County Manager Criminal Justice Assistant County Manager Chief Information Officer Medical Examiner Community Services Assistant County Manager Regional Development Services Assistant County Manager Legal Defender Management and Budget Contract Counsel Human Resources Risk Management Public Defender Research and Reporting Materials Management Legal Advocate General Government Public Fiduciary Equipment Services Integrated Health Care Mandates Animal Care and Control Environmental Criminal Justice Systems Enterprise Technology Chief Finance Officer Elections Finance Parks & Recreation Community Development Human Services Planning and Development Emergency Management Facilities Management Services Solid Waste Employee Health Initiatives Public Works Transportation Public Health Correctional Health 23 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Arizona Courts in Maricopa County Judicial Executive Committee Special Deputy Court Administrator Judicial Formation and Fairness Studies Chief Technology Officer Court Technology Services Deputy Court Administrator Space Planning & Facilities Administrative Services Director Judicial Branch Management Committee Presiding Judge Judicial Branch Administrator Deputy Court Administrator Superior Court Operations & Caseflow Management Deputy Court Administrator Court-wide Support Services Community Relations Director Limited Jurisdiction Court Administrator Public Information Officer Adult Probation Department Chief Probation Officer Juvenile Probation Department Chief Probation Officer 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 staffing (and consequently service) funding decisions. The chart below represents a ten-year historical look at the County’s FTE levels. FTE’s reflect the hours budgeted for part-time positions converted to an equal number of full-time positions (based on a standard of 40 hours per week.) 24 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Budgeted FTEs ADULT PROBATION AIR QUALITY ANIMAL CARE & CONTROL APPROPRIATED FUND BALANCE ASSESSOR CLERK OF THE BOARD 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 CHIEF INFORMATION OFFICER CLERK OF THE SUPERIOR COURT COMMUNICATIONS COMMUNITY DEVELOPMENT CONSTABLES CONTRACT COUNSEL CORRECTIONAL HEALTH COUNTY MANAGERS OFFICE COUNTY ATTORNEY ELECTIONS EMERGENCY MANAGEMENT EMPLOYEE HEALTH INITIATIVES ENVIRONMENTAL SERVICES EQUIPMENT SERVICES FACILITIES MANAGEMENT FINANCE GENERAL GOVERNMENT HEALTH CARE DELIVERY SYSTEM HEALTH CARE MANDATES HOUSING HUMAN RESOURCES HUMAN SERVICES INDIGENT REPRESENTATION INTEGRATED CRIMINAL JUST INFO INTERNAL AUDIT JUDICIAL MANDATES JUSTICE COURTS JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER MANAGEMENT & BUDGET MARICOPA MANAGED CARE SYSTEMS MATERIALS MANAGEMENT MEDICAL ELIGIBILITY MEDICAL EXAMINER PARKS & RECREATION PLANNING & DEVELOPMENT PUBLIC DEFENDER PUBLIC FIDUCIARY PUBLIC HEALTH RECORDER RESEARCH & REPORTING RISK MANAGEMENT SHERIFF SOLID WASTE SUPERINTENDENT OF SCHOOLS SUPERIOR COURT TELECOMMUNICATIONS TRANSPORTATION TREASURER TRIAL COURTS Total Departments FY 1996-97 Actual 851.00 120.00 297.00 7.00 4.00 3.00 3.00 3.00 4.00 10.00 106.00 596.25 10.00 26.00 135.78 12.00 737.30 57.00 14.00 238.60 63.00 183.40 53.00 7.00 2,630.50 1.00 64.00 96.00 256.00 349.19 8.00 228.75 540.00 22.00 377.50 53.00 337.50 45.50 76.84 54.00 41.00 503.25 63.00 14.50 12.00 2,108.00 45.00 28.00 677.60 42.00 511.00 66.00 12,792.46 FY 1997-98 Actual 937.00 125.00 334.00 7.00 4.00 4.00 4.00 3.00 4.00 20.00 70.00 589.00 11.00 27.00 165.00 13.00 742.00 55.00 14.00 245.00 65.00 158.00 49.00 7.00 2,099.00 1.00 63.00 81.00 286.00 421.00 10.00 244.00 589.00 21.00 444.00 47.00 342.00 47.00 77.00 66.00 37.00 460.00 66.00 14.00 19.00 2,188.00 19.00 29.00 764.00 45.00 522.00 64.00 12,717.00 FY 1998-99 Actual 949.00 135.00 329.00 7.00 4.00 3.00 4.00 3.00 3.00 20.00 64.00 596.00 10.00 29.00 177.00 15.00 796.00 53.00 14.00 272.00 60.00 158.00 46.00 1.00 1,812.00 1.00 64.00 82.00 281.00 459.00 12.00 294.00 679.00 22.00 361.00 38.00 263.00 50.00 74.00 65.00 33.00 441.00 65.00 8.00 19.00 2,235.00 17.00 29.00 819.00 41.00 512.00 64.00 12,588.00 FY 1999-00 Actual 1,045.00 130.00 325.00 7.00 4.00 4.00 4.00 3.00 4.00 32.00 62.00 599.00 10.00 29.00 223.00 13.00 831.00 54.00 14.00 267.00 60.00 192.00 42.00 11.00 1,766.00 1.00 64.00 79.00 295.00 446.00 16.00 36.00 280.00 794.00 24.00 353.00 39.00 298.00 52.00 80.00 93.00 33.00 479.00 69.00 7.00 19.00 2,428.00 18.00 29.00 873.00 42.00 511.00 64.00 13,253.00 FY 2000-01 Actual 1,120.50 146.00 1.00 326.00 7.00 4.00 4.00 4.00 3.00 4.00 33.00 67.00 620.00 10.00 30.00 220.40 16.00 850.00 54.00 15.00 266.75 62.00 202.50 36.00 9.00 3,013.25 46.00 64.00 81.00 287.00 466.25 1.00 15.00 287.01 784.00 18.00 345.70 38.00 292.50 54.00 86.50 108.00 35.00 459.24 69.00 34.50 19.00 2,482.50 18.00 30.00 910.20 42.00 511.50 64.00 14,773.30 FY 2001-02 Actual 1,175.00 132.50 321.80 7.80 3.00 3.00 4.00 4.00 3.50 33.00 67.00 666.00 10.00 30.00 8.25 263.75 18.00 828.50 54.00 15.00 15.00 283.00 63.00 235.00 43.00 1.00 3,326.01 41.00 64.00 67.25 368.00 14.00 16.00 300.06 827.50 53.00 69.00 22.00 357.47 39.00 291.50 64.00 98.46 115.00 433.30 35.00 523.48 71.25 9.50 20.00 2,465.00 12.00 30.00 981.00 42.00 504.00 64.00 15,611.88 FY 2002-03 FY 2003-04 Acutal Acutal 1,092.00 1,144.00 140.00 143.60 322.00 321.00 8.00 7.00 3.00 3.00 3.00 3.00 3.50 3.50 4.00 4.00 3.50 3.50 34.00 33.00 66.50 62.00 689.00 695.00 7.50 9.00 10.00 10.00 30.00 30.00 7.25 7.25 264.78 363.75 11.33 13.50 917.25 987.55 54.00 54.00 15.00 15.00 16.00 24.00 273.50 300.50 60.75 63.00 248.25 269.00 44.00 42.00 1.00 3,326.01 3,528.29 34.00 31.00 64.00 66.20 51.00 369.00 436.00 15.00 21.00 16.00 15.00 868.50 919.00 60.50 63.50 74.75 79.00 22.00 21.00 357.47 415.43 40.00 35.00 63.00 66.00 104.00 87.00 125.00 159.00 430.30 435.80 35.00 34.00 534.89 567.60 71.25 70.25 6.75 8.75 19.00 19.00 2,487.75 2,731.50 14.00 13.00 30.00 32.00 43.00 42.00 477.75 479.00 64.00 57.00 1,273.31 1,247.33 15,423.79 16,273.35 FY 2004-05 Actual 1,166.00 134.00 151.00 321.00 7.00 3.00 3.00 3.00 3.00 3.00 33.00 106.17 683.00 10.00 30.00 9.50 380.63 21.00 996.50 55.00 16.00 30.00 194.84 59.75 301.00 44.00 3,691.44 31.00 55.00 478.20 18.00 15.00 962.00 78.50 96.00 25.00 364.49 35.00 66.00 88.00 185.00 470.10 37.00 564.05 80.25 8.75 20.00 3,223.50 12.00 32.00 477.00 59.75 1,376.03 17,313.45 FY 2005-06 Actual 1,169.00 142.00 149.00 365.00 8.35 3.00 3.00 3.00 3.00 3.00 33.00 108.00 736.50 10.00 31.00 11.50 357.20 21.50 998.80 61.00 15.00 23.00 202.84 55.75 262.00 48.00 34.00 55.00 474.75 16.00 15.00 951.00 80.00 96.00 32.50 403.67 35.00 70.00 88.00 190.00 475.50 36.00 558.50 82.25 7.25 21.00 3,782.00 13.00 33.00 479.00 60.75 1,463.51 14,376.12 FY 2006-07 Adopted 1,237.00 164.00 158.00 358.00 9.00 3.00 3.00 3.00 3.00 3.00 33.00 109.00 771.50 7.00 31.00 11.50 367.95 25.50 1,036.65 58.00 14.50 24.00 204.75 55.00 264.00 56.00 43.00 53.00 470.75 16.00 20.00 951.00 82.00 96.00 35.30 37.00 73.00 90.00 214.00 476.60 36.00 587.46 84.25 6.50 21.00 3,835.00 18.00 33.00 484.00 62.75 1,523.51 14,359.47 Within each department, positions may be budgeted from a variety of funding sources. In general, as discussed earlier in this document, the General Fund covers the bulk of Personnel Services, with monies from Special Revenue, Capital Project, Enterprise and Internal Service funds covering the rest. A chart is included in the Personnel Plan section detailing this. Countywide staffing from FY 2005-06 to FY 2006-07 decreased by 16.65 full-time equivalents (FTE’s), or .12%. Significant changes in staffing levels from FY 2005-06 to 2006-07, including variance explanations, are provided by department at the end of the Budget Summary Schedules section. 25 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Communications 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 FY 2006-07 Maricopa County budget, its processes, issues and anticipated outcomes 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 Executive Summary, Budget Summary Schedules, Capital Projects, and Financial Forecast sections. Other Planning Processes The Maricopa County budget process is closely tied to the Managing for Results system that integrates strategic planning with budgeting and performance measurement (see the Managing for Results section for details behind this successful planning process). The combination of the budgeting and strategic planning processes, particularly in terms of budgeting to achieve desired results, is referred to as Budgeting for Results. The Budgeting for Results Accountability Policy provides for the control of the budget at the department level. The Reserve and Tax Reduction Policy provides for long-term financial stability and low, sustainable tax rates through responsible use of non-recurring resources, appropriate and minimal use of debt, and maintenance of reserve funds. This policy sets budgetary and financial guidelines regarding the reduction of taxes. The Reserve and Tax Reduction Policy demonstrates a commitment to the maintenance and, when possible, reduction of tax rates while ensuring that Maricopa County remains financially stable and accountable to the citizens. Detail regarding Maricopa County’s other planning processes and their effects upon the budget, including those mentioned above, (i.e., Managing for Results Policy, Budgeting for Results Policy Guidelines, Budgeting for Results Accountability Policy, and the Reserve and Tax Reduction Policy), and the Vehicle Replacement Policy, General Government Policy, Policy for Administering Grants, Performance Management Process, Funded Position Policy, Requests for Additional Funding (Results Initiative Requests) process, Use of the Jail Excise Tax process, and the Capital Improvement Plan processes may be found in the Executive Summary, Strategic Direction, 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 Executive Summary section, including the procedures for amending the budget after adoption. This budget document is also available on the Internet at: http://www.maricopa.gov/budget/default.asp. A separate 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. Capital projects completed generally require additional operating budget resources for upkeep, maintenance, security and other costs associated with additional acreage, mileage or square footage. There are two budget calendars included in this document. There is a Budget Process Timeline that provides a general guideline for developing the budget and supplements the budget process narrative in the Executive Summary section. The actual Budget Calendar used for developing and adopting the FY 2006-07 budget may be found in the Attachments section, along with the Budgeting for Results Policy Guidelines. Communicating with Charts and Graphs Charts/tables and graphs are used throughout the budget document to highlight financial and statistical information. Detailed narrative interpretation is provided when the message 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, trends and impacts upon the budget. The County History and Statistics, Mandates, and Departmental Strategic Plans and Budgets sections contain the most charts/tables and graphs. 26 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance Revenue and Expenditure Classifications Narrative, tables, schedules, and matrices show the relationship between different revenue and expenditure classifications (e.g., funds, programs, organizational units) in the Budget Summary Schedules section. Maricopa County’s fund structure, or relationship between the County’s functional units and its financial structure is explained in the Executive Summary section, (i.e., the reader is able to learn the relationship between functional units and the entity’s financial structure). Revenue and expenditure information is cross-classified into other formats, which may be found in the Summary Schedules section. Some of these formats include the cross-classification by major revenue classifications across funds, by major objects of expenditure across departments and by funds across departments. Table of Contents A Table of Contents is provided at the beginning of this document. It is very comprehensive for a document of this size and allows the reader to quickly locate information. A sample is provided below. County Manager’s Transmittal Letter Expenditure Uses 1 Econometric and Demographic Trends Property Taxes Managing For Results Detention Operations Criminal Justice Issues Public Health Mandated Health Care Maricopa Health Plans Capital Improvement Program Employee Issues and Concerns Impacts from the State of Arizona Conclusions 2 2 2 3 3 4 4 5 5 7 7 8 Glossary A glossary is provided in a section at the back of the budget document. The glossary defines technical terms related to finance and accounting as well as terms related to Maricopa County. The glossary is written in simple language, specifically for the non-technical reader. Several examples follow. Demand Measure: A measure of the number of total units of service or product anticipated to be demanded or needed by the customer. Examples include, number of residents eligible for job training or number of building inspection applications received. Personal Services: A category of expenditures within the budget that includes salaries, benefits, temporary help, special pay, overtime, and salary adjustments. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Family of Measures: A set of the four categories of performance measures that are used to measure the performance of an activity. The categories of measure are result, output, demand and efficiency. Acronyms used in this document are defined in the Glossary section, with examples below. GAAP: Generally Accepted Accounting Principles. MCSO: Maricopa County Sheriff’s Office. 27 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget At A Glance ISF (Internal Service Fund): A proprietary fund that accounts for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis like a business. The County and Community It Serves Statistical and supplemental data that describes Maricopa County and the community it serves, including other pertinent background information related to the services provided may be found in the County History and Statistics section. This section also provides statistical information that defines the community such as demographics (e.g., population, composition of population, and land area). Supplemental and other pertinent information regarding Maricopa County and the local community and economy (e.g., major industries, employment, building permits issued, healthcare services provided, and maps) can be found in both the County History and Statistics and Financial Forecast sections. The FY 2006-07 Annual Business Strategies Document This document is formatted and printed in such a way as to enhance understanding and utility to the reader’s needs. Page formats are consistent, each showing the current section of the document in the header, the page number at the bottom, and the department name at the top of each page in the Departmental Budget Schedules section. Large bold headings identify what is being presented, and the use of “(Continued)” on the top of pages is added when deemed essential, and, when related information is split between pages. Although this document is large, as is the County it represents, the information presented is vital to a full understanding of Maricopa County, its budget, budget processes, mandates, impacts, and the citizens it serves. The level of detail presented in this document is done so at the request of management, Elected Officials, and the citizens of Maricopa County. This Budget At A Glance section is provided so that the lay reader may quickly obtain a comprehensive understanding of all that is contained herein. The table of contents helps the reader locate information quickly within the document. Charts and graphs are provided throughout the document with sufficient information as 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 History and Statistics, Mandates, and Departmental Strategic Plans and Budget sections to view the areas containing the most charts and graphs. 28 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter Transmittal Letter To: Don Stapley, Chairman, District 2 Fulton Brock, District 1 Andrew Kunasek, District 3 Max Wilson, District 4 Mary Rose Wilcox, District 5 The 2006-07 budget includes some of the strongest revenue projections that have occurred in Maricopa County for over a decade. The extraordinary growth in population has helped drive this strong revenue surge; however, a tremendous demand for services is also occurring as a result of having over 110,000 new residents move into the valley each year. We are the fourth and on the way to being the third largest county in the nation with an estimated population of 3.6 million residents now. The recommended budget is $2.128 billion, which is a 5.4% increase over the 2005-06 revised budget. The increase is primarily due to enhancements in employee compensation and benefit packages, growth in the justice system and large, increased contributions paid to the State of Arizona for mandated health care costs. This compares to an increase of population and inflation of 5.4%. Each year, the Board of Supervisors adopts the budget guidelines, which provide policy direction for County departments and the Office of Management and Budget. These instructions are followed when developing the recommended budget. The guidelines for the 2006-07 budget abide by similar themes to past years by directing departments to concentrate on justice issues, mandated public health programs, and employee compensation and benefits. The Board of Supervisors also added an important element by voluntarily limiting the growth in our secondary property tax levies. The Board has decided to self-impose a 2% limit on taxes levied on existing properties, parallel to the constitutional limits that exist on the primary property tax levy. This will ensure that the growth in secondary levies are limited appropriately, despite the large assessment increase that occurred on the property tax roles this year. Expenditure Uses Maricopa County is not a chartered county providing for elements of home rule; therefore, most of our mission is set in statute by the State of Arizona. We are, essentially, a service delivery arm of state government. Our organization is very diverse and includes public safety and justice issues, public and environmental health, infrastructure such as regional planning and transportation, and general government functions, which include elections, FY 2006-07 Adopted Budget recordings, property assessments, treasury and tax $2,125,832,525 collection for local government. Again, our programs and activities are largely based on mandates from the State of Arizona. Maricopa County provides services that are traditionally government functions, but also tries to be innovative in its approach to solving community issues. Our human services campus, which has been developed through partnerships with non-profits and other governmental entities, is dealing with the homeless population in Maricopa County. This campus provides compassion, but also attempts to change the status Education 0.27% Public Safety 35.89% Culture & Recreation 0.35% General Government 32.56% Highways & Streets 8.43% Health, Welfare & Sanitation 22.50% 29 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter of this population by giving them skills to reshape their lives. This budget provides for a continuation of innovative and entrepreneurial solutions to problems. It includes funding for new crime prevention programs, expanded public health capacity and funding for environmental issues. A graphical illustration of our expenditures is shown above. Mandated health care and public safety make up nearly 60% of our expenditures. Econometric and Demographic Trends Maricopa County continues to be one of the fastest growing regions in the United States. The County is growing at a rate of 3.3% per year. The long-range growth for this community is expected to be around 3.0%, while the national average is closer to 1.0%. Maricopa County also far exceeds the national employment growth rate. We are growing at 6.4% as compared to 1.5%, the average for the rest of the nation. This fuels our strong economy, but also pushes market-based salaries higher as we compete for a trained and skilled workforce. Growth in our revenue base continues to be exceptional. In 2005-06, our forecast shows a projected growth in State Shared Sales Taxes of 15.1%. For fiscal year 2006-07, that growth will slow to 7.3% but will still be quite strong. State Shared Vehicle License Taxes are growing in the current year at 11.4%, and are budgeted at a lower growth rate of 5.4% for next fiscal year. While the strong revenue base is good news, economists state that much of the revenue growth is considered transitory. Our current revenue growth is based on large capital gains by consumers, as well as construction sales taxes. These conditions will slow beginning in the next fiscal year. Caution is recommended as revenue growth is predicted to drop back to more traditional levels of 4.5–6.3% in coming years. It is important that our baseline expenditure growth stay consistent with growth patterns of our traditional revenues. Property Taxes Property tax rates in Maricopa County are the lowest of the large urban counties in Arizona and are at their lowest rate in 27 years. Our proposed overall county-controlled property tax rate is $1.4348 per $100 of assessed valuation. This is a drop in the overall tax rate of $.0263. The savings on a $250,000 home is estimated to be $6.57. The County’s primary property tax rate is recommended to be $1.1794, which is a $.0177 reduction. A major advantage for the taxpayers of Maricopa County is the fact that we do not have a secondary debt service property tax levy. For government jurisdictions of our size, this is fairly unprecedented. We do not have any outstanding general obligation bonds, and the business convenience debt we do have is minimal. This has occurred through careful planning and fiscal discipline. The Board of Supervisor’s has directed staff to pay cash for capital improvements whenever possible, and if debt financing is necessary, to do so within the capacity of the primary property tax levy. At this point Maricopa County could ask the voters for up to $5.56 billion in general obligation bonds. This is the legal debt limit that exists for our County at this time. The Board’s conservative approach to funding capital and infrastructure has saved Maricopa County taxpayers tens of millions in interest and bond issuance costs. Managing For Results Maricopa County is nationally renowned for its Managing for Results program. We received an A- in this category from Governing Magazine and Syracuse University during the Government Performance Project review of counties in 2002. We are continually working to improve our program and have taken major steps to develop a very comprehensive and usable strategic plan. 30 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter In April 2005, the Board of Supervisors held a two-day strategic planning session. It was a successful review and assessment by Supervisors and County leaders of issues, challenges and opportunities that the County faces as it seeks to balance fiscal restraint with ever-growing demand for public services. As a result of those concentrated sessions, revised mission and vision statements were adopted and a new set of strategic priorities were developed. They are listed below: Mission Statement: To provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Statement: Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Priorities: • • • • • • • Ensure safe communities and a streamlined, integrated justice system. Promote and protect the public health of the community. Provide regional leadership in critical public policy areas. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. The Board of Supervisors formally adopted the new strategic plan in June 2005. County departments then developed specific objectives and action plans for carrying out the Board’s plan. The County’s progress in accomplishing the new strategic plan is covered in a mid-year and annual performance report available at www.maricopa.gov/mfr. For the second year in a row, departments were required to submit additional information with their budget submissions as part of our Budgeting for Results initiative, which is a component of Managing for Results. This initiative ties the budgeting process to results-based fiscal decisions. Enhancements to the process this year included further development of our activity-based costing models and process, including alignment of revenues to activities. This will significantly improve our future fee analysis in specific programs. In a number of departments, realignment of program/activity/service structures occurred, allowing us to make better funding decisions and track the proper results-based performance measures. All of these improvements will allow us to have better information with which to make budgeting decisions, and will ensure that the dollars allocated are meeting the desired results. Detention Operations Maricopa County has the third largest adult jail detention system in the United States. It is funded by a dedicated sales tax that was approved by the voters in 1998 and extended in 2002. Our juvenile detention facilities are also funded by Maricopa County through the dedicated jail sales tax. The detention fund, as it is known, has a $35 million expenditure increase or 10.3% over last year. The largest increases were due to transfers to the capital improvement programs, major maintenance on various facilities, pay for performance for the adult and juvenile detention staff, and for performance pay and market-based salary adjustments for correctional health workers. 31 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter One of the focuses in the coming budget year is to lower the daily average inmate population and the average length of stay for inmates. Many strategies can be undertaken to lower the population including: streamlined court proceedings, avoiding unnecessary bookings, transferring Sheriff Detention Bookings Average Daily Population sentenced inmates to the State Department of Corrections on a more timely basis, and 11,000 generally lowering the crime rate and trends 10,000 through education and other prevention programs. One of the programs recommended 9,000 for funding in the 2006-07 budget should greatly 8,000 assist with this goal. The SMI (Seriously Mentally Ill) Intervention Pilot Program will be 7,000 FY02 FY03 FY04 FY05 FY06 proj FY07 proj managed by the Maricopa County Sheriff’s Office. The program will work collaboratively with the City of Phoenix Police Department. Law enforcement calls for service involving the mentally ill will be handled in a response team approach, all the way through to the completion of the mental health assessments. This project with be aided by the recently-completed SMI-Data Link computer system initiated through the combined efforts of the Superior Court, the State Department of Health Services, and Maricopa County’s Health Care Mandates Department. The goal is to divert the mentally ill from the jail setting to an appropriate treatment program. It is estimated that at much as 5-7% of the Maricopa County inmate population has a serious mental illness. Many of these individuals would be better served by receiving care outside of our jail setting because they are non-violent offenders. Law Enforcement and Justice Issues Law Enforcement and Justice issues make up 28.8% of our County budget; therefore, criminal justice issues drive a large part of our budget picture. The Board of Supervisors’ strategic priority for criminal justice is to “ensure safe communities and a streamlined, integrated justice system”. Our budget priorities also reflected these directives: 1) Reduce property and violent crime rates through evidence-based crime prevention strategies; and 2) Minimize jail overcrowding by reducing inmate average length of stay in the jail. To this end, there is new funding in the budget for crime prevention grants. Maricopa County has set aside $6.0 million to spend over the next three years on crime prevention. We want to partner with cities, towns and tribal governments to implant evidence-based programs that work with community non-profit agencies. This pilot grant program is meant to generate community interest in the development of crime prevention programs that will stem the flow of growth in the criminal justice system. Another major initiative that we will be undertaking is to reduce methamphetamine usage in the community. This is the fastest growing substance abuse problem in the nation. In 2003, 28% of men and 42% of women booked into the Maricopa County Jail tested positive for meth, and surveys have shown that meth is involved in 65% of child abuse cases statewide. This criminal activity is responsible for increasing jail inmate populations, court workloads, and the safety of our community. There is $2.5 million reserved in our budget to co-sponsor a media campaign and for prosecution related to the meth problem in our community. The media campaign is modeled after the Montana Meth initiative that is having great success in that state. In addition, funding is reserved to address a County Attorney initiative for Meth Prosecution ($840,000) as well as Fraud and Identity Theft Prosecution ($1,020,000), which is closely tied to meth use. 32 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter Caseloads in our Adult Probation Department continue on an upward trend. We anticipate having approximately 28,900 individuals on standard probation in fiscal year 2006-07. Of that group, about 65% are estimated to successfully complete probation, an increase over the current year of approximately 2.5%. This budget calls for adding staff and resources to standard probation at a cost of over $512,000 to keep up with increasing caseloads and improve results. Other Adult Probation programs receiving funding include pre-trial initial appearance, fugitive apprehension, pre-sentence reporting, and field officer communications. In the law enforcement arena, the Sheriff’s Office is receiving funding for mobile data computing. This is a pilot project which will allow deputies to test state-of-the-art wireless technology in their patrol cars. There is also additional funding for the criminal investigations bureau. This division of the Sheriff’s Office investigates sexual abuse, domestic violence and child abuse cases. Finally, the Sheriff’s Office is also piloting an SMI intervention pilot program that is mentioned above in the Detention Operations section. Court caseloads continue to climb with our population growth. In criminal court, we are also seeing an increase in the percentage of cases resolved within 180 days. In fiscal year 2005-06, approximately 85% of the cases will be resolved within the timelines set by the Supreme Court of Arizona. In fiscal year 2006-07, resolved cases should increase to 88%. There are a number of criminal court initiatives that are recommended for funding in the new fiscal year budget. These include two new criminal trial divisions, a critical calendar case flow support team, and a settlement conference division. In family court, caseloads are estimated to grow by 3%. Funding for family night court and continuation of family drug court has been recommended. Further enhancement of the new comprehensive mental health court is also recommended in this budget. Juvenile justice initiatives that will be expanded in this budget are juvenile court services, in-home intervention, and juvenile night court. Public Health Maricopa County is investing an increasing amount in Public Health. We are recommending doing so, however, based on empirical, historical and trend data and with accountability for results. The budget that is being forwarded is adding funding for testing and treatment of Tuberculosis (TB) and Sexually Transmitted Diseases (STD). Both of these programs are mandated public health issues that are best handled by local health departments. The spread of these diseases are of great concern. Last year, Maricopa County invested in new nurses and other medical staff for the TB program. Despite that investment of $770,240, new cases are still on the rise. Rates per 100,000 of Early Syphilis New testing guidelines require a further addition of staff in this program. STDs are another public health concern 12 11.5 that needs to be addressed. This budget recommends 10 13 new staff members to meet the estimated demand in 8.8 8.9 8 8.0 7.8 this clinic. The funding of $751,000 will allow testing and 6 6.2 treatment of an additional 2,760 clients. 4 West Nile Virus continues to be an issue in this community. As is stated below in the Environmental 0 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 Issues, this budget allocates level funding of $3.2 million Proj Proj in appropriated fund balance for this important health issue. Due to the investment made in curbing this initiative last year, deaths from West Nile Virus dropped from 16 in 2004 to 4 in FY 2005. 2 33 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter Environmental Issues Air Quality in Maricopa County has received great attention in the past year as the County strives to improve our environment and clean up our air. Last fiscal year, a reorganization occurred that separated the Air Quality Division from the Environmental Services Department. This separation of duties transpired to ensure that more emphasis was placed on air quality issues in our region. In the past year, Maricopa County exceeded the national ambient standards for particulate matter (PM10) on many days. This component of air quality is difficult to control in Maricopa County’s disturbed earth environment. The Air Quality Department has begun to address these concerns with an EPA-endorsed dust control program, which began in FY 2006. We have added over $542,632 of General Fund monies and 10 staff to provide greater oversight and enforcement of dust generation in the Valley. Other concerns that the department is dealing with include recruitment and retention of qualified staff and reductions in both federal and state grants. Despite these setbacks, revenues are forecasted higher by $2.3 million from the previous year, reflecting increased compliance and enforcement actions. Environmental Services continues to focus efforts on providing a healthy and safe community for the residents of Maricopa County. In Fiscal Year 2006, the department, in conjunction with Public Health, continued its work to prevent the outbreak of West Nile Virus, and $3.2 million has been allocated for this program in the 2006-07 budget. The Environmental Services Department also completed a workload analysis and staffing assessment during fiscal year 2005-06 and is recommending to the Board of Supervisors an updated fee schedule that dramatically increases many of the fees. The fees for many of the services provided by Environmental Services have not been revised for over a decade. Since the department has many important programs including: restaurant and food inspections, swimming pool plan reviews, licensing activities and vector control, revising these fees is imperative to providing high quality services for our residents. Mandated Health Care One of the Board of Supervisors’ strategic MARICOPA COUNTY ALTCS CONTRIBUTION, FY 2002-2007 goals is as follows: “Eliminate mandated fixed $160,000,000 contributions to the State of Arizona in $150,000,000 exchange for reductions in State funding of $140,000,000 County programs with a goal of reducing such $130,000,000 $120,000,000 contributions to 15% or less of the total $110,000,000 general fund expenditures by FY 2009-10.” $100,000,000 $90,000,000 There are three large contributions that $80,000,000 Maricopa County makes to State-managed 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 programs: the Arizona Long-Term Care Fiscal Year System (ALTCS), Arizona Health Care Cost Containment System (AHCCCS), and the contribution for State mental health programs required by the Arnold v. Sarn court ruling. This year the contribution to the ALTCS program is estimated to increase by $20.3 million to $150.3 million. This is a $15.6% increase over the 2005-06 contribution. The Arnold v. Sarn payment is estimated to increase by $2.0 million to $33.2 million, while the AHCCCS acute care contribution is flat at $31.0 million. Together, these liabilities total $214.5 million. This is an uncontrollable component of our operating budget that the County is working to reduce. Our strategic goal explains our position. We want a “good government” model that has the State responsible for State-managed programs, and the County responsible for County-managed programs. To that end, we proposed legislation that would help us achieve our strategic goal. House Bill 2819 would shift funding responsibility for juvenile probation to Maricopa County in exchange for a $7.5 million reduction in the AHCCCS contribution. The bill is still moving through the Legislature. 34 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter The Health Care Mandates Department continues to address several of the most challenging fiscal issues facing Maricopa County. Primary among these is the defense of the so-called ”Pre-AHCCCS tail litigation.” This series of lawsuits initially involved over $360 million in billed charges which hospitals alleged represented emergency health care services provided to indigent patients. Health Care Mandates has successfully settled approximately one-third of the potential liability at less than five percent of billed charges. The remaining $240 million is the subject of a court-mandated “sampled” litigation process. The first trial under this process was conducted in April 2006, with a second scheduled to commence in November 2006. The court decisions in both trials will almost certainly be the subject of appeals by both parties. Capital Improvement Program Maricopa County began its Capital Improvement Program (CIP) in FY 1999-00. Our CIP plan is a modified “pay as you go” financial policy. We use this process for the general fund, detention fund, intergovernmental fund, and transportation fund. The County pays cash for most projects. Other projects use a combination of identified operational savings and lease reversions to pay the debt service on new facilities. Fiscal Year 2004 was the final year of the County’s 1986 General Obligation (GO) bond debt. So in this budget year, the County does not have any GO bond debt, and we have very little long-term debt. The debt that the County has is in the form of Certificates of Participation (COPs) or Lease Revenue Bonds. We pay for the debt service on these with either cash that has been set aside, or lease reversions and operational savings. Beginning in fiscal year 2004-05 and through the 2005-06 budget, we have begun to develop operational capacity that can be used for debt service on larger projects. This budget includes $33.3 million for such an expense, which could purchase approximately $400 million of capital improvements. This strategy will allow us to meet our capital needs without requesting a new GO bond for large infrastructure issues. There are a number of major projects that were completed in fiscal year 2005-06. They include the Northeast Superior Court/Justice Court Expansion, Northwest Consolidated Justice Courts, Human Services Campus – Phase 1, New Administrative Services/ Forensic Science Center Parking, 4th Avenue Jail, Lower Buckeye Jail, and Durango Juvenile Detention/Treatment Facility. Continuing projects include a number of court projects and several other critical business items. They are listed below. • Downtown Justice Center • Maricopa Regional Trails System • Santan Consolidated Justice Courts • McDowell Track Comfort Station • Southeast Justice Center • Park Comfort Stations and Improvements • Southwest Justice Center • Buckeye Hills Shooting Range • Human Services Campus – Phase 2 • Durango Animal Care and Control Facility • Security Building Improvements • Detention Facility Renovations The Maricopa County’s Department of Transportation 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 criterion used by the department includes the following: safety, land use, current and future traffic volumes, cost/benefit analysis, and joint sponsorship. The process also utilizes bonus points for intelligent transportation systems, alternative modes and environmental enhancements. A separate ranking system exists for evaluating potential bridges, channel upgrades, bicycle, pedestrian, and other multi-modal improvements. 35 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter The primary source of funding for the TIP is State Shared Highway User Revenue Funds (HURF). The County must spend these funds only on transportation-related items. Other funds received that are applied to these projects include Federal Highway Administration (FHWA) funds, Maricopa Association of Governments funds, and Federal Emergency Management funds. We also participate in partnerships with other local jurisdictions, State agencies, the federal government, and private corporations. This budget recommends a five-year TIP of $392.5 million. Of that total, $119.2 is budgeted for the 2006-07 fiscal year. Unfunded capital improvement needs are being tallied by the Facilities Management department and are closely monitored by the Office of Management and Budget. There are a number of items that must be addressed in the next several years. As was stated above, we are building operational capacity in the general fund and the detention fund to have a safeguard funding mechanism in the future. The projects that have been identified, but not yet funded, include: Criminal Court Tower, Central Court Remodel, Regional Superior Court Expansion, Parks Improvement Plan, and Sheriff’s Administrative Building, just to name a few. In the coming years, these will be a high budget priority. Employee Issues and Concerns Over the past year, Maricopa County has invested significantly in its employees. The Compensation Division of the Office of Management and Budget (OMB) has reviewed salaries and job descriptions for over 5,200 positions within the last 18 months. This covers over 40% of all County employees. This process has promoted uniformity in our job descriptions and titles, corrected FLSA status, and rightsized salaries compared to the local job market. As a result, market-based salary increases have been implemented throughout the County at an annual cost of over $60 million in all funds. Market studies will continue through the upcoming fiscal year. By the end of the 2006 calendar year, OMB anticipates that it will have studied all “targeted” market ranges (i.e., those with ten percent or greater turnover). There is additional funding reserved for market increases, as well as an average of 3.5% for continuation of our performance management program in each department’s budget. Performance increases will be effective on July 3, 2006. Maricopa County is also concerned about providing a sound benefit package. Our employee health and dental benefits are very competitive with both public and private sector employers. In addition, our programs promote healthy living and choices based on a family’s needs. Our premiums and copayments are reasonable and affordable. Our wellness programs are favorably received by the employees. The employee benefits satisfaction survey Employee Benefits Comparison this year indicated that 97% of our employees are very satisfied or satisfied with their benefit package. Bi-Weekly Paroll Deduction $250 $200 $150 Maricopa County City of Phoenix State of Arizona $100 $50 $0 Employee Only Employee + Spouse Employee + Child(ren) Employee + Family Other employee issues that have been budgeted are retirement system increases. Maricopa County participates in the Arizona State Retirement System (ASRS) and its various programs. All of the plans will have employer-based increases in the coming fiscal year. Maricopa County will need to contribute an additional $11.4 million in the 2006-07 proposed budget for continued participation in these programs. Finally, Maricopa County is developing a number of additional employee- and management-based incentive programs. These include gain-sharing plans, a management incentive program, and a new employee retirement savings account program. These proposed programs will be sent to the Board of 36 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter Supervisors individually for consideration; funding has been reserved in this recommended budget for these innovative programs. Conclusions Our County’s leadership is our key to success. The Board of Supervisors has demonstrated over and over a commitment to be innovative in our approach to solving community issues. This can be further illustrated with some of the new programs recommended in this budget including methamphetamine awareness campaigns, SMI intervention programs, and continued support of the Human Services Campus. Although we are investing wisely in new areas and tracking results, we are lowering the tax rate and using a “pay as you go” capital improvement plan. I want to thank the Board for their continued leadership, as well as the elected and appointed officials of Maricopa County. I recommend this budget with confidence that it will, through our Managing for Results initiative, provide cost effective results for our residents. Sincerely, David R. Smith County Manager On June 19, 2006, the Maricopa County Board of Supervisors adopted the FY 2006-07 Budget totaling $2,125,832,525, with Expenditures of $1,742,187,740 and Appropriated Beginning Fund Balance of $383,644,785. This represents a $2,515,871 reduction from the tentatively adopted budget of $2,128,348,396. On August 21, 2006, the Board of Supervisors approved the tax rate for FY 2006-07 of $1.1794 per $100 of net assessed value. 37 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Transmittal Letter 38 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Strategic Direction Managing for Results Philosophy and Cycle Maricopa County is meeting the challenges of rapid population growth and increasing demand for services with a careful allocation of funding to meet public service needs. The County must plan ahead to make the best possible business decisions concerning future use of limited resources. Good decisions produce results that make a difference in people’s lives and give taxpayers value for their money. Strategic planning is one mechanism used by the County to continually maintain high-quality services and ensure that the most critical needs of the community are being met with measurable results. In 2000, the Board of Supervisors adopted a policy establishing a management framework, called Managing for Results (MFR), which integrates planning, budgeting, reporting, evaluating, and decision making for all Maricopa County departments and agencies. Managing for Results provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. The Managing for Results management system is designed to allow all Maricopa County employees to be able to make the following three statements: 1. What we are doing today contributes to our strategic direction. (Every department has a strategic plan linked to their operational plan and each employee’s performance plan.) 2. We know what we have done has been effective. (Performance measures are identified and managed by Activity, demonstrating the results produced.) 3. We know how much it costs to deliver our programs effectively and efficiently. (All human and financial resources are tied to the services delivered so we can tell how much they cost and how effectively and efficiently services are delivered.) 39 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Managing for Results is a comprehensive and integrated management system that focuses on achieving results for the customer and makes it possible for departments to demonstrate accountability to taxpayers. MFR provides a common framework under which strategic planning, budgeting, and performance measurement are aligned in a unified, cyclical process with six components that support the process: Managing for Results is a powerful tool for making good business decisions and achieving department and County goals and priorities. The ideas behind MFR are basic: y identify the priorities the County is trying to address; y develop an overall plan for addressing those priorities; y come up with policies, programs, and services that align to those priority areas; y organize and implement budgeting, accounting, and management systems that support the strategies, goals, and objectives laid out in the overall plan; and y develop and track costs and performance data that allow the County to gauge its progress in reaching its goals and objectives. MFR is clearly meant to get elected officials, department directors, program managers, and front-line workers thinking about results as the reason for providing services. Regardless of organization size, structure, or policy area, every County department can apply the principles of MFR to improve performance and demonstrate how effectively and efficiently they are delivering programs and services. A benchmark of MFR success is management and staff commitment to using MFR principles and practices and linking results-based thinking to decision making, day-to-day operations, business systems, and to the ‘bigger picture;” and aligning communication and accountability with results. The cycle below depicts Maricopa County’s MFR process. Each phase in this cycle is explained in greater detail on the following page. 40 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Planning for Results A well-executed strategic plan promotes common understanding of a department’s overall direction and purpose so that individual employees can readily determine how their work, actions, and behavior support the strategic direction and overall success. In Planning for Results, current and future trends are examined in terms of how they may affect achieving the mission, vision, and goals of the department. Strategic goals and operational plans are developed into an overall department strategic plan that is aligned to the County’s strategic priorities and goals. Each department plan includes key strategic management elements: Issue Statements, a Vision Statement, a Mission Statement, and Strategic Goals, which determine the strategic direction of the department. Operationally, departmental strategic plans are organized into three levels—Programs, Activities, and Services—which determine how the department will deliver results. Defining levels of operation in this manner makes it possible to demonstrate how each level contributes to results at higher levels, creating an aligned organization. Supervisors and managers are able to make day-to-day decisions about resource allocation and service improvements in ways that align with the next higher level of results. The following table depicts this alignment strategy beginning with the overall Countywide vision. Strategic Plan Element Alignment Maricopa County Vision Maricopa County Mission Maricopa County Strategic Priorities and Goals Department Vision Department Mission Department Strategic Goals Program Program Purpose Statement Key Result(s) Activity Activity Purpose Statement Services that compose the Activity Activity Performance Measures Results Outputs Demand Efficiency One of the most powerful tools available in the Managing for Results system is an employee performance management program that makes it possible for employees to see how they contribute at operational, departmental, and County levels. The MFR process strengthens the alignment of the County’s strategic goals with the department’s strategic goals, which in turn, directly links to the performance expectations of each employee. Employee performance ratings are based on the employee’s contributions to the department’s performance results. Measuring for Results Maricopa County has chosen a balanced and practical approach to performance measurement by using a Family of Measures that includes demand, output, efficiency, and result measures. The Family of Measures and other Key Result Measures, such as service quality and employee and customer satisfaction, taken as a whole, provide the context for understanding how effectively and efficiently departments are working toward achieving desired results, and how well the department is performing. 41 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction During the Measuring for Results process, benchmarks and targets are established, and data collection strategies are developed at the Activity level based on recognized data collection standards to ensure accurate and reliable performance information is collected. Budgeting for Results Maricopa County has a budget system that provides financial and performance information to help decisionmakers make informed business decisions to achieve results, and ensures that the budget is driven by Board policy and customer needs and that tax dollars are used to purchase results, not just fund services. The County uses the operational structure developed in the strategic plan to structure financial planning and reporting for each department. The financial cost-accounting system parallels the Programs, Activities, and Services (PAS) delineated within each department’s strategic plan. This allows departments to collect expenditure and revenue data associated with their PAS. Integrating Budgeting for Results with strategic planning is critical to creating an integrated management system where financial resources, policy, department operations, and County staff are all aligned to achieve results. Delivering Results Based on available resources established through the budgeting process, departments develop and implement actions plans to deliver services and collect data about their performance, including but not limited to customer and employee satisfaction. Program performance measures and budgets are monitored throughout the fiscal year. Reviewing measurement data and other information regularly ensures that program requirements are being met, that service delivery is operating effectively, and that resource allocation is appropriate and in line with the department plan. Analyzing and Reporting Results Performance data are collected and analyzed to provide County decision makers with information about how well a department is providing services and achieving its goals. Performance information also is used by all levels of management and staff to identify problems in existing programs, to try to identify the root causes of problems, and/or to develop corrective actions. The Maricopa County Internal Audit Department has put procedures in place to ensure that department performance information is sufficiently complete, accurate, valid, and consistent to provide assurance that reported data can be relied upon for decision-making. Maricopa County is accountable to its residents by communicating what it does or does not achieve. After data have been gathered and analyzed, departments communicate the results to both employees and the public. Countywide, departments report performance measure data and progress toward achieving goals via the Managing for Results online database, which is available to the public through the Maricopa County website. Public reporting of performance results help citizens understand how their tax money is being used to produce results. Evaluating and Improving Results Overall evaluation of what the performance information is telling County and department leadership about the effectiveness and efficiency of programs and services leads to improving performance. Departments regularly compare organizational and individual performance against established goals and objectives and performance targets, and use the information from this evaluation to determine the need for improvement and/or the need for program or policy changes. They also use organizational performance information to plan and budget, identify priorities, develop strategies, and make resource allocation and policy decisions to ensure that the most critical needs of the community are being met today and in the future. 42 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction County Strategic Plan The Countywide Strategic Plan is the overarching plan that guides the direction of County services based on priorities established by the Board of Supervisors. The 2005-2010 Maricopa County Strategic Plan contains the County’s mission and vision statements and a set of strategic priorities and goals that establish a roadmap of what the County aspires to achieve over the next five years. The plan focuses on ensuring safe communities, promoting public health, providing regional leadership, encouraging sustainable development, enhancing the County’s fiscal strength, maintaining a quality workforce, and increasing citizen satisfaction. Each priority area has several goals and specific measures to evaluate performance. These goals and measures are long-term in nature, targeting the year 2010 to achieve the Board of Supervisor’s vision for the community. Mission The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe community. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. County Strategic Priorities • Ensure safe communities and a streamlined, integrated justice system. • Promote and protect the public health of the community. • Provide regional leadership in critical public policy areas. • Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. • Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. • Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. • Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. 43 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction S t r a t e g ic P r io r it y 1 S a f e C o m m u n it ie s E n s u r e S a f e Co m m u nitie s a n d a S t r e am lin e d , Introduction In t e g r a t e d Ju st ic e S ys t em Citizens consider their personal safety to be one of the most significant factors affecting their quality of life and where they choose to live and work. Maricopa County has adopted Lead/Support Departments a key strategic priority to ensure safe communities and a • Sheriff streamlined, integrated justice system that strives to reduce crime • Trial Courts (Adult & Juvenile Probation) rates, meet growing law enforcement and detention requirements, • Indigent Representation and equip the County to manage its response to emergencies in an • County Attorney effective, efficient, and timely manner. • County Manager (Government Relations) The rapidly growing population in the County creates challenges, but law enforcement is doing a better job of reducing property crime rates in the County from previous years. The County continues to work with other local governments to develop strategies to address the high property crime rate. The Board of Supervisor’s have established a number of goals related to reducing crime rates in the County. • • • • • Community Services (Human Services) Emergency Management Public Health Facilities Management Integrated Criminal Justice Information System (ICJIS ) • Clerk of the Superior Court Safe Communities Strategic Goal 1 By June 2007, reduce property crime rates and violent crime rates in Maricopa County by establishing and implementing a crime-prevention strategy that encompasses evidence-based practices. Violent Crime Rates y y Maricopa County Violent Crime Rate (violent crime per 100,000 population) 700 The violent crime rate in Maricopa County had been declining since 2000, but in 2005 the rate increased by 4.0%, from 493 crimes per 100,000 inhabitants in 2004 to 513 crimes per 100,000 inhabitants in 2005. 650 600 550 The national average in 2005 was 469.2 per 100,000 inhabitants, an increase of 2.3% from 2004. When compared to similar counties, Maricopa County’s violent crime rate is higher than six of the benchmark counties. 500 450 400 2001 2002 2003 2004 2005 Crime Rate 566.5 572.1 506.5 493.1 513.0 % change n/a 0.9% -11.5% -2.6% 4.0% Source: FBI Crime in the United States, 2005 800 County Comparison of 2005 Violent Crime Rates (rate per 100,000 population) 700 600 500 400 300 200 100 0 Orange 283.6 Santa Clara Multnomah 316.2 Salt Lake King San Diego Maricopa LA Clark Harris 332.3 363.0 469.3 513.0 663.3 674.9 712.6 327.3 Source: FBI Crime in the United States, 2005 44 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Property Crime Rates y y Maricopa County Property Crime Rate (property crimes per 100,000 population) The property crime rate continued to decline in 2005, with a decrease of 4.4% from 2004. The property crime rate has decreased by more than 10% since 2001. 6,500 6,200 5,900 5,600 The property crime rate of 5,236 per 100,000 inhabitants in Maricopa County is third highest among the benchmark counties and is higher than the national rate of 3,230 per 100,000 inhabitants. 5,300 5,000 2001 2002 2003 2004 2005 Property crimes 5,860 6,275 5,853 5,478 5,236 % change 3.80% 7.10% -6.70% -6.40% -4.40% Source: FBI Crime in the United States, 2005 Comparison of 2005 Property Crime Rates (rate per 100,000 inhabitants) 6,000 5,236 5,000 5,287 5,359 4,613 4,408 4,221 4,000 FY06 County Progress/Achievements: 3,308 2,861 3,000 • Maricopa County is funding a three-year, $6 million Crime Prevention Grant, offering funding to cities, towns, and tribal governments to support and enhance their efforts in providing evidence-based crime prevention programs. Orange Santa LA San Diego Harris Multnomah Clark Maricopa Salt Lake King • Maricopa County is contributing $2.5 million to Clara cosponsor an anti-methamphetamine media campaign modeled on the “Montana Meth” Education Program. Additionally, funding has been approved for the County Attorney’s Office to create a Methamphetamine and Illegal Drug Bureau to concentrate drug prosecutions in one bureau using experienced, specialized prosecutors to handle cases. The County Attorney’s Office is establishing a Crime Prevention Education Program to provide citizens with the latest crime prevention information and techniques and encourage citizens to participate in prevention efforts. Maricopa County Justice System (McJustice)—an interagency committee comprising 13 justice agencies—is working with Maricopa Association of Governments (MAG) to create a new Regional Crime Prevention Initiative consisting of leaders from business, government, minority, nonprofit and public-interest organizations to assist with planning for an enhanced regional approach to preventing crime. MAG has agreed to establish a Stakeholders Group to examine potential collaborations centered on crime prevention. The Sheriff’s Office continues to expand the successful ALPHA Program, an in-jail substance abuse treatment program, designed to reduce recidivism rates among offenders. The program helps slow growth of the daily inmate population by preventing repeat offenses and the revolving door syndrome. In FY06, the program graduated 518 individuals. The Adult Probation Department’s Fugitive Apprehension and Revocation Division is collaborating with the U.S. Marshal Task Force and HIDTA (High Intensity Drug Trafficking Areas) Meth Lab Task Force to target high-intensity drug trafficking areas. In addition to working with the U.S. Marshal and HIDTA, the Adult Probation Department warrant officers work jointly with Mesa Police Department warrant officers to apprehend individuals who have absconded from probation. The officers meet on a regular basis with a specialized team of officers from the various precincts in search of probation absconders. These teams include X-Ray squads, Special Assignments Unit, and Rapid Deployment officers. Specialized sex offender and neighborhood round-ups have taken place throughout the Valley. 2,648 2,394 2,000 1,000 0 Source: FBI Crime in the United States, 2005 • • • • 45 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Safe Communities Strategic Goal 2 By July 2007, develop a plan to meet the demands placed upon law enforcement and detention operations due to population and business growth in Maricopa County. Fast Facts Victims, witnesses, defendants, and members of the community expect resolution of cases without unnecessary delay. Court caseloads continue to climb with the County’s population growth. Resolving cases in a timely and efficient manner will help to ease the burden on law enforcement and detention requirements, and is an indicator of the County’s efforts toward a streamlined, integrated justice system. 3 Electronic ICJIS transactions: 1/2004 = .5 million per month 1/2005 = 3 million per month 1/2006 = 4 million per month The Courts have established the following standards regarding case resolution: Criminal: 99% of criminal cases resolved within 180 days; Civil: 95% of civil cases resolved within 18 months; Family: 99% of cases (pre-decree) resolved within 12 months; Juvenile Dependency: 95% of cases (pre-finding) resolved within 90 days; Juvenile Delinquency: 95% of cases resolved within 90 days. Percent of cases by type processed within standard Case Type Target FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 Criminal 99% 78.0% 83.0% 86.0% 83.3% 83.4% 84.3% Civil 95% 87.0% 86.0% 95.0% 93.9% 93.5% 95.0% Family 99% 85.0% 85.0% 85.5% 85.2% 88.1% 93.2% Juvenile Dependency 95% na na 88.4% 88.1% 78.2% 61.4% Juvenile Delinquency 95% na na 87.5% 85.2% 80.9% 77.7% na=not available FY06 County Progress/Achievements: • • All McJustice workgroups are focused on managing the average length of stay (ALOS), which directly affects the amount of jail space needed in the County. A consultant group hired to update the 1997 Jail Master Plan is investigating the critical factors affecting average length of stay with a goal of identifying strategies for reducing or limiting increases in ALOS to avoid costly new jail construction. In May 2006, the Clerk of the Superior Court and Sheriff’s Office implemented a new procedure that streamlines the transfer of inmates from County jails to the Department of Corrections (DOC) by creating an Order of Confinement Form (OOC) for the Department of Corrections with all the identifying information required by the Sheriff’s Office to transfer National Association of Counties (NACo) an inmate to DOC; the form is completed at hearing 2006 Achievement Award Winner by the courtroom clerk at the time of sentencing and is given to the courtroom Sheriff at the end of the ICJIS Justice Web Interface (JWI) sentencing. Since implementation of the improved Integrated Criminal Justice Information System process, ALOS of this group declined from 80.4 days Clerk of the Superior Court in May 2006 to 67.9 days in July 2006, the lowest in nearly two years. 46 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • • • Strategic Direction Integrated Criminal Justice Information System (ICJIS) is successfully transitioning from a hub-and-spoke environment to a service-oriented architecture with better capability to connect justice and law enforcement information transactions. All Maricopa County justice and law enforcement entities are connected and benefit from the ICJIS systems. Data exchanges (between two or more entities) are continuing to be developed, implemented, and maintained by ICJIS. The Juvenile Probation Department Juvenile Community Offender Restitution and Public Service (JCORPS) Program matches juveniles with community service projects so that probationers can fulfill the terms of probation and/or other consequences for behavior. During FY06, more than 7,000 juveniles participated in JCORPS, performing 31,788 hours of community service work in Maricopa County. The time spent working represents Restorative Justice in action; these youth learn through repairing harm in the community ($154,140 work value to the community) and restoring a sense of peace while holding offenders accountable for their actions (more than $10,000 earned restitution money). The Sheriff’s Office received funding to establish a seriously mentally ill apprehension intervention program that diverts individuals who commit crimes who are seriously mentally ill to care other than in jails. The Sheriff’s Office received authorization to purchase COPLINK software, which is designed to integrate disparate law enforcement databases that currently exist within MCSO, resulting in a consolidated database that will provide investigative information on a single platform, enabling more efficient investigations. The Adult Probation Community Restitution Program staff coordinates more than 7,500 community service projects annually, and partners with 1,500 non-profit agencies. Annually, probationers complete approximately 900,000 hours of community service representing a value of more than $9 million to the citizens of Maricopa County. In 2004, citizens ranked public safety as the 2nd highest “quality of life” issue. Beginning with the 2006 Community Indicators report, the County began tracking “Citizen Feelings of Safety” based on responses to new questions added to the General Citizen Survey. • • During the summer of 2006, 83% of citizens responding to the survey indicated they felt very safe or safe, while 10% felt unsafe or very unsafe. Results from the same survey showed that 65% of respondents felt about the same or safer this year than last, and 31% felt less safe. Maricopa County Citizen Rating 2006: Feelings of Safety Overall, how safe or unsafe do you feel living in Maricopa County? (Do you feel very safe, save, unsafe, or very unsafe?) Neutral, 5% Unsafe, 9% Very Unsafe, 1% Safe, 62% Don't Know, 2% Very Safe, 21% Source: Maricopa County General Citizen Survey How long it might take to get help is another factor in quality of life and how residents might perceive their safety. A timely response to emergencies contributes to the citizen’s sense of safety and security in their community. 47 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Response Times • In FY06, the Maricopa County Sheriff’s Office responded to 34% of Priority One calls within five minutes or less. This is down from 45% in FY05 but up from FY03 and FY04 levels. Priority One calls for service in FY06 increased 27% over FY05 levels. Strategic Direction Maricopa County Sheriff’s Office Emergency Response Times Percent of Priority 1 calls responded to in 5 minutes or less 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Response Rate FY03 FY04 FY05 FY06 26.5% 32.0% 45.0% 34.0% Source: Maricopa County Sheriff’s Office Maricopa County is working to fully implement National Incident Management Systems (NIMS) best practices into a consistent approach to disaster and emergency management through Maricopa County at all jurisdictional levels and across all related functional disciplines. Maricopa County Department of Emergency Management and Department of Transportation, with support from the Sheriff’s Office, are developing a mass evacuation and mass influx plan, and Emergency Management has coordinated NIMS training for key County departments as well as city/town governments, fire districts, hospitals, and other emergency response agencies. The 2006 General Citizen Survey asked survey participants “How much do you agree or disagree that you have a family preparedness plan to assure your safety in the event of a disaster or terrorist attack? (Would you say you strongly agree, agree, disagree, or strongly disagree?).” More than half of the respondents (56%) agreed with the statement, while 30% disagreed with the statement, and 4% strongly disagreed (9% answered Don’t Know). Safe Communities Strategic Goal 3 By 2010, fully integrate National Incident Management Systems (NIMS) best practices into a consistent approach to disaster and emergency management throughout Maricopa County at all jurisdictional levels and across all related functional disciplines. • • • Showcase in Excellence Awards Maricopa County Adult Probation “Managing Adult Sex Offenders in the Community” FY06 County Progress/Achievements: • 2005 ArizonaQuality Service Award Winners In Fall 2005, Facilities Management completed the master Maricopa County Legal Advocate plan for Emergency Management’s future facility needs. “Case Management System for Felony Cases” In 2006, the County formally adopted a resolution making NIMS the County’s disaster and emergency management system. The Department of Emergency Management and Department of Transportation, with support from the Sheriff’s Office (MCSO), are developing a mass evacuation and mass influx plan. MCSO is developing the security annex for the Maricopa County Emergency Response Plan for the Cities Readiness Initiative (Public Health’s mass pharmaceutical dispensing plan), and continues to conduct emergency management drills and exercises. Emergency Management coordinated National Incident Management System (NIMS) training for key County departments as well as city/town governments, fire districts, hospitals, and other emergency response agencies. This training assists in day-to-day emergency response efforts, especially when collaboration between agencies is required, and will be invaluable if the region experiences a catastrophic disaster 48 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Strategic Direction requiring massive state and federal assistance. Emergency Management also is working with County Staff Development to integrate NIMS training into the Countywide training system. Animal Care and Control, in partnership with the Department of Emergency Management, is coordinating NIMS requirement Emergency Support Function 16, Animal Care and Housing during Disasters, and is working with several Tribal Nations to coordinate efforts. Safe Communities Strategic Goal 4 National Association of Counties (NACo) 2006 Achievement Award Winner West Nile Enforcement Program; Law Enforcement for Animal Protection Task Force County Attorney Ensure that by June 2006, Maricopa County is equipped and able to respond rapidly to a bioterrorist attack or other public health emergency by expanding and enhancing emergency response plans, developing and sustaining the ability of the public health workforce to respond as needed in an emergency, and by meeting state and federal requirements. FY06 County Progress/Achievements: • Public Health Department completed the Public Health Emergency Response Plan in December 2005. This plan complements the Maricopa County Emergency Response Plan and meets all the BioDefense grant requirements. As part of the plan, Public Health is integrating an emergency preparedness project intended to increase and enhance the readiness and response capabilities of Maricopa County in the event of a biological terrorist attack (e.g., anthrax) covering a large geographic region. • Public Health has joined the Electronic Foodborne Outbreak Reporting System (EFORS) operated by the Centers for Disease Control, and is finalizing an electronic food-borne outbreak questionnaire to hasten interviewing and data collection during an outbreak. 49 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction S t r a t e g ic P r io r it y 2 P u b l ic H e a l t h Introduction P rom o te a n d P ro t ect th e P u b lic H e a l t h of th e Com m u n it y The benefits of a healthy community are varied and numerous. It results in a productive workforce and improved quality of life. Additionally, if people are in good health, there is less drain on the limited resources in the healthcare system, allowing other critical issues to be addressed. As part of its strategic plan, the County has set Lead/Support Departments a strategic priority to promote and protect the public health • Public Health of the community by educating the public about healthy lifestyles, partnering with healthcare providers to address • Parks and Recreation public health issues, and supporting the objectives of Healthy People 2010—a national health promotion and disease prevention initiative. Public Health Strategic Goal 1 By January 2010, in support of the public health and health education objectives of Healthy People 2010, increase the quality and years of healthy life (longevity) of Maricopa County residents and work to eliminate the health disparities that exist among the County’s diverse populations. The adult mortality rate is an indicator that captures, indirectly or directly, other aspects of health and well-being. Tracking the rate of deaths before age 75 can point to concerns in the healthcare delivery system or environment. Mortality Rates • The death rate for individuals under age 75 in Maricopa County has been consistently less than the national average. Preliminary data reported by the County’s Department of Public Health for 2005 show 321.2 deaths per 100,000 residents, an increase of 2.3% from 2004. This increase reverses the downward trend the County has been experiencing since 2001. Mortality Rates -- Residents under Age 75 440 (deaths per 100,000 residents) 420 400 390.0 391.1 386.9 375.8 380 360 335.4 329.7 340 322.6 321.2 313.9 320 300 2001 2002 2003 Maricopa County 2004 2005 National Average Source: AZ Department of Health Services For the past decade, the leading causes of death in Maricopa County have been cancer, heart disease and strokes, many of which are preventable by either behavior changes or treatable with early prevention screening. Leading causes of death (non-injury) and the associated age-adjusted death rates in Maricopa County provide a picture of the health status of residents, and show the County’s progress toward achieving Healthy People 2010 national health objectives. • The rate of heart disease deaths in Maricopa County has fluctuated since 2001, but the rate of stroke deaths has consistently declined since 2001. 50 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • Strategic Direction The rate of cancer deaths in the County have fluctuated since 2001, as have diabetes-related deaths. The rate of respiratory disease deaths in Maricopa County had been declining since 2001, but the rate increased considerably in 2005, and continues to be considerably higher than the Healthy People 2010 target. Leading causes of death (non-injury), rate per 100,000 residents HP 2010 Target 2001 2002 2003 2004 2005 Cancer 159.9 155.4 153.3 152.2 160.8 155.8 Heart Disease 166.0 158.3 170.4 166.8 157.3 158.6 Stroke 48 48.3 46.9 43.2 43.0 39.1 Diabetes-Related 45 45.8 41.7 48.4 44.5 47.7 Respiratory Disease 62.3 133.3 129.2 122.2 115.2 127.7 Source: Arizona Department of Health Services Many childhood diseases can be prevented and on-going good health can be achieved by ensuring that children receive the proper immunizations. Immunization is considered to be one of the most important interventions available for preventing serious diseases among infants and children. Children who receive immunizations are protected from dangerous childhood diseases such as mumps, polio, and tetanus. The positive effects of receiving the immunizations are felt throughout a community, from the school system, to the work environment, as well as home life. This indicator measures the efforts at improving the overall well-being of infants and children by tracking the percent of children who have received a full complement of immunization by 24 months of age. Immunization Rates • In 2005, the child immunization rate in Maricopa County was lower than the national average, but the County is closing the gap to the national average. Information provided by the National Immunization Survey showed that in 2005 the percent of children ages 0-2 in Maricopa County who have received a full complement of immunizations increased to 75.8% from 73.2% in 2004. Immunization Rate (for children at 24 months old) 80% 77.3% 72.4% 72.9% 75% 77.9% 75.8% 74.2% 73.2% 71.0% 70.7% 68.6% 70% 66.0% 65% 62.5% 60% 55% 50% 2000 2001 2002 Maricopa County Source: National Imm unization Survey 51 2003 National Average 2004 2005 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction FY06 County Progress/Achievements: • • • • Public Health leadership is developing a revised strategic plan for the Department that will incorporate the Countywide goals. The plan, expected to be completed in September 2007, includes an infrastructure component with objectives that include the centralization of Department services, review and revision of all Department policies and procedures, and strengthening the grants management process. The plan also will have components addressing Department services and the reduction of health disparities. West Nile Virus cases statewide declined significantly in the first half of 2006 due in part to the County’s increased monitoring and chemical fogging efforts. Between January 1 and August 31, 2006, only 13 human infections were reported statewide, compared to 106 human infections and four deaths in 2005. The Human Services Department Education Division, through its Head Start Zero-Five Program, ensures children are properly immunized and maintain current with a schedule for well-child and dental exams to ensure health and dental needs are identified in a timely manner. In FY06, Parks and Recreation added six new programs at the Desert Outdoor Center relating to water safety for the County’s youth, and conducted a Boat Safety/Water Safety Event at Lake Pleasant Regional Park. Public Health Strategic Goal 2 By July 2008, form successful community partnerships with health care providers and other governmental agencies throughout Maricopa County to cooperatively address public health issues. FY06 County Progress/Achievements: • • • • • • • • The Maricopa County Board of Supervisors has launched a discount card program to help consumers cope with the high price of prescription drugs. Maricopa County is making free prescription drug discount cards available under a program sponsored by the National Association of Counties (NACo) offering a substantial savings off the retail price of commonly prescribed drugs. Emergency Management and Human Services developed a County plan for dealing National Association of Counties (NACo) with the effects of excessive heat 2006 Achievement Award Winner emergencies in cooperation with the National Weather Service, City of Phoenix, and private IGNITE: A Campus Capacity Building Program; www.Quitersblog.com: A Tobacco Users on-line Quit Journal partners such as the Salvation Army. Public Health Emergency Management collaborated closely with several homeless population advocacy and faith-based groups in the development and implementation of the plan, as well as in public outreach efforts. As a result of this partnership, the County saw a considerable drop in heat-related deaths in the summer of 2006. Public Health is collaborating with Arizona State University Resiliency Solution Group—a research project analyzing perinatal experience among women who have delivered babies. Public Health is responsible for surveying and workup; Arizona State University is responsible for data analysis. The Environmental Services Department is leading an effort to develop partnerships between County community colleges and industry to increase food manager and food handler testing and certification sites and to develop food manager and food handler certification programs to help reduce the spread of food-borne disease. Public Health is collaborating with St. Luke’s Health Initiatives and the “Alliance for Innovations in Healthcare” program to improve perinatal outcomes. Human Services Department Community Services Division is active in the West Valley Community Alliance Committee on Health, Wellness, and Safety, which has a goal of creating standards for care givers to improve and safeguard the quality of in-home care for elderly and disabled persons. Public Health is collaborating with St. Luke’s Health Initiatives and the “Alliance for Innovations in Healthcare” program to improve perinatal outcomes. In November 2005, Healthcare for the Homeless (HCH), a program of the Public Health Department, joined other homeless providers in moving to the new Human Services Campus (HSC) located in downtown Phoenix. By participating in the HSC and working closely with other providers, Healthcare for the Homeless is 52 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction able to target outreach efforts to other HSC providers throughout the day. This maximizes exposure to HCH programs by homeless individuals who may access services other than those provided at HCH. Moreover, collaboration with other campus providers allows HCH to gain useful insight into the characteristics and behavior of subgroups accessing other services. Public Health Strategic Goal 3 Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. Number of Regional Park Visitors 2.00 (in millions) 1.50 1.19 1.26 1.25 1.26 1.00 0.50 0.00 FY03 FY04 FY05 FY06 Sources: Maricopa County Parks and Recreation Department FY06 County Progress/Achievements: • • • Parks and Recreation and Public Health are 2005 Arizona State Quality collaborating on a communication plan to provide Award Winner information about how the public can maintain a healthy life and be aware of the hazards to their health. Pioneer Awar d for Quality A February 2006 radio show brought together representatives from the two departments to discuss Maricopa County Parks and Recreation the benefits of hiking, biking, and outdoor activities. In April 2006, the Parks and Recreation Department participated in the Children’s Health and Immunization Fair using bilingual staff to provide park information to event attendees. The Parks and Recreation Department received a $12,152 grant from the Arizona Office of Tourism for marketing and advertising its Regional Parks System to residents and non-residents to encourage more participation in activities at the parks. • In FY06, Parks and Recreation Department successfully Fast Facts conducted a Fitness Challenge Hiking Series at Usery Park. The program began in January 2006 and included hikes every 3 178 miles of trails in the Maricopa other weekend through May 2006. Approximately 20 hikers County Park system completed the entire series. Other healthy lifestyle programming offered in FY06 included Stop Smoking-Start 3 More than 1.2 million visitors to Hiking, Monthly Senior Hikes, Brisk Walking, Campground Maricopa County parks each year Fitness Hike, Sweat into the Sunset Fitness Hike, Fitness with a View, Dog Hike, Moonlight Hikes, and Family Bike Rides. 53 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction S t r a t e g ic P r io r it y 3 R e g io n a l L e a d e r s h ip P r o v i d e R e g io n a l L e a d e r s h i p in C r itic a l P u b lic P o l ic y A r e a s Public policy plays a pivotal role in creating an environment that enables citizens to maintain a high quality of life. The County is positioned to take a leadership role in many important Lead/Support Departments policy issues. The Maricopa County Board of Supervisors has set as a strategic priority to continue its leadership role in the region in • Trans port ation addressing such issues as transportation, elections, housing, • Elections • Community Development economic development, youth and families, education, public health • Human Services and safety. Regional Leadership Strategic Goal 1 By June 2009, annually complete 85% of planned transportation infrastructure projects on-time and within budget. • • • • • • Public Health Housing Authority Superintendent of Schools County Manager (Government Relations) Parks and Recreation Library District The ability of residents, workers, and goods to move within the County is integral to Maricopa County’s quality of life and economic prosperity. Worker commute time is an indirect measure of the effectiveness of regional transportation planning and other development activities. Maricopa County Average Commute Time Commute Times • Average commute time in Maricopa County rose in 2005 from 24.5 minutes to 26.4 minutes, adding nearly two full minutes to workers’ drive time. • The County’s average commute time (26.4 minutes) was higher than the national average (25.1 minutes) and higher than six of the other nine benchmark counties. 27.0 (in minutes) 26.4 26.5 26.0 25.5 25.1 25.0 25.0 24.5 24.7 24.4 24.5 24.4 24.3 24.3 24.7 24.3 24.2 24.0 23.5 23.0 2000 2001 2002 Maricopa 2003 2004 U.S. Source: U.S. Census Bureau, American Community Survey Comparison of Commute Times in 2005 (in minutes) 30.0 29.0 26.4 26.5 25.8 26.0 25.2 24.0 22.0 Commuting to Work in Maricopa County 2005 27.6 28.0 23.6 23.7 23.9 Santa Clara Multnomah Clark 21.2 20.0 18.0 Salt Lake San Diego King Maricopa Orange Harris Source: U.S. Census Bureau, American Community Survey 54 LA 75.5% 14.4% 2.2% 1.5% 2.2% 4.2% Drove alone Carpooled Took public transportation Walked to work Used other means Worked at home 2005 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction FY06 County Progress/Achievements: • The Department of Transportation (MCDOT) Project Management and Construction Division has identified factors affecting project success and have implemented appropriate Project Management Institute (PMI)principled project management methodologies and tools to Transportation Improvement Program (TIP) projects to gain better control of project scope, schedule, and budget. • In cooperation with representatives from the Maricopa Fast Fact Association of Governments and the Arizona Department of Transportation, MCDOT provided support to the West Valley Transportation Committee to identify, analyze, and evaluate 3 452 lane miles of surface treatments scenarios to accelerate construction of the Interstate 10 (overlay, chip-seal, preservative-seal widening project between Loop 101 and SR 85 as identified in Proposition 400. processes) were completed on County • MCDOT implemented Job Order Contracting as an roads in FY06. alternative delivery method to help speed up project delivery. Regional Leadership Strategic Goal 2 By January 2006, identify and recommend alternative strategies to increase the capacity and the ease of voting in the County. Maricopa County is working to increase voter satisfaction with the process of voting by increasing the capacity and the ease of voting in the County. Early voting is intended to reduce lines at polling places making voting easier and more efficient. Maricopa County Elections Voter Satisfaction March 2006 Voters’ rating of satisfaction with ease of voting According to the Maricopa County Elections Department, in the March 2006 elections, 112,662 ballots (regular and provisional) were cast; 63% were mail/early ballots. In the September 2006 elections, 293,947 ballots (regular and provisional) were cast; 39% were mail/early ballots. Somewhat, 3% No, 2% No Response, 2% Yes, 93% Percent of total ballots cast by early voting Early voting March 2006 Sept 2006 63% 39% Source: Maricopa County Elections Department In the March 2006 election, a post-voting survey was distributed to voters who cast ballots at the polls. Of the 1,707 responses received (4.3% response rate), 93% responded “yes” when asked “Were you satisfied with the ease of voting?” FY06 County Progress/Achievements: • After completing an extensive cost study to create four Mega Early Voting (EV) Centers, the Elections Department concluded that, at $20 per ballot, excluding the cost of rental for usage of sites, it was not cost effective to implement the program. In conjunction with the cost study of the creation of Mega EV Centers, the 55 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • Strategic Direction Department has made great strides toward establishing 84 additional voting precincts in areas where long lines existed in the last General Election, and in new high-growth areas of housing developments. These facilities will be serviced by well trained election workers and more advanced technology, allowing the department to better serve the voting public, and reduce waiting time at the polls using a more cost-effective method. Partnering with other cities and towns, the Elections Department has created strategically located “satellite” Early Voting centers to increase the capacity and ease of voting in the County. In conjunction with the County’s Communications Office, the Elections Department developed an extensive advertising campaign that continues to inform voters within Maricopa County about the Proposition 200 effect, and about early voting opportunities. The campaign is conducted in both English and Spanish, and has included public service announcements and commercial spots distributed to local media (print, radio, and television). The Elections Department introduced the first-in-the-nation Deaf Link, a tool designed to assist the deaf and hard-of-hearing voters. Deaf Link provides those who use American Sign Language as their language of choice easier access to public information and assistance, reducing the wait for translation services. Users can connect to Deaf Link via computer and a translator will appear on the screen instantly to provide requested translation. Regional Leadership Strategic Goal 3 National Association of Counties (NACo) 2006 Achievement Award Winner By July 2007, complete all phases, including fundraising, for the regional Human Services Campus for the homeless and partner with other organizations working to prevent homelessness and support home ownership in the County. Voter Language Assistance Proficiency Assurance Program Elections Homeownership contributes to safe, stable neighborhoods and is associated with increased property values. The percentage of residents living in owner-occupied housing is an indicator of the economic strength and quality of life of the region and of Countywide efforts to support increased homeownership. Homeownership in Maricopa County has been consistently higher than the national average indicating that Maricopa County has a relatively solid base of households who own their own homes. In 2005, the percent of residents living in owner-occupied housing was 67.5%, down from 68.2% in 2005. Maricopa County Housing Rate of Homeownership (% of residents living in owner-occupied housing) 80% 70% 68.3% 68.1% 65.7% 68.0% 66.4% 66.8% 68.2% 67.1% 67.5% 66.9% 60% 50% 40% 2001 2002 2003 Maricopa Source: U.S. Census Bureau, American Community Survey 56 2004 U.S. 2005 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction FY06 County Progress/Achievements: • • Phase I of the Human Services Campus opened in November 2005 and is operating at full capacity. The Capital Campaign has achieved $22.5 million in cash commitments as of June 30, 2006. Phase II of the Human Services Campus construction (NOVA Safe Haven) will be completed in April 2007. During Fiscal Year 2006, the Maricopa County Board of Supervisors signed a memorandum of understanding with Neighborhood Housing Services of the Southwest (NHS) to administer HUD’s new American Dream Downpayment Initiative (ADDI). This program makes up to $10,000 available to qualified low-income, firsttime homebuyers in Urban Maricopa County to use for acquiring a home. Regional Leadership Strategic Goal 4 National Association of Counties (NACo) 2006 Achievement Award Winner By July 2006, establish a policy to encourage Departments to seek opportunities to build partnerships and relationships with all area governments, including Tribal Nations, in order to create a fuller sense of community for all residents of Maricopa County. Producing Leaders of Tomorrow (PLOT) Human Services FY06 County Progress/Achievements: • • • • The Library District finalized a revised Intergovernmental Agreement (IGA) with the Town of Gilbert for the Town to begin reimbursement to the District for the cost of operating the Southeast Regional Library over the next five years. After that, the District will continue to operate the library for the Town but at no cost to the District. The Library District also approved an IGA for the District to operate Gilbert Branch #2 with the Town paying the District for all costs; and approved an IGA with the City of Avondale for the District to set up the new Avondale Civic Center Library (the City will take over operations at the end of five years). Finally, the District issued revised IGAs to 13 County municipal governments to increase the Reciprocal Borrow Program reimbursement from $20 per registered borrower to $29 over two years. Human Services Department Community Services Division will be participating in a public-private partnership with Arizona Public Service, the U.S. Department of Housing and Urban Development (HUD), and the Housing Authority of Maricopa County (HAMC) to weatherize a 20-unit, HUD-certified Section 8 housing complex owned by HAMC. Weatherization of these units will reduce energy costs for the residents. Partnering with the Arizona State University W.P. Carey School of Business, Maricopa County engaged three teams of students from a “Changing Business Process” class to work with the County on business process improvements. In FY06, one team helped to establish operational procedures for the County’s newly formed Department of Finance Grant Unit, one team worked with the collections group in Finance, and another team worked on the employee suggestion program “Rewarding Ideas” with the County Manager’s Office. All the teams provided reports of findings and recommendations on ways to improve the operations of all three programs. Public Fiduciary has led an effort to establish a multidisciplinary team of state and local agencies to increase the investigation and prosecution of vulnerable adult abuse Fast Facts and financial exploitation. Partners from Adult Protective Services, Area Agency on Aging, Arizona Statewide Elder Abuse Taskforce, Maricopa County Sheriff’s Office, Arizona 3 248,260 dog licenses issued by Animal Attorney General’s Office, Maricopa County Attorney’s Care & Control in FY06 Office, and local law enforcement jurisdictions have been identified as potential partners in this collaborative effort. 3 11,831 dogs adopted by citi zens • The Department of Transportation (MCDOT) completed the construction of the Gilbert Road project from McDowell 3 4,705 cats adopted by citizens Road to SR87, in partnership with the Salt River PimaMaricopa Indian Community (SRP-MIC) and the City of 57 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • • • Strategic Direction Mesa. MCDOT also is working with the Gila River Indian Community on a corridor study for 51st Avenue in the southwest valley, and with the Fort McDowell Yavapai Nation to examine the feasibility of an extension of Usery Pass Road to the north and west. In FY06, Animal Care and Control continued its efforts to eliminate the euthanasia of adoptable pets in Maricopa County. These efforts include "Moonlight Muttness and Meow,” an adoption event that accomplished 179 adoptions in one night. In addition, during the year, the Department reduced the pet adoption prices to attract public attention to the County facilities. As a result of these and other regional efforts, the Department has not euthanized any healthy adoptable pets since October 1, 2005. To help build cooperative relationships with respect to future growth and development, the Planning and Development Department continued its practice of providing local jurisdictions in Maricopa County with the opportunity to analyze and provide input on development in unincorporated Maricopa County. This activity is intended to coordinate with these jurisdictions on issues of mutual concern, and to help with eventual annexations of developments. This coordination process also is used by the Planning and Development Department to develop and implement Maricopa County’s long-range plans. Adult Probation supervisors and probation officers along with local community leaders comprising treatment service providers, homeowners, and small business owners joined with city police, prosecutors and neighborhood service agencies in weekly meetings to address criminal activity in their neighborhoods through the Canyon Corridor Weed and Seed Collaboration. This year the Canyon Corridor was officially recognized as a Weed and Seed site by the Department of Justice Community Capacity Development Office, which, coupled with funding for additional services by police and treatment personnel, will help provide additional resources to combat what was becoming identified as a "blight" situation. The Flood Control District provided regional leadership through the Digital Orthophotography Project. The District initiated a process of annually acquiring high-resolution aerial photography of the County and then sharing the images with local municipalities, Tribal Nations, state agencies, and the federal government on a reimbursement basis. By having a common base map using the same coordinate system, the District is ensuring that data used and developed by member jurisdictions are accurate and usable. The Department of Transportation’s Traffic Management Branch continues to play a leading 2005 Arizona State Quality role in the AZTech Program—a partnership Award Winner between 12 local cities, Maricopa Association of Showcase in Excellence Awar d Governments (MAG), Arizona Department of Transportation (ADOT), and the Federal Highway Maricopa County Department of Transportation Administration (FHWA)—to enhance regional “MCDOT Asphalt Pavement Smoothness Program” traveler mobility and decrease travel time across jurisdictional boundaries, and to provide safer and more efficient facilities for the traveling public. The department, working with ADOT and City of Phoenix Aviation, completed installation of a traveler information travel time project at Sky Harbor Airport, which is the first of its kind in the country. Four liquid crystal display (LCD) monitors are located at the entrances from the general customer service area to the garage area of the new consolidated rental car center. These monitors provide real-time, map-based, travel time and traffic incident information from the rental car facility to major locations on the freeway system to the rental car customers just before they get into their vehicles. T • The Stadium District entered into an intergovernmental agreement with Arizona State University to lease parking space at the Chase Field Parking Garage for students attending classes at ASU’s Downtown Campus. The District also is working with Valley Metro Light Rail by serving on the Light Rail Community Advisory Board to ensure that Chase Field’s operationsare represented and coordinated while the Light Rail construction occurs around the ballpark. • The Office of the Chief Information Officer is part of the Downtown Phoenix Partnership working to bring wireless internet (WIFI) access to Copper Square in downtown Phoenix. 58 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Regional Leadership Strategic Goal 5 Promote, expand, and improve County-sponsored programs and activities for young people in Maricopa County to help them build their skills, develop a sense of civic involvement in the community, and successfully complete their education. Maricopa County is working to promote, expand, and improve County-sponsored programs and activities for young people in the County. Outside of school, one of the best places to learn about civic engagement is the local library. Maricopa County Library District offered more than 2,100 children’s programs in FY2006. The level of participation in County-sponsored youth programs is an indicator of young people’s community involvement. Fast Fact 3 Nearl y 80,000 young people attended the children’s and young adult programs held by the Library District in FY2005-06. In FY06, attendance at Library District youth programs topped 82,000, an increase of approximately 33% from the 63,000 attendance reported in FY05. Attendance at Library District youth programs has increased by more than 100% since FY01. Maricopa County Library District Youth Programs 90.0 82.9 (attendance in thousands) 80.0 70.0 60.8 60.0 63.2 52.9 50.0 41.0 40.0 37.4 30.0 20.0 10.0 0.0 FY01 FY02 FY03 FY04 FY05 FY06 Source: Maricopa County Library District FY06 County Progress/Achievements: • • In FY06, the Library District held 1,963 children’s and young adult programs with a total attendance of 79,699. The Library District completed a tour of a play prepared by Childsplay called “Tomas and the Library Lady,” which was held at all schools in areas served by the District, as well as in all branches, to encourage children to get a special Kid’s Library Card. Over 71,873 children attended 259 performances in 173 schools, plus 59 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • Strategic Direction more attended performances for the public. This play was nationally recognized and resulted in a visit from First Lady Laura Bush who attended a presentation of the play in Guadalupe. The Adult Probation Department recently formed a partnership with Capitol Elementary School to help students become successful in reading. Adult Probation staff help students with reading and other academic projects on a weekly basis. The school community faces significant social and academic challenges, mostly due to the underlying dynamics of poverty. Many students are far below grade level in reading. Research indicates that illiteracy is one of the many factors that contribute to juvenile crime. The help provided through this partnership will support efforts to reduce and prevent crime and help students complete their education. Public Works has established an internship program to provide opportunities for students in a variety of disciplines to obtain real-world experience in the workplace. Students are recruited from a variety of local colleges and universities to reach a diverse population of students. Public Works has been successful in filling more than half of the internships available, and the majority of qualified students hired are female or minority students. The Juvenile Probation Department has been awarded funding to support a Justice Involved Youth with Children education and mentoring program for teen parents brought to the detention facilities. This program, funded by the Governor’s Division for Children and the Arizona Parents Commission, will provide opportunities for teen parents to participate in educational programs that can improve their ability to succeed in the community. Detention staff will develop a curriculum designed to address parenting and life skills training, mentoring, and community-based referrals for service. Community partners include City of Phoenix Human Services, Planned Parenthood, and Girl Scouts – Cactus Pine Council. 60 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction S t r a t e g ic P r io r it y 4 S u s t a in a b l e D e v e l o p m e n t C a r e fu l l y P l a n a n d M a n a g e L a n d U se in M a r ic o p a C o u n t y t o P r o m o t e S u st a in a b l e D e v e l o p m e n t a n d t o P r e se r v e a n d S t r e n g t h e n O u r E n v ir o n m e n t Many factors influence the decision on where people choose to live. Communities where citizens have areas to relax and enjoy the environment and that work to improve their overall livability will ensure sustainable development in ways that meet the needs of the present without compromising the ability of future generations to meet their own needs. In Maricopa County, sustainability issues dealing with air quality, water availability, and open space are becoming increasingly important to the livability Lead/Support Departments of the community. Smart planning has become critical to balance population growth while maintaining • Planning and Development Maricopa County’s famous quality of life and protecting important • Parks and Recreation economic and environmental assets like our military installations and • Air Quality the natural areas. Maricopa County has adopted a key strategic • Facilities Management priority to carefully plan and manage land use to promote • Equipment Services sustainable development and to preserve and strengthen our environment. Open Space in Maricopa County 2,404,550 Acres (Unincorporated Areas) Sonoran Desert National Monument 496,000 acres (20.6%) Barry M. Goldwater Gunnery Range 819,000 acres (34.1%) Tonto National Forest 489,250 acres (20.3%) Maricopa County Regional Parks 120,000 acres (5.0%) BLM Wilderness Areas 480,300 acres (20.0%) Source: Maricopa County Planning and Development Department The County is required by state law to prepare a comprehensive plan “to conserve the natural resources of the County, to ensure efficient expenditure of public funds, and to promote the health, safety, convenience, and general welfare of the public.” Maricopa County 2020, Eye to the Future, the County’s comprehensive plan, was adopted by the Board of Supervisors in October 1997, and subsequently updated with new elements in 2002. A copy is available at www.maricopa.gov/planning. 61 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Sustainable Development Strategic Goal 1 Ensure that applications for development in the unincorporated areas of Maricopa County comply with state law, are consistent with open space initiatives, and allow for the continuation of highway and street corridors into and through new developments. FY06 County Progress/Achievements: • • Beginning in January 2006, the County increased the Development Master Plan voluntary stipulation from $150 per unit to $250 per unit, with revenues dedicated to park and trail development. Progress is being made on a land transfer transaction regarding Dunnivant Park under State Parks guidelines in exchange for a new property acquisition for the Maricopa Trail. Sustainable Development Strategic Goal 2 Improve quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. Maricopa County Miles of Recreation Trails by Trail Type Maricopa County owns and maintains approximately 184 miles of recreation trails in its Countywide system, and has consistently increased the miles of trails over the past few years. This includes 142.3 miles of multi-use trails, up from 136.3 miles (+4%) in 2005, 5 miles of barrier-free trails, and 36.3 miles of competitive tracks. 150 125 100 75 50 25 0 2003 2004 2005 3.2 5.0 5.0 5.0 Designated Multi-Use 127.4 134.6 136.3 142.3 Competitive Tracks 34.7 36.7 36.7 36.3 Barrier Free 2006 Source: Maricopa County Parks and Recreation Department FY06 County Progress/Achievements: • • The Board of Supervisors approved a resolution on December 7, 2005, outlining the County conservation goals. Facilities Management initiated two Leadership in Energy and Environmental Design (LEED) projects—San Tan Consolidated Justice Courts and Downtown Justice Center—that are aiding in the outline of policy requirements. LEED emphasizes state-of-the-art strategies for sustainable site development, water savings, energy efficiency, materials selection, and indoor environmental quality. Planning and Development staff drafted a Noise Ordinance, which was adopted by the Board of Supervisors on December 21, 2005. • Air quality continues to be a major problem in the National Association of Counties (NACo) Valley. The newly formed Air Quality Department is Center for Sustainable Communities 2005-2006 Award Winner* designing a website to ensure public and business awareness of air quality information, programs, issues Human Services Campus and regulations so that the public can effectively contribute to the attainment of the national ambient air *Recognizing innovative counties for creativ e county-led partnerships to develop sustainable communities standards. • Planning and Development is conducting preliminary research to prepare a report on potential eco-friendly building codes, and to draft a design manual for eco-friendly building guidelines for voluntary compliance by developers. 62 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • • • Strategic Direction Parks and Recreation received a $250,000 grant from the Gila River Indian Community to be used for the protection of the parks’ boundaries. In FY06, Solid Waste Department disposed of 58,083 tons of waste tires dropped off at designated Maricopa County facilities; 100% of the tires were properly recycled. In FY06, Solid Waste Department disposed of 58,083 tons of waste tires dropped off at designated Maricopa County facilities; 100% of the tires were properly recycled. In August 2005, Parks and Recreation participated in the State Land Auction and purchased .79 acres of land for the regional trail system. Planning and Development has initiated a Regional Coordination Program with the Town of Buckeye in regard to land use, infrastructure and service planning for the area between Buckeye and Tonopah. Three coordination meetings have been held to date. Noticeable progress is being made by the Environmental Services Department toward regional water and sewer planning. On September 21, 2005, the Board approved $3.1 million for the initial four revitalization projects in the regional park system. Sustainable Development Strategic Goal 3 Continue to preserve military installations in Maricopa County, including Luke Air Force Base. Progress/Achievements: • Planning and Development complies with all reporting and noticing requirements for the State Attorney General’s Office, Luke Air Force Base (LAFB), the State Department of Commerce, and other recognized stakeholders with regard to the Statedefined “area in the vicinity of a military airport” and the “high noise and accident potential zones” around military airbases. In particular, staff has a very cooperative relationship with Luke Air Force Base’s Community Initiatives Team and routes all application materials to various entities for review and comment prior to Technical Advisory Committee meetings. They incorporate all comments into the staff recommendations. LAFB sign-off is required for a staff recommendation of approval. All public hearing notices specifically state site location with proximity to the airbase. The State Attorney General’s Office and LAFB are informed of any case approvals within two working days. Military Installations in Maricopa County • Luke Air Force Base • Luke Auxiliary Field #1 • Barry M. Goldwater Range • Gila Bend Air Force Au xiliary Field • Ari zona Air National Guard, Phoenix Sky Harbor Airport • Papago Park Military Reservation (Ari zona Army National Guard) • Air Force Research Laboratory Sustainable Development Strategic Goal 4 By June 2006, enhance and expand conservation programs in order to reduce energy and water consumption. FY06 Goal Status: Partially complete. Facilities Management and Equipment Services have integrated conservation strategies into ongoing operations and factored them into capital projects, while balancing costs and benefits. Efforts to enhance and expand conservation programs will continue. Annual Valle y Metro Clean Air Aw ards In October 2005, Maricopa County won four Annual Valley Metro Clean Air Awards. The awards recognize individuals and organizations that help improve air quality and reduce traffic congestion. The County was recognized for the following: Outstanding Trip Reduction Program over 500; Outstanding Vanpool Program; and Outstanding Site Coordinator; and in the category for individuals recognition, Margie Rutigliano, who works for Superior Court, was named outstanding bus rider. 63 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Maricopa County Facilities Energy and Water Conservation 100 Usage per sq. ft. 90 80 70 60 50 40 30 20 10 0 FY03 FY 04 FY05 FY06 Water Use (gal.) per sq. ft. 85.9 70.0 59.4 58.0 Energy Use (kWh) per sq. ft. 30.8 32.0 31.9 31.7 Source: Maricopa County Facilities Management FY06 County Progress/Achievements: • • • • The Maricopa County Board of Supervisors approved the installation of a state-of-the-art, flat-panel solar thermal system at the Desert Outdoor Center at Lake Pleasant. The project, in cooperation with Arizona 3 58,083 tons of waste tires were Public Service, is the first of its kind in Arizona, and one of a handful in dropped off at a designated Maricopa the United States. The panel will provide solar energy for the Desert County facility in FY06; 100% of the Outdoor Center to power the heating and cooling system, reducing tires were properly recycled. overall electrical consumption by more than 25%. • On an on-going basis, Facilities Management is completing projects for lighting retrofits, window film, building commissioning, building automation control upgrades and replacements, LEED Building programs, and water conservation projects with targeted conservation goals. In an effort to enhance water conservation, Planning and Development has prepared a plant National Association of Counties (NACo) palette geared toward indigenous plant species 2006 Achievement Award Winner and appropriate habitat types that is being used Environmental Standards for Construction of Reclaimed Water Liens; to review landscape plans for projects within Cultural Competence for Hispanic/Chinese Specialty; designated scenic corridors. West Nile Virus Fight the Bite ‘05 Campaign; Equipment Services implemented bio-diesel fuel Intergovernmental Mobile Food Compliance Sweeps Environmental Services into Maricopa County’s fleet increasing the alternative-fueled fleet by 430 on-road vehicles, an increase from 15% to 37% of the County’s total fleet. An irrigation system designed to increase efficiency and reduce waste is under construction at Estrella Mountain Regional Park; it is scheduled to be completed in December 2006. Fast Facts Governor’s Energy Efficiency Awards In March 2006, Maricopa County received three 2005 Governor’s Awards of Merit for Energy Efficiency. The Governor’s Awards recognize the energy conservation and renewable energy projects of organizations in Arizona. The County received awards for the new Downtown Justice Center, which has several energy-efficient elements, such as fluorescent lighting, a foam roof, and an energy-efficient HVAC system; for the Department of Transportation (MCDOT) warehouse lighting retrofit, which included replacement of fixtures with energy-efficient lamps and electronic ballasts and motion sensors; and for the County’s conversion from traditional cathode ray tube (CRT) computer monitors to liquid crystal display (LCD) screens that have lower energy usage requirements and greater functionality. 64 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction S t r a t e g ic P r io r it y 5 F is c a l S t r e n g t h C o n t in u e t o E x e r c i se S o u n d F in a n c ia l M a n a g e m e n t a n d B u il d t h e C o u n t y’ s F i sc a l S t r e n g t h w h il e M in im i zin g t h e P r o p e r t y Ta x B u r d e n The ability of the County to meet the needs of its citizens is directly related to its ability to achieve and sustain fiscal stability. The County’s strategic priority to continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden will create the foundation necessary to achieve the outcomes that citizens desire. Many factors influence the County’s ability to achieve this priority. Current and accurate property valuation, as well as prudent spending plans and responsible spending, are key in minimizing the overall tax Lead/Support Departments burden of our citizens. Prudent spending plans and responsible spending are keys in minimizing the overall tax burden of our citizens. Maricopa County’s property taxes are charged for each $100 of assessed value of property. The Primary Tax supports the County General Fund, which pays for the general operations of the County. This indicator measures the County’s fiscal strength based on its ability to keep the property tax from increasing. • • • • • • • • • • Office of Management and Budget Library District Flood Control District Stadium District County Manager (Government Relations) Facilities Management Finance Elected Officials Parks and Recreation Materials Management Fiscal Strength Strategic Goal 1 Continue to strive to reduce the overall property tax rate. FY06 County Progress/Achievements: • • Maricopa County’s overall property tax rate—which includes the Primary Tax, and secondary tax rates for the Flood Maricopa County Overall Property Tax Rate Control District and the Library District— (per $100 of Assessed Value) $1.7500 held flat at $1.5448 per $100 of assessed value for three years in a row, but has $1.5748 $1.6000 $1.5448 $1.5448 $1.5448 declined for the past three years, to $1.4748 $1.4611 $1.4348 $1.4748 per $100 of assessed value in $1.4500 FY05, $1.4611 in FY06, and $1.4348 in $1.3000 FY07. The Board of Supervisors approved $1.1500 Budgeting for Results Guidelines and Priorities for FY2006-2007 for the County $1.0000 FY01 FY02 FY03 FY04 FY05 FY06 FY07 and Stadium District on December 5, 2005, and for the Flood Control and Source: Maricopa County Office of Management and Budget Library Districts on January 4, 2006. These guidelines provide direction to the Office of Management and Budget and all departments so they can develop a sustainable, structurally balanced budget that achieves, within available resources, the County’s mission and goals. As part of the guidelines, the Board established selfimposed limits (2%) on the Flood Control and Library District property tax levies. In June 2006, the Board of Supervisors approved the FY 2006-07 Final Budget which called for a combined tax rate reduction of $0.0263. 65 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • Strategic Direction The Department of Finance County Collections Unit (CCU)—which collects post-sentence fines, fees and restitution, and Superior Court Deferral Filing Fees, Jury Fees, Complex Litigation Fees, Failure to Appear for Jury Duty Fines, and Indigent Defense Reimbursement Fees—implemented several initiatives to enhance collections and realized a 35% increase, from $2,820,510 in FY05 to $3,818,590 in FY06. In the FY 2006-2007 Adopted Budget, the County increased non-tax revenues to the General Fund by $17.8 million (33%), which would have been comparable to five additional cents in the property tax rate. Fiscal Strength Strategic Goal 2 Maricopa County will seek to eliminate all mandated fixed contributions to the State in exchange for reductions in State funding of County programs with the goal of reducing such contributions to 15% or less of total General Fund expenditures by Fiscal Year 2009-10. FY06 County Progress/Achievements: • • The Governor of Arizona signed legislation (HB 2819), which Maricopa County supported, that will permanently shift funding responsibility for Juvenile and Adult Probation to Maricopa County in exchange for reductions in County fixed contributions to the State. With the adoption of the FY2006-07 budget and signing of HB 2819, mandated fixed contributions to the State have been reduced from 20.2% in the FY2005-06 Adopted Budget to 18.7%. Fiscal Strength Strategic Goal 3 As part of the budget, by July 2007, develop, identify funding, and begin implementing a long-range plan for addressing the County’s capital infrastructure needs in a manner consistent with the County’s interests in strengthening its financial position. Capital Projects Completed in FY2006 ♦ Durango Juvenile Detention/ Treatment Center ♦ Fourth Avenue Jail FY06 County Progress/Achievements: ♦ Human Services Campus—Phase I • ♦ Lower Buckeye Jail With the Board’s approval of the FY2006-07 Budgeting for Results Guidelines on December 5, 2005, the Office of Management and Budget will begin working with Facilities Management on developing a Five-Year Capital Improvement Program for adoption with the FY2006-07 Budget. ♦ Northeast Superior Court/Justice Court Expansion ♦ Northwest Consolidated Justice Courts ♦ Parks Comfort Station Improvements ♦ Security Building—Phase III Fiscal Strength Strategic Goal 4 By July 2006, develop a plan and strategy for implementing new economic and contracted commercial ventures that will generate additional revenues for the County. Fast Fact FY06 Goal Status: Partially complete. Some strategies have been adopted and implemented; others remain under consideration. FY06 County Progress/Achievements: • • 3 As of June 2006, the Finance Department has generated more than $4.3 million in revenue from the sale of surplus real estate assets. The County has awarded a contract to Front Row Marketing to investigate sponsorship opportunities in the form of naming rights, licensing of intellectual property, and commercial advertising on County sites, etc., that would result in additional revenue to the County. The Board of Supervisors approved an initiative to begin construction of a public marina at Lake Pleasant Regional Park. The privately funded, $20 million project began construction in mid-2006, and is scheduled to open to the public in January 2007. Lake Pleasant Marina Partners has been awarded the 35-year contract, 66 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • Strategic Direction which is estimated to bring nearly $5 million in revenue to the Maricopa County Parks and Recreation Department. The Board of Supervisors approved the purchase of the 7,000-seat Sundome Center for Performing Arts in November for $10 to transfer ownership from Arizona State University to the County. The center, renamed the Maricopa County Events Center, is broadening its appeal by offering acts to attract residents from throughout the County. Los Angeles-based Nederlander Downtown Inc., which operates several theaters worldwide, is paying the County to manage the facility. The Stadium District has increased overall revenues for the ballpark through Day Use and District Events sales and by developing several new entrepreneurial revenue streams. The District also has increased Maricopa Count y Events Center marketing revenues by selling advertising on the instadium LED Boards. 67 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Strategic Priority 6 Quality Workforce M a in t a in a Q u a l it y W o r k fo r c e a n d E q u ip C o u n t y E m p l o ye e s w it h t h e To o l s, S k il l s, W o r k s p a c e , a n d R e so u r c e s Th e y N e e d t o d o T h e ir Jo b s S a fe l y a n d W e l l Maricopa County recognizes the important role its employees have in the success of its operation. Their contribution is valuable in the provision of quality services to citizens. The County has established a strategic priority to maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Through this strategic priority the County strives to become an “Employer of Choice” as measured by increasing retention rates, increasing the pool of qualified applicants, and ensuring employee satisfaction on human resources issues such as morale, compensation, training, and management practices. Lead/Support Departments Quality Workforce Strategic Goal 1 By January 2008, adopt and implement a competitive total compensation package and a workforce development plan to enhance recruitment, retention, and advancement that results in improved customer service to Maricopa County citizens. • • • • • • Office of Management and Budget Human Resources Employee Healt h Initiatives County Manager (Diversity) County Manager (Communications ) All Departments Best practice organizations routinely use employee attitude surveys as standard practice for providing employees and management with up-to-date information on how an organization is doing from an employee perspective. This indicator is a measure of employee morale and job satisfaction among workforce in County-appointed departments based on results from an annual employee satisfaction survey. Maricopa County Employee Satisfaction with Job 100% 80% 71% 76% 75% 74% 76% 79% FY 02 FY 03 FY 04 FY 05 FY06 60% 40% 20% 0% FY 01 Source: Maricopa County Employee Satisfaction Survey Employee satisfaction predictors measure employee perceptions and attitudes along several dimensions that have been identified through research as having a direct influence on overall job satisfaction. When employees perceive these dimensions favorably, they tend to have higher morale and are more satisfied with their jobs. 68 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction According to an annual survey conducted by Maricopa County Research and Reporting, all of the predictors have shown increases in satisfaction in the six-year period from FY01 to FY06. Employee satisfaction with Pay and Benefits and with Working Conditions have shown the greatest increases, while Communication has remained relatively level during this period. Employee rating of various satisfaction predictors (Scale: 2=very dissatisfied, 8=very satisfied; above 5=positive, below 5=negative) FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 Management Practices 5.20 5.29 5.26 5.23 5.29 5.39 Working Conditions 5.94 6.08 5.91 6.07 6.10 6.22 Communication 5.26 5.34 5.32 5.32 5.32 5.44 Growth/Advancement 5.74 5.84 5.81 5.79 5.82 5.97 Pay and Benefits 4.98 5.28 5.18 5.18 5.28 5.45 Source: Maricopa County Research and Reporting FY06 County Progress/Achievements: • • • • In FY06, Employee Compensation completed market studies for approximately 30% of positions Countywide. Work is underway in the Countywide administration, information technology, general maintenance, and executive market studies, which include more than 3,500 positions. In the Fall 2005, the County began examining the process to establish Maricopa County as one of National Association of Counties (NACo) the “best places to work.” Representatives from 2006 Achievement Award Winner the Great Places to Work Institute (GPTW), the organization that produces Fortune Magazine’s Educational Assistance Program annual ranking of the “100 Best Places to Work,” Human Resources visited the County in March 2006 to discuss steps Maricopa County can take to understand how it fares as a best place to work in comparison to other organizations—public and private. GPTW representatives conducted focus groups with management team members, employees, and first-level supervisors to learn more about employee perceptions of working for the County. Maricopa County Staff Development partnered with Rio Salado College to provide an on-site program for County employees. Nearly 30 employees participated in the first cohort in the Certificate in Public Administration program, which graduated in May 2006. Human Resources management has initiated a Countywide process improvement initiative to develop an automated solution for the process of completing personnel actions, such as hiring an employee or making changes to an employee’s status. This process affects every Maricopa County department and each employee. Currently, these personnel actions are accomplished using a paper Personnel Action Form (PAF) that requires time-consuming routing and approval. A Countywide PAF process improvement team is working on creating a more efficient process that will lead to more timely personnel actions. AZSHRM Workforce Diversity Awards In October 2005, Maricopa County received two Arizona Society for Human Resource Management (AZSHRM) Workforce Diversity Awards. The AZSHRM gives annual awards representative of best practices in diversity and inclusion for the entire State of Arizona. This year, the Maricopa County Diversity Office won the Government Award, and Maricopa County Diversity Director Tony Lopez won the Diversity Champion Award. 69 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • • Strategic Direction In FY06, 223 employees received training through the County’s supervisory and leadership development programs. Overall, Staff Development offered 471 classes for employees and had nearly 8,000 total attendees. In collaboration with Human Resources, the Office of the Chief Information Officer completed implementation of PeopleSoft e-Recruit, which enables the public to search and apply for County employment opportunities online. The Department of Finance has initiated a Finance Professional Certificate Program, designed to provide Maricopa County employees with the knowledge, skills, and competencies necessary to conduct the financial business of the County. Employee Compensation completed a market study of shift differentials and other forms of premium pay, and an updated premium pay schedule was approved by the Board of Supervisors. Quality Workforce Strategic Goal 2 By July 2007, ensure that the ethnicity base of County employees is keeping pace with the changing demographics of our growing and diverse community. Diversity refers to the spectrum of people that make up County government as well as the residents it serves. Diversity includes people of different ethnicity, culture, gender, religion, age, personal style, appearance and tenure, as well as people of diverse opinions, perspectives, sexual orientation, lifestyles, ideas, thinking and being. Understanding and respect for differences and similarities that comes from a diverse workforce is a predictor of employee satisfaction. This indicator measures how the ethnicity base of County employees is keeping pace with the County’s changing demographics. Maricopa County Employee Diversity (percent of County total workforce by race/ethnicity) County Workforce 2005 County Workforce 2006 White 69.4% 66.3% Hispanic 20.1% 21.4% Black 5.9% 7.6% Asian/Pacific Islander 2.8% 2.6% Am. Indian/Alaskan 1.6% 1.7% Some Other Race 0.2% 0.4% Source: Maricopa County Diversity Office FY06 County Progress/Achievements: • The County is making progress toward its goal of creating a workforce that is representative of the population. According to the Maricopa County Diversity Office, between April 2004 and June 2006, the County has 70 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • Strategic Direction increased the diversity of its employee base, i.e., all minority categories have increased their percent of total employees, which makes the County more reflective of the overall population. In October 2005, the Maricopa County Diversity Office established the 25-member County Diversity Council that includes staff from many different departments. The Diversity Council’s purpose is to plan and publicize events and celebrations, to be diversity advocates within their own departments, and to offer ideas to Human Resources, the Diversity Office, and the County Manager regarding diversity enhancement both internally and externally. Fast Fact • In FY06, more than 22 departments hired or appointed diversity-related coordinators/consultants or have official committees/groups focused on promoting inclusivity and 3 O ve ra l l e m pl o ye e s a tis fa cti o n fair practices. Countywide increased from 76% in • Human Resources Recruiting and Selection Unit met with FY05 to 79% in FY06. staff from the Phoenix Indian Center to discuss strategies for promoting job openings at the County to the local Native American community. As a result of the meeting, the County participated in the Center’s 2-6 Summer Youth Project. Human Resources purchased diversity advertisements in Latino Perspectives, Arizona Informant, and Indian Country Today, presenting the County as a diverse organization that values differences among its employees. Human Resources Fast Fact also attended 30 community-based diversity events and job fairs to promote the County as a diverse employer of choice. 3 80% of employees who have used the Public Works has initiated an interview process that Tuition Reimbursement (TR) Program incorporates diverse interview panels, i.e., all of the interview report they now have the education panels for all positions include either female and/or minority they need to compete for promotions in representation. The hiring managers have found that making the interview panels more diverse brings another perspective the County. to the hiring decision where it may not have been considered in the past. Quality Workforce Strategic Goal 3 By July 2006, complete a review of the employee suggestion program and recommend methods for increasing and promoting higher levels of participation by County employees in generating creative ideas that save the County money and/or improve program and service delivery. FY06 Goal Status: Complete. Implementation of recommendations to be addressed in FY07. FY06 County Progress/Achievements: • In the Spring 2006, the County partnered with the Arizona State University W.P. Carey School of Business to involve a team of students from the “Changing Business Process” class to assist in an assessment of the employee suggestion program. The team completed their assessment and provided recommendations to the “Rewarding Ideas” Committee from the County Manager’s Office for consideration in FY07. National Association of Counties (NACo) 2006 Achievement Award Winner National Association of Counties (NACo) 2006 Achievement Award Winner Info Tech Review (ITR) & Supporting Web Application Department of Transportation SMART Script Saver Employee Health Initiatives National Association of Counties (NACo) 2006 Achievement Award Winner Desktop Refresh Process Office of the Chief Information Officer 71 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction S t r a t e g ic P r io r it y 7 C it iz e n S a t is fa c t io n C o n t in u e t o Im p r o v e t h e C o u n t y’ s P u b l ic Im a g e b y In c r e a s in g C it iz e n S a t is fa c t i o n w it h t h e Q u a l it y a n d C o st -e ffe c t iv e n e s s o f S e r v ic e s P r o v id e d b y t h e C o u n t y Citizens want and deserve quality services from government for their tax dollars. One of the strategic priorities adopted by the Maricopa County Board of Supervisors is to continue to improve the County’s public image by increasing citizen satisfaction with the quality and costeffectiveness of services provided, including effectiveness in telling the public about the services it provides. Lead/Support Depart ments Understanding how the County’s performance is viewed by its customers is paramount to improving the quality of service delivery. According to responses from the General Citizen Survey, satisfaction rating with County government has remained relatively high with more than three out of four citizens surveyed satisfied or very satisfied with County government. In FY06, 80% of the respondents indicated they were satisfied or very satisfied with County government, which is down from the 83% in FY05. • All Depa rtme nts • Chie f In fo rmatio n Office r • Inte grated C rimin al Justice Inform ation System • Cou nty Mana ge r (C ommu nications/Pu blic In fo rmatio n O ffice r) • Office o f Man ag eme nt and Bu dget Maricopa County Citizen Rating: Overall Satisfaction 100% 83% 80% 75% 77% 83% 81% 76% 80% 60% 40% 20% 0% FY00 FY01 FY02 FY03 FY04 FY05 FY06 % rating satisfied to very satisfied with Maricopa County Government Source: Maricopa County General Citizen Survey Citizen Satisfaction Strategic Goal 1 By December 2006, increase accountability to the public for results-oriented government by fully implementing the Managing the Results and performance-based budgeting initiatives. 72 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction FY06 County Progress/Achievements: • • • • In preparation for the FY2006-2007 budget development, the Office of Management and Budget worked with 29 departments to update the strategic elements of their strategic plans (mission, vision, goals) to ensure closer alignment with the overall County plan. In addition, OMB worked with several agencies, including Trial Courts and Medical Examiner, to redefine the program/activity structure and associated family of measures. The Office of Management and Budget’s Managing for Results Team published the 2005 Maricopa County Indicators Report, which provides accountability to citizens by presenting information on how the County is doing in achieving its strategic goals and priorities based on a variety of indicators. The MFR Team initiated a strategic quarterly MFR review to test a framework for supporting performance discussions with leadership and management on a regular basis. In FY06, four departments participated in the pilot; in FY07, an additional five to 10 departments will be added to the program. The County actively supports the Arizona Quality Awards program as a means of enhancing organizational performance and recognizing performance accomplishments. In FY05, four departments earned Showcase Awards, and one department won the Quality Award. For FY06, eight departments completed Showcase Award applications and one department completed the Quality Award application. Citizen Satisfaction Strategic Goal 2 By April 2008, develop a Countywide Information Technology (IT) strategic plan, a set of Countywide IT architecture specifications, introduce an updated set of Countywide IT performance metrics, and develop and implement an IT governance review process. FY06 County Progress/Achievements: • • • As a first step in developing a County IT strategy, the Office of Enterprise Technology (OET) is completing an assessment of the County’s IT capacity and future needs, beginning with an evaluation of the County’s telecommunications operations and network security. An IT Security Subcommittee composed of IT managers from County departments has been formed to establish National Association of Counties (NACo) IT security standards associated with a revised enterprise 2006 Achievement Award Winner IT security policy. Internet Usage Risk Management The Office of Enterprise Technology staff worked with the Internal Audit Office of Management and Budget Managing for Results Team to review and revise the IT Program performance metrics required in departmental Managing for Results plans. The new metrics will be implemented starting in FY07 and will provide a common framework for reporting IT metrics across all County departments. Citizen Satisfaction Strategic Goal 3 By May 2010, improve access to the services offered by the County to ensure the inclusion and participation of our diverse community. M aricopa County Citizen Rating: Responsiveness The County recognizes the importance of being responsive to customer needs and delivering services in a timely manner. To be effective, services should be available when they are needed or requested. The ability to meet this demand is a key component of service delivery. In FY06, 47% of Citizen Survey respondents indicated that the County’s responsiveness was good to excellent, a slight decrease from the FY05 (48%) rating. 100% 80% 60% 46% 46% 48% FY04 FY05 47% 40% 20% 0% FY03 FY06 % rating Responsiveness as Good or Excellent Source: Maricopa County G eneral Citizen Survey 73 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction FY06 County Progress/Achievements: • • • • • • • In FY06, the Library District instituted a 24/7 online live chat reference service for all County residents, allowing customers to ask questions during live chat sessions from their home, workplace, or any other location with Internet access. Department of Transportation (MCDOT) held over 30 public meetings to inform constituents of upcoming projects and to gather public input. MCDOT has established an internal communication process to ensure project status information is readily available. Additionally, MCDOT participated in a community event in Gila Bend and at the Northwest Valley Expo reaching more than 1,500 citizens. The Library District began to implement a plan for the District to access the Internet directly and provide branch phone service via the Internet. It is expected this will save money and provide better and faster service to customers. When fully implemented, the Library District will have one phone number for all 15 buildings and operators answering the phone rather than citizens connecting to a machine. On an annual basis, Maricopa County probation officers visit more than 40,000 homes. Many of these homes consist of individuals or families who are in need of services offered by the County but are unaware the services are available. The Adult Probation Department has created an internal committee that focuses on and encourages working relationships between County agencies to efficiently utilize resources. Probation Officers receive the information they need for their clients while also helping the other agencies reach this targeted audience and improving overall access to services. • Human Services Department Workforce Development Fast Facts brought services to the Center for Hope in Mesa providing General Equivalency Diploma (GED) classes and job training/job readiness to young mothers who are dealing 3 948,470 calls were received by the with addiction issues. In FY06, 25 young mothers were STAR Call Center in FY06. served, eight of them received their GEDs, ten are in job training activities, and several are ready to transition into 3 76% of calls received were answered mainstream housing with their infants as a result of within 30 seconds. employment. • The Public Health Department’s Women, Infants and Children (WIC) activity implemented a successful customer service initiative called STARS to improve service to WIC clients. In Fall 2005, WIC opened a new clinic (Thunderbird in Glendale) as a model STARS clinic, optimizing both business processes and customer service. The Office of the Medical Examiner created a new position to serve as the next-of-kin liaison with various agencies, e.g., consulates, federal government, etc., to better serve citizens. The Office of the Chief Information Officer (OCIO) installed Interactive Voice Response (IVR) functionality for Northeast and Northwest Trial Court locations enabling the public to get answers to frequently asked questions through a telephone menu. The OCIO also implemented Call Center and IVR technology for residents using the County’s Planning and Development permits programs. The Library District implemented a customer comment process through which all customers are encouraged to comment on services provided, and all comments are reviewed and placed into a District-wide database for tracking. • Human Services Department provides an Internet-accessible database, HSDOnline, for caseworkers to provide faster services to their constituency. The database has shortened day-to-day processes, enabling teams to increase customer/client support. • Parks and Recreation has created an Internet-based e-mail system for Parks and Recreation Department users, and the Department is actively promoting the County’s m-info service to park visitors. • Planning and Development has hired a consultant, FM Solutions, to conduct a management study to evaluate Planning and Development’s business processes, including its One Stop Shop Program. Explosive growth in the building industry in Maricopa County has resulted in Planning and Development processing more than 18,000 building permits, 450 entitlement and variance cases and 225 enforcement cases annually. The study will provide recommendations for specific improvements in staffing levels, fee structures, and work process flows. 74 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • • Strategic Direction Animal Care and Control upgraded its automated phone 2005 Arizona Quality Service system to better serve the community through a more Award Winner streamlined, interactive system in English and Spanish. The Showcase in Excellence Awar ds upgrade also includes procedures underway to take dog license renewal payments and make automated outbound Maricopa County Animal Care and Control calls related to adoptions, licensing, animal quarantine, and “License Renewal Process” impoundment. The Office of the Medical Examiner has taken an active role in promoting inclusion and participation of the community. In addition to the development of the online search tool for partner agencies, the Medical Examiner currently is developing a system to place unidentified cases on the Medical Examiner website. A public information campaign is planned to coincide with the implementation of this system to help citizens help the Office in identifying these cases. Members of the public will be able to search the “unidentified” database and provide tips through a telephone line or an online form. Citizens may remain anonymous if they desire. The Parks and Recreation Department added diversity-sensitive interpretive programs to every park schedule. Programs included: Hike for the Visually Impaired, Wheelchair Stroll on the Merkle Trail, Adaptive Kayaking, Four Senses Blind/Disabled/Elderly Walk, Spanish History, and many more. In January 2006, Public Health’s Office of Vital Registration moved to a new facility at 16th Street and Osborn in Phoenix. The new office provides easier access to clients, better client “flow” (i.e., speedier service), and private interview rooms for collecting sensitive information, such as death recording and paternity affidavits. National Association of Counties (NACo) 2006 Achievement Award Winner Digital Flood Insurance Rate Maps Flood Control District Citizen Satisfaction Strategic Goal 4 By July 2010, complete a review of County programs to delete non-essential services and improve the performance of other programs. FY06 County Progress/Achievements: • • The Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors for FY2006-2007 included directions to identify non-essential programs and recommend their elimination. During the annual budget development process, the Office of Management and Budget seeks opportunities for cost savings. One of the key areas of focus for the Office of Management and Budget’s Managing for Results Team is process improvement—providing assistance in analyzing results, identifying areas for improvement, and engaging in structured process improvement efforts. By the end of FY06, more than 50 process improvement efforts were identified throughout the County. 75 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction Examples of Business Process Improvement Efforts Underway or Completed in FY2006 Department(s) Involved Process Improvement Effort Animal Care & Control Animal Licensing Renewal P rocess Air Quality Improving Customer Communications Clerk of Superior Court Accelerated Transfers to Department of Corrections Environmental Services Health Division Food Establishment Placard Award Program Equipment Services Increasing Preventative Maintenance Compliance Facilities Management Asset Inventory Management System (AIMS) Flood Control District Sand & Gravel Permitting Juvenile Probation Restoration, Rehabilitation and Reunification at the Community Level Legal Advocate, Public Defender Case Management System for Felony Case Processing Legal Defender Expediting Early Disposition Court Cas es Dept of Transportation Pavement Smoothness Medical Examiner Cycle Time Reduction - Release of Decedents and Death Certificat es Parks & Recreation Improve Cash-Handling Process Planning & Development Improve One-Stop Shop and Business Processes Public Fiduciary Improve Estate Inventory Process Trial Courts Court Access for Self-Represented Litigants Library District Library Commons, Information Services; Materials, Programs, Outreach Citizen Satisfaction Strategic Goal 5 Establish a comprehensive public outreach and community plan to increase the County’s effectiveness in communicating about the services it provides so that by September 2008 the percentage of citizens who rate the County’s communication effectiveness as poor in the Annual Population Satisfaction Survey will have decreased to 10% or less. Effectively communicating to citizens about services the County provides is key to increasing citizen awareness and understanding about the roles and responsibilities of County government. Through the annual citizen survey, the County asks citizens to rate the effectiveness Maricopa County of the County in communicating information about Citizen Rating: County Effectiveness in its services. In FY06, 45% of citizens responding to Communication 100% the General Citizen Survey rated the communication effectiveness of County 80% government as good or excellent, an increase from 60% the FY05 rating of 44%, but not quite to the 48% 48% 45% 44% 39% 41% rating in FY04. 40% 20% 0% FY02 FY03 FY04 FY05 % rating Communication as Good or Excellent Source: Maricopa County General Citizen Survey 76 FY06 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction FY06 County Progress/Achievements: • • • • • • The Environmental Services Department updated their website to afford the public the opportunity to search for public record reports online, such as restaurants and other food establishment inspection ratings and awards, public swimming pool inspections, and environmental complaints. At the click of a mouse, residents can acquire public records that they once had to obtain at a County office. The website provides County residents insight into the health and safety of regulated facilities and it showcases restaurants that maintain safe food service practices. The Communications Office presented an initial outline to the County Manager to begin development of a new Maricopa County website and outreach program, which includes proposals to begin monthly “County Pages” in local publications, updating print publications, and developing Spanish-language video programs. Animal Care and Control writes a weekly column for La Voz “Classificados y Mas” regarding responsible pet ownership. The column also is featured prominently on the new Maricopa County Animal Care and Control website. The Communications Office has met with the Arizona State University KAET General Manager to discuss partnership opportunities related to KAET’s new production facility to be located on Central Avenue as part of the new Arizona State University Downtown Campus. Parks and Recreation has implemented a simple web-based survey, which is gathering anecdotal feedback from visitors to the website for use in program development and improvement. The Department of Public Health, Office of Community Health Nursing's Community Relations Administrator produces a weekly, live call-in radio show on the leading Spanish-language radio station, “Radio Campesina.” The Department of Environmental Services' Public Information Officer co-hosts this live broadcast with the Campesina show host. The unique show format gives callers an opportunity to talk with health and public safety professionals about issues affecting Maricopa County as well as how listeners may access County resources. This show has developed a rapport with the Hispanic community and has increased communication between Spanish-speaking residents and County government so that services are better utilized. 77 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Strategic Direction 78 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Budget Policies and Process Budgeting for Results Policy Guidelines A. Introduction The purpose of this policy is to set forth the guidelines for developing budgets for Maricopa County, as well as the Flood Control, Library, and Stadium Districts. Maricopa County’s budget process provides for responsible management of taxpayers’ resources, while insuring that funds are directed towards achieving results at all levels. B. Definitions Budgeting for Results: A process in which budgetary decisions are based on or informed by performance information that describes the cost or efficiency of producing an activity and the results achieved for customers. This is accomplished by structuring the accounting and budgeting systems according to the structure of Departments' Strategic Plans. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of funding. C. Policy Guidelines 1. General Guidelines for Budget Development: a). The budget will be based on conservative revenue estimates and will be structurally balanced. The budget will be formulated in accordance with the Reserve and Tax Reduction Policy Guidelines (B1007). b). In accordance with the Board of Supervisors/Board of Directors’ Managing for Results Policy (B6001), Budgeting for Results is part of an overall management system that integrates planning, budgeting, reporting, evaluating and decision-making that is focused on achieving results and fulfilling public accountability. Departments/Special Districts are required to participate in the strategic planning process, and their plans and performance measures, along with strategic direction from the Board of Supervisors/Board of Directors, will be the primary basis for funding decisions. c). The Office of Management and Budget will analyze all base budgets to identify possible reductions, and will analyze all results initiative requests in detail, with particular focus on their impact on results. d) Directors and Program Managers will critically review new, unfunded or under-funded program mandates from the State and Federal governments in order to determine the fiscal impact to the County and to identify funding solutions. e) All positions will be fully funded in the budget or designated for elimination in accordance with the Funded Position Policy (B3001). f) Wherever possible, grants and other non-local revenue sources will be used before allocating General Fund resources or other local revenues. Grant and other special revenue budgets will be developed in accordance with the Policy for Administering Grants (F2001) and the Indirect Cost Policy for Grant Programs (F2002). Matching funds will be budgeted only to the extent required by law or by contracts and agreements specifically approved by the Board of Supervisors/Board of Directors. 79 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Budgeting for Results Policy Guidelines (continued) g) Wherever possible, the annual budget will provide for the adequate and orderly replacement of facilities and major equipment from current revenues based on confirmed analytical review of need. Vehicle replacement will conform to the Policy for Vehicle Replacement (B4002). 2. Revenue: a) Existing grant agreements or grant applications must support budget requests for grants. b) Where appropriate, services and programs will be supported by user fees. User fees will recover the County's full direct and indirect costs, unless market considerations dictate otherwise. All user fees will be reviewed annually in conjunction with the budget development process. Because expenditures supported by user fees are generally subject to the Constitutional expenditure limitation, such expenditures must be carefully reviewed, and user fee rates should be reduced if they can no longer be justified by actual expenditures. c) Anticipated revenue to the County from fee increases will not be budgeted unless the Board of Supervisors/Board of Directors has approved such increases. d) All Departments/Special Districts, including elected officials and the Judicial Branch, will report to the Board of Supervisors/Board of Directors via the Office of Management and Budget all non-appropriated funding sources available to support their operations and programs, either directly or indirectly. When investigatory or security issues are of concern, such issues will be addressed on an individual basis. 3. Expenditures: a) Departments/Special Districts shall submit base expenditure requests within the budget target provided by the Office of Management and Budget. The Office of Management and Budget will develop targets for each fund budgeted by a Department/Special District according to its current budget, with adjustments as directed by the Board of Supervisors/Board of Directors. b) Requests for funding above base level must be submitted as Results Initiatives Requests, and must be directed to achievement of approved strategic goals that align with the direction of the Board of Supervisors/Board of Directors. Requests for additional funding will be considered only if departments/special districts have met the requirements for “Planning for Results” under the Managing for Results Policy (B6001). Results Initiative Requests must be supported by complete performance measures that can be used to monitor and evaluate the initiative’s success if funded. The Board of Supervisors/Board of Directors may annually adopt guidelines and priorities for results initiative requests. The Office of Management and Budget will review all results initiative requests and make recommendations according to the guidelines and priorities established by the board of supervisors/board of directors. c) In order to promote consistent and realistic budgeting of personnel, all personal service budgets shall include a reasonable allowance for personnel savings due to natural staff turnover. The rate of personnel savings should be budgeted based on past experience. Budgeted personnel savings may be budgeted conservatively for smaller departments that are subject to greater variations in staff turnover. d) No "carryover" capital outlay or capital improvements will be budgeted unless specifically approved by the Board of Supervisors/Board of Directors. Departments that do not identify and receive approval for carryover items will be required to eliminate them or fund them from within their operating budgets. 80 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Budgeting for Results Policy Guidelines (continued) e) Major Maintenance projects and Vehicle Replacement for General Fund Departments will be budgeted in General Government. All non-General Fund Departments will fund their own Major Maintenance projects and Vehicle Replacement. 4. Budget Process: a) All Appointed, Elected and Judicial Branch Departments/Special Districts will follow these policy guidelines in preparing their Annual budget requests. b) All Appointed, Elected, and Judicial Branch Departments/Special Districts will submit budget requests to the Office of Management and Budget (OMB) following the detailed timeline, directions and format prescribed by OMB. c) Department/Special District financial reporting structures will be established by the Financial Reporting Review Committee and must be finalized prior to budget submission. d) All budget requests will be submitted at a detailed level by department, fund, organization unit, Program/Activity, object/revenue source, and month. Departments/Special Districts will prepare their budget requests in the budget preparation system provided by the Office of Management and Budget, and will follow all system instructions. e) The Deputy County Administrator (DCA) will negotiate budget recommendations with Elected Officials and Judicial Branch departments. If agreement cannot be reached with the DCA, the Presiding Judge and elected officials may first continue negotiation directly with the County Administrative Officer or, if agreement still cannot be reached, with the Board of Supervisors. 5. Capital Improvement Projects: a) Upon recommendation of the Facilities Review Committee and identification of available funding, the Office of Management and Budget will recommend a five-year Capital Improvement Program to Board of Supervisors/Board of Directors in accordance with the Capital Improvement Program Policy. b) The Board of Supervisors/Board of Directors may allocate carry-over fund balances to one-time capital items in accordance with the Reserve and Tax Reduction Policy (B1007). c) When requesting funding for capital improvement projects, Departments/Special Districts will provide estimates of increased operating costs associated with each individual project. d) Capital improvement program budgets may include a contingency budget reserve to fund project overages of up to 10% or $1,000,000, whichever is less. 6. Internal Charges and Indirect Cost Allocations: a) Internal service departments and County Counsel will develop estimates of base and discretionary charges for each Department/Special District they serve according to instructions and schedules provided by OMB. All estimates will be reviewed by the user departments, OMB and Finance. 81 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Budgeting for Results Policy Guidelines (continued) b) al charges will be based strictly on recovery of actual costs for providing services or sharing use of equipment or facilities; charges between Departments/Special Districts that are based on “market rates” and exceed actual costs are prohibited. Allocation of costs between funds for shared use of buildings or equipment will be determined consistent with the Central Service Cost Allocation plan prepared by the Department of Finance. c) Base-level or non-discretionary internal services will be charged at the fund level. General Fund department charges will be budgeted in, and paid from, General Government. Discretionary internal service charges are the responsibility of the requesting Department/Special District. d) The Department of Finance will assess Central Service Cost Allocation charges from all nonGeneral Fund agencies except grants based on a full-cost allocation methodology. The Department of Finance will provide departments that administer grants with an indirect cost rate established according to the methodology allowable by the grantor. e) Funding for the Self-Insurance Trust Fund will be assessed from all funds as a base-level charge based on a funding plan developed by the Risk Management Department. The funding plan will provide for an ending cash balance equal to the projected paid losses and claimsrelated expenses for the upcoming fiscal year. 82 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Budgeting for Results Guidelines & Priorities – Maricopa County (Approved by the Board of Supervisors on December 5, 2005.) The purpose of these guidelines and priorities is to provide direction from the Board of Supervisors to the Office of Management and Budget and all departments so that they can develop a sustainable, structurallybalanced budget that achieves, within available resources, the County’s mission and strategic goals as set forth in the 2005-10 Strategic Plan. Property Taxes: The budget will advance the strategic goal of reducing property tax rates by controlling expenditure increases. The targeted overall increase in operating expenditures should be less than the combined rate of increase in population and inflation (as measured by the GDP Price Deflator), currently estimated at 5.3% for FY 2006-07. This target is consistent with the County’s constitutional expenditure limitation. To achieve this target, OMB is directed to fulfill the County strategic goal to identify non-essential programs and recommend their elimination. Employee Compensation: The budget should support progress toward achieving the strategic goal of competitive total compensation that results in improved customer service. The Office of Management and Budget is therefore directed to allocate funding for employee salary and benefit increases, including market and performance-based salary adjustments. 1. Department base budgets will include allocations for performance-based salary adjustments averaging 3.5% - 5% (subject to available funding) for employees eligible under the performance-based salary adjustment plan for FY 2006-07. The Employee Compensation Division of the Office of Management & Budget is directed to develop the FY 2006-07 Performance-Based Salary Advancement Plan consistent with FY 2005-06 and present it to the Board of Supervisors for review and approval. 2. The budget will include reserves in Contingency to implement ongoing and pending market compensation studies. Funding for market adjustments will be prioritized to proactively manage turnover, retention and recruitment issues that have a significant impact on critical public services. Departments may not include requests for new market compensation funding in their budget requests. The Employee Compensation Division of the Office of Management & Budget is directed to develop a policy on market-based salary adjustments and present it to the Board of Supervisors for review and approval. Base Budget Targets Budgets for all departments and funds will be prepared within target amounts equal to their current budgets plus authorized adjustments. The Office of Management and Budget is directed to adjust budget targets for the following: 1. Annualized cost of FY 2005-06 approved Results Initiative Requests; 2. Annualized impact of FY 2005-06 mid-year appropriation adjustments; 3. 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. 4. Items required by State law, such as judges’ and elected officials’ salary increases and mandated contributions to AHCCCS, ALTCS and other programs. 5. Estimated cost of performance-based salary adjustments for FY 2006-07 at 3.5%. 6. Other technical adjustments as required. All departments must submit base budget requests within their budget targets. 83 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Requests for Additional Funding (Results Initiative Requests) The Office of Management and Budget may only consider requests for additional funding that relate to critical public health, safety and justice priorities arising from current strategic goals. Any requests must be presented in “Budgeting for Results” format and fully supported by performance measures. Priorities for funding are as follows: • Reduce property and violent crime rates through evidence-based crime prevention strategies supported by empirical data. Funding requests under this priority should be part of the implementation plan developed by the inter-agency team chaired by the Criminal Justice Coordinator. • • • • Minimize jail overcrowding by reducing inmates’ average length of stay in jail, or otherwise contribute to the efficient and timely operation of the criminal justice system. Integrate National Incident Management Systems (NIMS) best practices into a consistent approach to disaster and emergency management and build the County’s capacity to rapidly respond to a bioterrorist attack or other public health emergency. Address mandated public health issues based on results supported by empirical data. Other priorities for funding from sources other than the General and Detention Funds that are directed to achieving strategic goals and meeting service demands, so long as they can be funded with recurring revenues and are consistent with the constitutional expenditure limitation. Requests that do not meet the above criteria may only be considered upon direction by the Board of Supervisors. Capital Improvement Program The Office of Management and Budget is directed to work with departments to develop an updated Capital Improvement Program and Capital Projects budget for FY 2006-07 that meets the County strategic goal to develop, identify funding, and begin implementing a long-range plan for addressing the County’s capital infrastructure needs in a manner consistent with the County’s interests in strengthening its financial position, and enhances and expands conservation programs in order to reduce energy and water consumption. Requests should be supported by documented return-on-investment. The capital improvement program should be financed on a pay-as-you-go basis through a combination of operating revenues and nonrecurring resources. 84 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Summary of Significant Accounting Policies The accounting policies of Maricopa County conform to generally accepted accounting principles applicable to governmental units adopted by the Governmental Accounting Standards Board (GASB). During the year ended June 30, 2002, the County implemented GASB Statement No. 34, as amended by GASB Statement No. 37, which prescribes a new reporting model consisting of both government-wide and fund financial statements. The County also implemented GASB No. 38, which prescribes new and revised note disclosure. A summary of the County’s more significant accounting policies is presented. Basis of Presentation The basic financial statements include both government-wide statements and fund financial statements. The government-wide statements focus on the County as a whole, while the fund financial statements focus on major funds. Each presentation provides valuable information that can be analyzed and compared between years and between governments to enhance the usefulness of the information. Government-wide 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. Governmental activities generally are financed through taxes and intergovernmental revenues. Business type activities are finances 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 and all taxes, are reported as general revenues. Generally, the effect of interfund activity has been eliminated from the government-wide financial statements to minimize the double counting of internal activities. However, charges for interfund services provided and used are not eliminated if doing so would distort the direct costs and program revenues reports by the departments concerned. Fund-based 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 Operating Revenues, such as charges for services, result from transactions associated with the fund’s principal activity in which each party receives and gives up essentially equal values. Non-operating revenues, such as subsidies and investment earnings, result from transactions in which the parties do not exchange equal values. Revenues generated by ancillary activities are also reported as non-operating revenues. 85 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Funds are used to account for revenue and expenditures with a specific purpose. The County reports and budgets for the following major governmental funds: 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. Transportation Fund – Plans and implements an environmentally balanced multi-model transportation system. Operations are funded through highway user tax. Flood Control Fund – Provides flood control facilities and regulates floodplains and drainage to prevent flooding of property and endangering the lives of people in Maricopa County. Operations are funded by a secondary tax levy. Detention Operations Fund – Accounts for the proceeds associated with the 1/5 of one cent Sales Tax approved by voters in 1998, and extended in 2002. The proceeds are for the construction and operation of adult and juvenile detention facilities. The Detention Operations Fund is used to account for operating activities. Detention Capital Projects Fund – Accounts for Detention Operations Fund proceeds that are earmarked for capital improvement projects. County Improvement Fund – Accounts for capital projects funded through the issuance of the Lease Revenue Bonds, Series 2001. Prior to FY 2006-07, the County reported the following major enterprise funds: Maricopa Health Plan Fund – Accounts for the operations of an ambulatory health care plan operated by Maricopa Managed Care System (MMCS) prior to October 1, 2005. MMCS contracted with the Arizona Health Care Cost Containment System (AHCCCS), which provided monthly capitation revenues based on MCHP plan enrollment. Ongoing operations were transferred to the Maricopa County Special Health Care District on October 1, 2005 but reporting and claims processing activities associated with liabilities accrued prior to that data will continue at least through June 30, 2006. Arizona Long-Term Care System (ALTCS) Fund – Accounts for the operations of a managed care, long term care plan operated by Maricopa Managed Care Systems (MMCS) prior to October 1, 2005 under a contract with AHCCCS. Ongoing operations ceased on October 1, 2005 with termination of the contract by the County, and current plan members were transferred to other AHCCCS contractors. Reporting and claims processing activities associated with liabilities accrued prior to October 1, 2005 will continue at least through June 30, 2006. Health Care Delivery System Fund – Accounted for the operations of the Maricopa Medical Center, which was transferred to the Maricopa County Special Health Care District as of January 1, 2005. This fund has been discontinued by the County. The County reports the following fund types: 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 department or to other governments on a cost reimbursement basis. Investment trust fund – accounts for pooled assets held and invested by the County Treasurer on behalf of county departments and other governmental entities. Agency funds – account for assets held by the County as an agent for the State and various local governments, for the property taxes collected and distributed to the State, local school districts, community college districts and special districts. 86 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Basis of Accounting The government-wide, proprietary, and fiduciary fund financial statements are reported 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-based 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, compensated absences, and landfill closure and postclosure care costs, 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 leases 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 and enterprise funds of the County follow 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. Basis of Budgeting and Budgetary Control The County is required by Arizona law to prepare and adopt a balanced budget annually for the General, Special Revenue, Debt Service, Enterprise and Capital Projects Funds. In addition, Maricopa County prepares a budget for its Internal Service Funds. Arizona law further requires that no expenditure shall be made or liability incurred in excess of the amounts budgeted except as provided by law. Appropriation levels are established on a departmental basis and lapse annually. Transfers during the year from the contingency account to a department’s budget require approval of the Board of Supervisors. Budgeted amounts are reported as originally adopted or as adjusted by allocations from reserves (contingency) or as amended by authorization from the Board of Supervisors. The County budgets for Governmental Fund types on a basis consistent with generally accepted accounting principles (GAAP), with the exception of the following types of transactions: • Capital Lease Transactions – budgeted as expenditures The activity in the Sports Authority, Probate Programs, Regional Schools, and Taxpayers’ Information Funds is not specifically budgeted, but is presented as separate funds in the Comprehensive Annual Financial Report (CAFR). 87 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Budget Process Introduction Maricopa County’s fiscal year begins July 1 and ends the following June 30, coinciding with the State of Arizona’s fiscal calendar. The Maricopa County budget process is closely tied to the strategic planning process, forming a continuous cycle of planning-budgeting-evaluation. The following timeline details the basic budget process. Budget Process Timeline Activity* JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN Forecast Strategic Plans Develop BFR Approve BFR Instructions Budget kick-off ISF Estimates Requests 5-Year CIP Submitted Budget Reviews DCM Reviews Presentations Consolidates CM Presents BOS Approves BOS Adopts Tax Rates Set Previous Years Tax Rate Setting *Activity Explanations Forecast 10 Year Financial Forecast developed based on economic trends Strategic Plans Departments update Strategic Plans and draft Results Initiatives due Develop BFR OMB develops Budgeting for Results guidelines Approve BFR Board of Supervisors approve Budgeting for Results guidelines Instructions OMB establishes expenditure levels and prepares budget instructions for departments to use in budget preparation Budget kick-off Budget kick-off meetings held; budget targets, guidelines, policies, and other documentation distributed; training provided ISF Estimates Internal Service Fund (ISF) cost estimates submitted to the OMB Requests Departments prepare budget requests 5-Year CIP 5-Year Capital Improvement Program developed and approved by the Board of Supervisors Submitted Departments submits budget requests Budget Reviews OMB reviews budget requests DCM Reviews The Deputy County Manager (DCM) reviews appointed departments' budgets and negotiate budgets with Elected Officials and Judicial Branch Presentations Elected Officials and Judicial Branch budget requests presented to the Board of Supervisors Consolidates OMB consolidates the County's Recommended Tentative Budget CM Presents County Manager presents County’s Recommended Tentative Budget to the Board of Supervisors BOS Approves Board of Supervisors approve Tentative Budget BOS Adopts Board of Supervisors adopts the Final Budgets Tax Rates Set Property tax rates are approved by the Board The Annual Budget Process presented below is an example of the general tools that guide the budget process. It is intended to enhance the reader’s understanding of the entire budget process. This overview does not replace the actual FY 2006-07 and FY 2007-08 budget processes that follow, or the actual FY 2006-07 budget calendar provided in the Attachments section of this document. Each year, certain circumstances, such as delays in the State of Arizona’s budget approval process, may impact and alter certain dates. 88 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Annual Budget Process Financial Forecast Developed: The annual budget process begins in July of each fiscal year when the Office of Management and Budget develops a financial forecast. The forecast assists in both short and long range financial planning. This forecast provides a conservative estimate of the County’s fiscal condition through the next ten years 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 resulting forecasts include revenues, expenditures and ending fund balances beginning with the current fiscal year for major funds. Strategic Plan Updates: Departments review their strategic plans to ensure that the services they provide are accurately and fully represented in the plan, and that performance measures are meaningful. If necessary, departmental strategic plans are updated. See the Managing for Results section for details behind this process. Budgeting for Results Guidelines Developed and Approved: The Office of Management and Budget develops annual budget guidelines for the Board of Supervisors’ approval. These are broad directives that provide guidance to departments regarding base submissions, requests for additional funding, capital project budgeting, and compliance with various Board policies. The Guidelines are influenced by current economic conditions and the financial forecast. Expenditure Levels Established: The Office of Management and Budget develops base-level expenditure targets for each department and fund based on current year appropriations. Adjustments are made for onetime expenses, and annualizations of mid-year budget adjustments. Expenditure levels are right-sized as necessary to ensure that they do not exceed available resources. Budget Instructions Prepared and Disseminated: The Office of Management and Budget prepares budget targets and detailed instructions for departmental budget submissions. Instructions provide methodologies for budgeting revenue, personnel expenses, capital projects, and capital purchases, as well as technical guidance for entering budget requests into the budget system. Budget Kick-Off Meetings Held, and Associated Materials Distributed: The budget season officially begins with Budget Kick-Off Meetings, at which the Office of Management and Budget introduces the budget guidelines for the upcoming year. These meetings address changes to the budget process, as well as introduce the schedule for the budget season. Submission instructions are provided to departments, as is information about recent updates or changes to the budget system. Internal Service Fund Costs Estimates Submitted: The Total Compensation, Materials Management, Equipment Services, Risk Management, and Telecommunications departments provide the Office of Management and Budget with estimates on the cost of services for the upcoming fiscal year. This information is compiled by the Office of Management and Budget and distributed to departments Count-wide so that they can adequately budget for internal services. Budget Requests Prepared: Departments must submit budget requests for revenue and expenditures that are consistent with the targets provided by the Office of Management and Budget. Any proposed increases to expenditure levels must be submitted as a Results Initiative Request. Departments must submit supporting documentation on revenues and expenditures for each of their distinct funds, and allocate budgets according to elements of their strategic plan. Capital projects funds must also be allocated by specific capital projects. In addition, detailed base budgets and Results Initiative Requests must be entered into the budget system. Five Year Capital Improvement Program (CIP) Submitted and Approved: Departments involved in capital construction must prepare and submit a five year budget for every project, and indicate how the project contributes to their strategic plan. This information is analyzed and compiled by the Office of Management and Budget, and presented to the Board of Supervisors for their review and approval. 89 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Budget Requests Submitted: Departments typically have several weeks during which to develop their requested budget. Base budget requests, Results Initiative Requests, and supporting documentation are submitted to the Office of Management and Budget in both hard copy and electronic form. Draft Results Initiatives Request (RIR) Submitted: RIR’s must be drafted and submitted to the Office of Management and Budget for departments requiring 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. Budget Requests Reviewed: The Office of Management and Budget analyzes base budgets and Results Initiative Requests in the context of available resources, Board of Supervisors’ priorities, and performance, as defined by each department’s strategic plan. Budget requests are analyzed at the object-code level for every fund and strategic plan element. All funds must be structurally balanced, and all positions must be fully funded. Deputy County Manager Reviews and Negotiates Budgets: After analyzing requested budgets, the Office of Management and Budget prepares budget recommendations for the Deputy County Manager’s review. The Deputy County Manager reviews and approves budget recommendations for appointed departments, and negotiates with elected officials and Judicial Branch departments to reach budget agreements. Budget Requests Presented: Elected officials and the Judicial Branch departments have the opportunity to present their requested budgets to the Board of Supervisors. This provides an opportunity to highlight significant issues, and discuss any Results Initiative Requests that may have been submitted. Tentative Budget Consolidated: Upon finalization of budget recommendations and agreements, the Office of Management and Budget consolidates the budget for the entire County. This includes verifying that all fund transfers are budgeted appropriately, balancing the Eliminations budget, fine-tuning the General Government and Appropriated Fund Balance budgets, verifying that all entries have been made correctly in the budget system, and creating consolidated reports. These tasks culminate in the creation of a tentative budget document. Tentative Budget Presented and Adopted: The Deputy County Manager presents the tentative budget to the Board of Supervisors, highlighting significant changes in revenues, expenditures, and overall structure. The presentation also includes an overview of issues facing the County, such as changes in benefits or retirement rates, State statutes impacting County operations, and econometric trends. The Board of Supervisors may choose to change the tentative budget, or adopt it as recommended. Public Meetings Held: Each Supervisor may hold a public meeting in their district to elicit citizen feedback on the tentative budget. An overview of the budget is presented by the Office of Management and Budget, followed by a question and answer period. These meetings are advertised in local papers. Final Budget Adopted: The Office of Management and Budget consolidates the final budget, including any changes requested by the Board of Supervisors. The final budget is presented to the Board of Supervisors during a public hearing by the Deputy County Manager for their adoption. Property Tax Rates Approved: Maricopa County levies primary property taxes based on assessed valuations of personal and real property. Each year the primary tax levy limit is computed by the Assessor’s Office and is confirmed by the State Property Tax Oversight Commission. The County also levies secondary property taxes for specific purposes, namely the Flood Control District and the Library District. 90 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Fiscal Year 2006-07 Budget Process The FY 2006-07 budget process began with the update of the 10-year financial forecast, which is based on current economic trends provided to the Office of Management and Budget (OMB) by its contracted economist. This became the cornerstone for revenue projections for FY 2006-07. In the Fall of 2000, all County departments developed new strategic plans and performance measures based on a standardized format for use during FY 2001-02 (see Managing For Results Section and Managing For Results Policy in the Attachments section). Several strategic plan updates occurred during the FY 2006-07 budget planning process. On December 5, 2005, the Board of Supervisors approved the updated budget guidelines (see Budgeting For Results Policy Guidelines in the Attachment section) that incorporated the initiatives found in the Managing For Results Policy. OMB then developed the departmental expenditure levels (budget targets) and the instructions departments would use in developing their budget requests. The budget kick-off meeting was held in December with departments. Budget targets and related instructions were distributed and budget system training was provided to requesting departments. Internal Service Fund (ISF) cost estimates submitted to the Office of Management and Budget (OMB) were distributed to departments. The Office of Management and Budget received departmental budget requests beginning in December and reviewed them through the end of March. The Deputy County Manager (DCM) reviewed the appointed departments’ budgets and began the budget negotiation process with the Elected Officials and the Judicial Branch beginning in mid-March through mid-April. Through early June, the Office of Management and Budget consolidated the County's Tentative Budget which includes maximum expenditure limits. The County Manager presented the preliminary budget to the Board of Supervisors in late June. The Board of Supervisors adopted the final budget on June 19, 2006. The property tax rate, which must cover the expenditure total in the approved annual budget, was set on August 21, 2006. Fiscal Year 2007-08 Budget Process The FY 2007-08 budget process will be similar to that of a normal budget year. Beginning in July 2006, an update of the 10-year financial forecast will begin. This process, in conjunction with other revenue forecasting based on economic trends, will be the cornerstone for revenue projections for FY 2007-08. The Office of Management and Budget will begin developing the Budgeting For Results Policy Guidelines (budget guidelines), which the Board of Supervisors will approve by mid-November 2006. Following this Board action, expenditure budget targets will be developed and budget kick-off meetings will be held with departments. Budget instructions, policies, and necessary documentation will be distributed and training on the budget preparation system will be provided to departments. The Office of Management and Budget will receive departmental budget requests by early February and will review them through mid-March. The Deputy County Manager (DCM) will then review the appointed departments’ budgets and begin the budget negotiation process with the Elected Official and the Judicial Branch. This process is expected to last through mid-April. Through early May, the Office of Management and Budget will consolidate the County's Recommended Tentative Budget, which includes the maximum expenditure limits. The County Manager will present the preliminary budget to the Board of Supervisors in mid-May, and the Board is slated to approve it a week later. The FY 2007-08 Final Budget is scheduled for adoption by the Board of Supervisors in June 2007. The property tax rates, which must cover the expenditure total in the approved annual budget, are scheduled to be approved by the third Monday in August 2007. 91 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process Statutory Requirements The Maricopa County budget adoption process is guided by various Arizona statutes. According to A.R.S. §4217101, “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." A.R.S. §42-17102 states, “A. The annual estimate of expenses of each county, city and town shall include: 1. An estimate of the amount of money required for each item of expenditure necessary for county, city or town purposes. 2. The amounts necessary to pay the interest and principal of outstanding bonds. 3. The items and amounts of each special levy provided by law. 4. An amount for unanticipated contingencies or emergencies. 5. A statement of the receipts for the preceding fiscal year from sources other than direct property taxes. 6. The amounts that are estimated to be received during the current fiscal year from sources other than direct property taxes and voluntary contributions. 7. The amounts that were actually levied and the amounts that were actually collected for county, city or town purposes on the primary and secondary property tax rolls of the preceding fiscal year. 8. The amounts that were collected through primary property taxes and secondary property taxes levied for the years before the preceding fiscal year. 9. The amount that is proposed to be raised by direct property taxation for the current fiscal year for the general fund, bonds, special assessments and district levies. 10. The separate amounts to be raised by primary property tax levies and by secondary property tax levies for the current fiscal year. 11. The amount of voluntary contributions estimated to be received pursuant to section 48-242, based on the information transmitted to the governing body by the department of revenue. 12. The maximum amount that can be raised by primary property tax levies by the county, city or town pursuant to article 2 of this chapter for the current fiscal year. 13. The amount that the county, city or town proposes to raise by secondary property tax levies and the additional amounts, if any, that the county, city or town will levy pursuant to the authority given to the governing body by the voters at an election called pursuant to article 5 of this chapter. 14. The property tax rate for county, city or town purposes for the preceding fiscal year for the primary property tax and the secondary property tax. 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.” According to A.R.S. §42-17103, “A. The governing body of each county, city or town shall publish the estimates of expenses and a notice of a public hearing and special meeting of the governing body to hear taxpayers and make tax levies at designated times and places. B. The estimates and notice shall be published once a week for at least two consecutive weeks after the estimates are tentatively adopted in the official newspaper of the county, city or town, if there is one, and, if not, in a newspaper of general circulation in the county, city or town. C. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the notice under this section with the truth in taxation notice.” A.R.S. §42-17104 states, “A. The governing body of each county, city or town shall hold a public hearing and special meeting on or before the seventh day before the day on which it levies taxes as stated in the notice 92 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process 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.” The budget is adopted per A.R.S. §42-17105, “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.” Beginning with the Fiscal Year 1997-98 budget process, A.R.S. §42-17107, otherwise know as the “Truth in Taxation” legislation went into effect, which states that, “A. On or before July 1, the county assessor shall transmit to the county, city or town an estimate of the total net assessed valuation of the county, city or town, including an estimate of new property that has been added to the tax roll since the previous levy of property taxes in the county, city or town. If the proposed primary property tax levy, excluding amounts that are attributable to new construction, is greater than the amount levied by the county, city or town in the preceding tax year in the county, city or town: 1. The governing body shall publish a notice that meets the following requirements: (a) The notice shall be published twice in a newspaper of general circulation in the county, city or town. The first publication shall be at least fourteen but not more than twenty days before the date of the hearing. The second publication shall be at least seven but not more than ten days before the date of the hearing. (b) The notice shall be published in a location other than the classified or legal advertising section of the newspaper in which it is published. (c) The notice shall be at least one-fourth page in size and shall be surrounded by a solid black border at least one-eighth inch in width. (d) The notice shall be in the following form, with the "truth in taxation hearing - notice of tax increase" headline in at least eighteen point type: Truth in Taxation Hearing Notice of Tax Increase In compliance with section 42-17107, Arizona Revised Statutes, __________ (name of county, city or town) is notifying its property taxpayers of __________'s (name of county, city or town) intention to raise its primary property taxes over last year's level. __________ (name of county, city or town) is proposing an increase in primary property taxes of $__________ or _____%. For example, the proposed tax increase will cause __________'s (name of county, city or town) primary property taxes on a $100,000 home to increase from $__________ (total taxes that would be owed without the proposed tax increase) to $__________ (total proposed taxes including the tax increase). This proposed increase is exclusive of increased primary property taxes received from new construction. The increase is also exclusive of any changes that may 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 93 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process county, city or town budget under section 42-17105. B. For 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.” Tax rates are set according to A.R.S. §42-17151, which states that, “A. On or before the third Monday in August each year the governing body of each county, city, town, community college district and school district shall: 1. Fix, levy and assess the amount to be raised from primary property taxation and secondary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year. 2. Designate the amounts to be levied for each purpose appearing in the adopted budget. 3. Fix and determine a primary property tax rate and a secondary property tax rate, each rounded to four decimal places on each one hundred dollars of taxable property shown by the finally equalized valuations of property, less exemptions, that appear on the tax rolls for the fiscal year and that when extended on those valuations will produce, in the aggregate, the entire amount to be raised by direct taxation for that year. B. The governing body of a county, city, town or community college district shall not fix, levy or assess an amount of primary property taxes in excess of the amount permitted by section 42-17051, subsection A, paragraph 7 or section 42-17005 as determined by the property tax oversight commission. C. Within three days after the final levies are determined for a county, city, town or community college district, the chief county fiscal officer shall notify the property tax oversight commission of the amount of the primary property tax levied.” Budget Adjustment Process Any department requesting an adjustment to its budget must do so via a written request which must be approved by the Board of Supervisors. According to A.R.S. §42-17106, “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.” If approved, the requesting department must prepare and submit a completed budget adjustment per the instructions provided by the Office of Management & Budget for processing. The Office of Management & Budget is responsible for verifying the budget adjustment for accuracy and appropriateness on a timely basis. The Budget Analyst, after appropriate analysis is performed, authorizes the adjustment be made. The Office of Management and Budget is responsible for inputting the budget adjustments into the financial system. The Department of Finance is responsible for the final, electronic, approval of the budget adjustment in the financial system. Programmatic Budgeting Maricopa County has been budgeting based on program since the early 1990’s, but revised that process through the “Managing for Results” initiation. It provides a shift in the focus of financial planning from resource allocation (input) to service results (output). This budgetary policy is a focus which seeks to relate the consumption of financial resources to services provided. It allows for the modification of activities based on the prioritization’s of strategic goals and objectives, as defined by departmental strategic plans, and reflects the financial conservatism of our community. A major benefit of activity based budgeting is the ability to track program performance. Department directors develop budget requests based on program priorities. The 94 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process involvement of service providers in the budget process ensures that priorities remain focused on the delivery of services to the community. By focusing on the service needs of County residents, and by developing strategic plans that take a systematic approach to meeting those needs, Maricopa County is better able to act as a steward of the public funds. Through the Managing for Results initiative, Maricopa County has standardized how it will budget and report financial figures. In FY 2001-02, PAS (Program/Service/Activity) codes were developed to track expenses at this level. Beginning in FY 2002-03, the budget was developed and expenditures were reported utilizing this new standardized PAS codes. Expenditure reporting is then aligned directly with department’s strategic plan programs and performance measures. Policies and Their Budgetary Impact Introduction Since the financial turbulence of FY 1993-94, Maricopa County has reached financial recovery and stability. Over the past few years, a set of systems and policies have been developed and adopted to ensure that the fiduciary obligations as stewards of public monies are met. The policies deal with a wide range of areas that provide financial safeguards and policy direction to the organization on matters such as lump sum budgeting, budget development and reserves and tax reduction. In recent years, many of these policies have been updated to incorporate the new Managing for Results philosophy. All policies are updated as necessary to comply with changes in legislation and business practices. A discussion of key policies, which includes their intent and their applicability to the budget process or financial management, is included on the following pages. Copies of all these policies can be found in the Attachments section. Budgeting For Results Accountability Policy Background On June 13, 1994, the Board of Supervisors departed from tradition and approved a tentative budget which called for a lump sum allocation of authorized expenditures for all departments. While budgets are built by identifying expenditures and revenues by distinct categories and programs, budgets are controlled at the department/fund level. This policy is updated and adjusted annually. In May 1997, in December 2000, and in March 2006, the Board of Supervisors amended this policy in order to meet the challenges of the implementation of a broad-band compensation system and Managing for Results. Funding is allocated to departments on an annual basis. Intent According to A.R.S. §42-17106, the County may not incur expenditures in excess of the amounts appropriated by the Board of Supervisors in the annual budget. The purpose of the Budgeting for Results Accountability Policy is to provide departments with the flexibility in managing their allocated public resources to achieve program results, while upholding accountability for spending within legal appropriations. This policy seeks to strengthen budget accountability and ownership at the department level. The program encourages departmental staff to save resources and be creative in the delivery of services. This approach to budgeting can help the County cope with new fiscal challenges and improve the quality of County Services. Main Provisions Funding is allocated to departments on an annual basis. Departments are required to submit a monthly (calendarized) revenue and expenditure plan. This serves as the basis for the annual appropriations in the financial system. Departments are held responsible for bottom-line performance and absorb unanticipated cost increases and revenue shortfalls. Departments have the authority to adjust their monthly revenue and expenditure budgets, but adjustments are restricted to the same funding source, e.g., General Fund. Once a 95 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process department exceeds (or is projected to exceed) their budget allotment, full controls may be implemented and the financial system will prevent payments from being generated. Personnel costs account for a large portion of the budget. By taking a lump sum approach, adequate funding for all established positions becomes crucial. Therefore, all positions must be fully funded. Any positions not funded in a department’s budget submission are eliminated per the Funded Positions Policy, which was also adopted by the Board in May 1997. (See the Attachments section for a copy of this policy.) Expenditure and revenue variance reviews are conducted with departments on a monthly basis by the Department of Finance. This process includes participation by the Office of Management & Budget to insure accurate estimates, identify savings, and assist in preparing the following year’s budget target. Departments are allowed to retain and carry forward savings achieved by cost cutting that does not decrease service levels within a fiscal year. Any savings with a service level impact must be approved by the Board of Supervisors. Budgeting For Results Policy Guidelines Background Developed each year, these guideline serves as the "umbrella" document for the next year's budget development process. It alludes to, and reinforces points from other policies. Intent Provide policy direction to the departments in the development of their budget submissions. Maricopa County’s budget process provides for responsible management of taxpayers’ resources, while insuring that funds are directed towards achieving results at all levels. Budgetary decisions are based on performance information that describes the cost or efficiency of producing an activity and the results achieved for customers. This is accomplished by structuring the accounting and budgeting systems according to the structure of departments' strategic plans. Main Provisions: General The Board of Supervisors must understand and be aware of all fiscal impacts due to programs needs in order to make sound budgeting decisions. Therefore, specific guidelines were developed addressing several key areas that in the past may or may not have been surfaced. For example, • New programs are not to be instituted without Board of Supervisors approval. • New, unfunded, or underfunded program mandates from the state or federal government must be critically reviewed by the Director or Program Manager to identify fiscal impact and funding solutions. • Full cost recovery is to be attempted for all programs and services. And, • Organizational and financial structural changes are to be made prior to budget kick-off. Revenues Traditionally, User Fees had been inconsistently established. The revenue policy section focuses attention on the adoption and review of those fees and charges. User Fees for all operations will be reviewed and set to attempt to recover up to, but not greater than 100% of costs; market rates and charges for comparable services for similar services will be considered. Expenditures The expenditure section communicates how budget targets are established and what adjustments, if any, will be made to those targets. Carryover items will not be budgeted without Board of Supervisor approval. Expenditure targets will be based on calendar year end current positions, revised budget supplies and services 96 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process plus full-year impacts of any adjustments, and revised budget capital outlay. Turnover savings will be applied to submitted budgets based on current turnover rates (which can be negotiated with Office of Management and Budget and approved by the County Manager.) Internal Service Fund and Cost Allocation This section establishes the process to determine the charges for services and directs the departments to budget (according to those charges) for any discretionary services they may require. The Department of Finance will determine and charge the various funds for central service cost activities based on a full cost allocation methodology (and will include the base level service charges from Facilities, Materials, and Telecommunications). Capital Improvements Capital improvement program policy direction provides for the adequate and orderly replacement of facilities and major equipment from current revenue where possible, the funding of the organization’s own maintenance needs, and reviewing and gaining approval on carryover projects prior to the consideration of new requests. Reserve and Tax Reduction Policy Background In August 1996, the Board of Supervisors adopted this policy which established the guidelines for the maintenance and use of any reserve fund balances. Reserve funds are defined as the difference between fund assets and fund liabilities. A reserve fund balance that is determined to exist during any fiscal year will be budgeted for the next fiscal year according to priorities established by this policy. Intent The policy provides for budgetary stability, debt reduction and, ultimately, stabilization and reduction of tax rates when possible. During times of economic downturn, such as an unexpected decrease in revenues or unavoidable increase in expenditures, the policy may be used to stabilize the general fund until appropriate long-term budgetary adjustments are made. However, every attempt will be made to forecast economic changes and manage finances in the new environment without expenditure of reserves or an increase in taxes. Reserves above the base level determined to ensure financial stability should be used to retire debt in advance of maturities. Further, the purpose of the policy is to demonstrate a commitment to the maintenance and, when possible, reduction of the tax rate while ensuring that Maricopa County remains financially stable and accountable to the citizens. Main Provisions: Reserves The Board of Supervisors will maintain an unreserved fund balance for the County. At the close of each fiscal year, the status of the unreserved fund balance and outstanding debt in light of revenue projections and other economic considerations is determined and the County Manager will recommend to the Board of Supervisors a target unreserved balance for the coming fiscal year. The County Manager also recommends retention of proceeds from the sale of major County assets in the event of liabilities related to those assets. The County Manager’s recommendations may include any of the following: • Fiscal stabilization by supplementing revenues during economic downturns. • Reduction of cash flow borrowing. • Funding of one-time capital purchases with cash. 97 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process • Retiring outstanding long and/or short term debt. • Funding outstanding liabilities associated with major assets that were formerly owned by the County. Tax Reduction The County, will strive to set the county-wide tax rate at current or lower levels, unless otherwise mandated by a vote of the citizenry or legislative enactment. The Board of Supervisors may reduce tax rates when, according to reasonable estimates, the tax reduction is sustainable for the foreseeable future; when the recurring revenue is in excess of the recurring expenditures and the projections of the recurring revenue based on the proposed tax rate (after the tax reduction is made) must at least equal expenditures; when the County's reserve balance is sufficient to ensure against cash-flow borrowing and unexpected economic changes; when attempting to reduce short-term debt in advance of due dates, therefore, eliminating recurring short term debt; and when possible, attempts have been made to fund one-time capital purchases with cash rather than incurring further debt. Maricopa County’s 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 community. Maricopa County’s Vision Statement Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. responsive to our customers while being fiscally prudent. We will be Maricopa County’s Strategic Priorities • • • • • • • Ensure safe communities and a streamlined, integrated justice system. Promote and protect the public health of the community. Provide regional leadership in critical public policy areas. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. Maricopa County’s Strategic Goals 1. Ensure safe communities and a streamlined, integrated justice system. • By June 2007, reduce property crime rates and violent crime rates in Maricopa County by establishing and implementing a crime-prevention strategy that encompasses evidence-based practices. • By July 2007, develop a plan to meet the demands placed upon law enforcement and detention operations due to population and business growth in Maricopa County. • By 2010, fully integrate National Incident Management Systems (NIMS) best practices into a consistent approach to disaster and emergency management throughout Maricopa County at all jurisdictional levels and across all related functional disciplines. 98 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Budget Policies and Process Ensure that by June 2006, Maricopa County is equipped and able to respond rapidly to a bioterrorist attack or other public health emergency by expanding and enhancing emergency response plans, developing and sustaining the ability of the public health workforce to respond as needed in an emergency, and by meeting state and federal requirements. 2. Promote and protect the public health of the community. • By January 2010, in support of the public health and health education objectives of Healthy People 2010, increase the quality and years of healthy life (longevity) of Maricopa County residents and work to eliminate the health disparities that exist among the County’s diverse populations. • By July 2008, form successful community partnerships with health care providers and other governmental agencies throughout Maricopa County to cooperatively address public health issues. • Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. 3. Provide regional leadership in critical public policy areas. • By June 2009, annually complete 85% of planned transportation infrastructure projects on-time and within budget. • By January 2006, identify and recommend alternative strategies to increase the capacity and the ease of voting in the County. • By July 2007, complete all phases, including fund-raising, for the regional human-services campus for the homeless and partner with other organizations working to prevent homelessness and support home ownership in the County. • By July 2006, establish a policy to encourage Departments to seek opportunities to build partnerships and relationships with all area governments, including Tribal Nations, in order to create a fuller sense of community for all residents of Maricopa County. • Promote, expand, and improve County-sponsored programs and activities for young people in Maricopa County to help them build their skills, develop a sense of civic involvement in the community, and successfully complete their education. 4. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. • Ensure that applications for development in the unincorporated areas of Maricopa County comply with state law, are consistent with open space initiatives, and allow for the continuation of highway and street corridors into and through new developments. • Improve the quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. • Continue to preserve military installations in Maricopa County, including Luke Air Force Base. • By June 2006, enhance and expand conservation programs in order to reduce energy and water consumption. 5. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. • Continue to strive to reduce the overall property tax rate. • Maricopa County will seek to eliminate all mandated fixed contributions to the State in exchange for reductions in State funding of County programs with the goal of reducing such contributions to 15% or less of total General Fund expenditures by Fiscal Year 2009-10. 99 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • Budget Policies and Process As part of the budget, by July 2007, develop, identify funding, and begin implementing a longrange plan for addressing the County’s capital infrastructure needs in a manner consistent with the County’s interests in strengthening its financial position. By July 2006, develop a plan and strategy for implementing new economic and contracted commercial ventures that will generate additional revenues for the County. 6. Maintain a quality workforce and equip County employees with the tools, skills, workspace, and resources they need to do their jobs safely and well. • By January 2008, adopt and implement a competitive total compensation package and a workforce development plan to enhance recruitment, retention, and advancement that results in improved customer service to Maricopa County citizens. • By July 2007, ensure that the ethnicity base of County employees is keeping pace with the changing demographics of our growing and diverse community. • By July 2006, complete a review of the employee suggestion program and recommend methods for increasing and promoting higher levels of participation by County employees in generating creative ideas that save the County money and/or improve program and service delivery. 7. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. • By December 2006, increase accountability to the public for results-oriented government by fully implementing the Managing for Results and performance-based budgeting initiatives. • By April 2008, develop a County-wide IT Strategic Plan, a set of County-wide IT Architecture Specifications, introduce an updated set of County-wide IT performance metrics, and develop and implement an IT governance review process. • By May 2010, improve access to the services offered by the County to ensure the inclusion and participation of our diverse community. • By July 2010, complete a review of county programs to delete non-essential services and improve the performance of other programs. • Establish a comprehensive public outreach and communication plan to increase the County’s effectiveness in communicating about the services it provides so that by September 2008 the percentage of citizens who rate the County’s communication effectiveness as poor in the Annual Population Satisfaction Survey will have decreased to 10% or less. County Judicial Branch Starting in FY 2002-03, Adult Probation, Juvenile Probation and Trial Courts are known as the "Judicial Branch", and considered as one appropriation. Any and all appropriations in the "Judicial Branch" appropriation can be moved between any and all “Judicial Branch” departments by Fund, as requested and approved by the Presiding Judge, without any further Board approval. Indigent Representation Starting in FY 2002-03, Contract Counsel, Legal Advocate, Legal Defender and Public Defender are known as "Indigent Representation", and considered as one appropriation. Any and all appropriations in the "Indigent Representation" appropriation can be moved between any and all “Indigent Representation” departments by Fund, as requested and approved by the County Manager, without any further Board approval. 100 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process General Obligation - Debt Service Fund (312) Pursuant to ARS 11-275, the Board of Supervisors authorizes the transfer of any monies received in the General Obligation - Debt Service Fund (Fund 312) to be reported in the General Fund (Fund 100). Economic Development, Non-profits, and Agricultural Extension Agency Supported Public Health Heat Advisory Allocations Greater Phoenix Economic Council Phoenix Chamber of Commerce Greater Phoenix Convention & Visitors Bureau Superbowl XLII Maricopa County Sports Commission East Valley Partnership Western Maricopa Enterprise Zone Collaboration for a New Century Program Emergency Shelter Economic Development Action Plan Bid Source Program, APTAN Convention & Tourism Destination Marketing Enriching Our Community Through Sports Enriching Our Community Through Sports Williams Gateway Area Urban Land Institute Advisory Services Panel Study Economic Development Support Improving the standard of living for the community by working with issues concerning children, housing, and health care Enriching Our Community Through Sports To put Maricopa County in the forefront of the bio-industry (Year 5 of 5) FY 2005-06 Budget $ 50,000 674,776 165,000 250,000 200,000 25,000 FY 2006-07 Budget $ 674,776 165,000 250,000 25,000 20,000 15,000 25,000 15,000 25,000 $ 150,000 1,000,000 2,554,776 $ 1,000,000 2,174,776 Central Arizona Shelter Services (CASS) Emergency Shelter Total General Non-Profit Funding $ $ 225,000 225,000 $ $ 225,000 225,000 University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding $ $ 230,000 230,000 $ $ 230,000 230,000 Maricopa County Regional Schools Maricopa County Regional Schools Total Accommodation School Funding $ $ 530,000 530,000 $ $ - Insight Bowl International Genomics Consortium Total Economic Development Funding 101 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Policies and Process 102 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County and Districts Overview Maricopa County and Districts Overview Summary Schedules Consolidated Revenues and Expenditures by Category FY 2006-07 Adopted Budget MARICOPA COUNTY & DISTRICTS SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE SUBTOTAL ELIMINATIONS $ 212,381,047 $ 158,135,255 $ 16,124,463 $ 111,090,626 $ 43,144,725 $ 540,876,116 $ REVENUES 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 OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICE REVENUE FINES & FORFEITS INTEREST EARNINGS MISCELLANEOUS REVENUE GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN TOTAL REVENUE $ 398,725,245 12,700,000 2,066,000 80,315,343 8,782,492 491,811,670 144,035,674 24,869,084 5,732,994 46,237 15,044,128 10,003,265 2,618,383 7,022,061 1,203,772,576 $ $ $ 484,223,277 12,700,000 148,953,127 44,304,635 123,035,756 208,003,551 9,242,578 491,811,670 99,100,000 153,335,674 82,693,929 67,940,624 1,025,977 22,830,097 18,667,892 75,169,945 204,800 40,930,000 408,918,494 2,493,092,026 $ $ 11,210,993 6,562,564 62,207,630 1,125,000 12,885 81,119,072 $ $ 39,510,191 243,683 3,550,000 40,930,000 231,098,467 315,332,341 $ $ 5,215,094 3,297,754 1,353,612 690,000 9,337,196 19,893,656 $ $ 85,498,032 143,738,033 42,238,635 123,035,756 73,669,270 460,086 99,100,000 9,300,000 51,262,281 979,740 7,785,969 5,942,332 68,298,677 204,800 161,460,770 872,974,381 TOTAL SOURCES $ 1,416,153,623 $ 1,031,109,636 $ 36,018,119 $ 426,422,967 $ 124,263,797 $ 3,033,968,142 EXPENDITURES PERSONAL SERVICES $ SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT EXPENDITURES SUBTOTAL $ 473,481,458 531,290,349 30,047,681 168,953,088 1,203,772,576 $ 414,342,986 259,481,753 26,356,021 153,011,645 853,192,405 $ 23,133,894 482,500 23,616,394 $ 6,117,534 24,393,500 160,686,000 191,197,034 $ 8,703,225 70,651,071 666,888 811,209 80,832,393 $ APPROPRIATED BEGINNING FUND BALANCE $ 212,381,047 $ 73,587,844 $ - $ 97,675,894 $ - TOTAL USES $ 1,416,153,623 $ 926,780,249 $ 23,616,394 $ 288,872,928 $ 80,832,393 UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ - $ 104,329,387 $ 12,401,725 $ 137,550,039 $ TOTAL USES AND ENDING FUND BALANCE $ 1,416,153,623 $ 1,031,109,636 $ 36,018,119 $ 426,422,967 $ $ $ $ 103 $ ALL FUNDS $ 540,876,116 $ - $ (67,940,624) (408,918,494) (476,859,118) $ 484,223,277 12,700,000 148,953,127 44,304,635 123,035,756 208,003,551 9,242,578 491,811,670 99,100,000 153,335,674 82,693,929 1,025,977 22,830,097 18,667,892 75,169,945 204,800 40,930,000 2,016,232,908 $ (476,859,118) $ 2,557,109,024 902,645,203 885,816,673 240,890,484 323,258,442 2,352,610,802 $ - $ (67,940,624) (408,918,494) (476,859,118) $ 902,645,203 817,876,049 240,890,484 (85,660,052) 1,875,751,684 $ 383,644,785 $ $ 2,736,255,587 $ 43,431,404 $ 297,712,555 $ 124,263,797 $ 3,033,968,142 $ $ $ - $ 383,644,785 (476,859,118) $ - 2,259,396,469 - $ 297,712,555 (476,859,118) $ 2,557,109,024 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County and Districts Overview Consolidated Revenues and Expenditures by Category FY 2005-06 Revised Restated Budget MARICOPA COUNTY & DISTRICTS SPECIAL REVENUE GENERAL FUND CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE ENTERPRISE SUBTOTAL ELIMINATIONS UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 126,533,473 $ 173,102,192 $ 30,624,865 $ 113,528,221 $ 2,668 $ 29,527,729 $ 473,319,149 $ REVENUES 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 OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICE REVENUE FINES & FORFEITS INTEREST EARNINGS MISCELLANEOUS REVENUE GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN TOTAL REVENUE $ 371,224,118 11,834,653 1,854,000 76,373,561 8,029,157 407,330,479 126,127,849 23,139,516 4,579,754 46,237 12,456,658 4,523,265 2,343,166 17,949 7,451,655 1,057,332,017 $ $ $ 451,200,086 11,834,653 126,847,138 33,016,700 134,211,925 208,293,156 8,502,326 407,330,479 94,948,883 134,657,849 78,473,748 70,995,861 82,814,616 18,754,715 9,732,806 57,238,171 217,949 39,000,000 363,668,873 2,331,739,934 $ $ 24,673,269 8,824,930 66,416,107 912,897 25,966 100,853,169 $ $ 81,569,822 39,938,573 121,508,395 $ $ 29,366,281 243,683 5,148,623 39,000,000 167,074,246 240,832,833 $ $ 5,215,094 3,293,935 1,700,000 2,571,736 12,780,765 $ $ 79,975,968 121,632,044 31,162,700 134,211,925 74,586,110 473,169 94,948,883 8,530,000 46,509,302 1,198,557 6,298,057 2,352,961 49,720,416 200,000 146,632,663 798,432,755 TOTAL SOURCES $ 1,183,865,490 $ 971,534,947 $ 43,405,630 $ 354,361,054 $ 121,511,063 $ 130,380,898 $ 2,805,059,083 EXPENDITURES PERSONAL SERVICES $ SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT EXPENDITURES SUBTOTAL $ 410,170,224 463,782,382 24,085,836 148,376,099 1,046,414,541 $ 407,060,234 233,196,363 33,535,578 144,189,415 817,981,590 $ 34,130,775 482,500 34,613,275 $ 6,401,684 22,743,797 151,415,528 63,045 180,624,054 $ 9,395,511 87,426,921 15,645 470,318 97,308,395 $ 8,413,773 92,357,695 1,804,147 871,082 103,446,697 $ 841,441,425 899,507,159 244,987,509 294,452,459 2,280,388,552 $ $ $ $ $ $ $ 473,319,149 $ - $ (70,995,861) (363,668,873) (434,664,734) $ 451,200,086 11,834,653 126,847,138 33,016,700 134,211,925 208,293,156 8,502,326 407,330,479 94,948,883 134,657,849 78,473,748 82,814,616 18,754,715 9,732,806 57,238,171 217,949 39,000,000 1,897,075,200 $ (434,664,734) $ 2,370,394,349 $ - $ (70,995,861) (363,668,873) (434,664,734) $ 841,441,425 828,511,298 244,987,509 (69,216,414) 1,845,723,818 $ APPROPRIATED BEGINNING FUND BALANCE $ 137,234,312 $ 51,390,276 $ - $ 117,090,529 $ - $ - $ 305,715,117 $ TOTAL USES $ 1,183,648,853 $ 869,371,866 $ 34,613,275 $ 297,714,583 $ 97,308,395 $ 103,446,697 $ 2,586,103,669 $ UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ 216,636 $ 102,163,081 $ 8,792,355 $ 56,646,471 $ 24,202,668 $ 26,934,201 $ 218,955,413 $ TOTAL USES AND ENDING FUND BALANCE $ 1,183,865,489 $ 971,534,947 $ 43,405,630 $ 354,361,054 $ 121,511,063 $ 130,380,898 $ 2,805,059,082 $ 104 ALL FUNDS - $ 305,715,117 (434,664,734) $ - 2,151,438,935 - $ 218,955,414 (434,664,734) $ 2,370,394,349 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County and Districts Overview Consolidated Revenues and Expenditures by Category FY 2005-06 Adopted Restated Budget MARICOPA COUNTY & DISTRICTS SPECIAL REVENUE GENERAL FUND CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE ENTERPRISE SUBTOTAL ELIMINATIONS UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 102,333,473 $ 173,102,192 $ 30,624,865 $ 113,528,221 $ 2,668 $ 29,527,729 $ 449,119,149 $ REVENUES 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 OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICE REVENUE FINES & FORFEITS INTEREST EARNINGS MISCELLANEOUS REVENUE GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN REVENUES SUBTOTAL $ 371,224,118 11,834,653 1,854,000 75,225,413 8,029,157 407,330,479 126,127,849 23,125,479 4,549,469 52,848 12,457,158 4,503,265 2,336,555 7,451,655 1,056,102,098 $ $ $ 447,933,558 11,834,653 126,847,138 31,629,980 129,482,238 206,124,179 8,449,132 407,330,479 94,948,883 134,657,849 77,641,065 70,965,989 82,821,227 18,249,955 9,375,538 58,602,046 200,000 39,000,000 325,741,025 2,281,834,934 $ $ 24,626,060 8,863,604 66,416,520 900,000 12,885 100,819,069 $ $ 81,569,822 5,971,135 87,540,957 $ $ 29,366,281 243,683 4,398,623 39,000,000 163,459,138 236,467,725 $ $ 5,215,094 3,293,935 1,700,000 2,571,736 12,780,765 $ $ 76,709,440 121,632,044 29,775,980 129,482,238 73,612,490 419,975 94,948,883 8,530,000 45,651,982 1,198,557 5,792,797 2,028,590 51,853,983 200,000 146,287,361 788,124,320 TOTAL SOURCES $ 1,158,435,571 $ 961,226,512 $ 43,405,630 $ 349,995,946 $ 87,543,625 $ 130,346,798 $ 2,730,954,083 EXPENDITURES PERSONAL SERVICES $ SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT EXPENDITURES SUBTOTAL $ 405,417,975 467,682,868 23,851,829 148,376,099 1,045,328,771 $ 395,086,546 237,524,370 28,586,836 146,404,005 807,601,757 $ 22,859,496 482,500 23,341,996 $ 6,401,784 22,048,032 144,266,193 63,045 172,779,054 $ 5,417,588 81,590,471 62,580 470,318 87,540,957 $ 8,011,058 92,579,381 1,594,715 871,082 103,056,236 $ 820,334,951 901,425,122 221,221,649 296,667,049 2,239,648,771 $ $ $ $ $ $ $ 449,119,149 $ - $ (70,965,989) (325,741,025) (396,707,014) $ 447,933,558 11,834,653 126,847,138 31,629,980 129,482,238 206,124,179 8,449,132 407,330,479 94,948,883 134,657,849 77,641,065 82,821,227 18,249,955 9,375,538 58,602,046 200,000 39,000,000 1,885,127,920 $ (396,707,014) $ 2,334,247,069 $ - $ (70,965,989) (325,741,025) (396,707,014) $ 820,334,951 830,459,133 221,221,649 (29,073,976) 1,842,941,757 $ APPROPRIATED BEGINNING FUND BALANCE $ 113,106,801 $ 51,463,954 $ - $ 105,428,056 $ - $ - $ 269,998,811 $ TOTAL USES $ 1,158,435,572 $ 859,065,711 $ 23,341,996 $ 278,207,110 $ 87,540,957 $ 103,056,236 $ 2,509,647,582 $ UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ - $ 102,160,801 $ 20,063,634 $ 71,788,836 $ 2,668 $ 27,290,562 $ 221,306,502 $ TOTAL USES AND ENDING FUND BALANCE $ 1,158,435,572 $ 961,226,512 $ 43,405,630 $ 349,995,946 $ 87,543,625 $ 130,346,798 $ 2,730,954,084 $ 105 ALL FUNDS - $ 269,998,811 (396,707,014) $ - 2,112,940,568 - $ 221,306,501 (396,707,014) $ 2,334,247,069 Maricopa County, Arizona FY 2006-07 Annual Business Strategies County and Districts Overview Comparative Property Tax Data Maricopa County levies primary property taxes based on assessed valuations of personal and real property. The primary tax levy is limited by A.R.S. §42-17051. Each year the primary tax levy limit is computed by the Assessor’s Office and is confirmed by the State Property Tax Oversight Commission. The primary property tax may be used to support any type or level of service within the legal purview of the County, and therefore is the major revenue source for the County General Fund. The County Board of Supervisors sits as the Board of Directors for the Special Districts and levies secondary property taxes for a specific purpose, i.e. the Flood Control District, and Library District. FY 2006-07 PRELIMINARY PROPERTY TAX LEVY Primary, Flood Control District, and Library District Levies Description Salt River Proj. Effective Assessed Value Assessed Value MARICOPA COUNTY PRIMARY: FY 2006-07 Adopted $ 33,807,465,267 FY 2005-06 Final 31,010,284,705 Variance $ 2,797,180,562 FLOOD CONTROL DISTRICT: FY 2006-07 Adopted FY 2005-06 Final Variance $ 32,778,027,362 29,605,196,407 3,172,830,955 LIBRARY DISTRICT: FY 2006-07 Adopted FY 2005-06 Final Variance 36,294,693,601 33,197,218,398 3,097,475,203 $ $ $ $ $ $ $ $ 542,156,376 542,156,376 - 90,480,096 90,480,096 - 542,156,376 542,156,376 - Total Assessed Value w/SRP $ $ $ $ $ $ 34,349,621,643 31,552,441,081 2,797,180,562 32,868,507,458 29,695,676,503 3,172,830,955 36,836,849,977 33,739,374,774 3,097,475,203 Revenue from 1-cent Levy $ $ $ $ $ $ 3,434,962 3,155,244 279,718 3,286,851 2,969,568 317,283 3,683,685 3,373,937 309,748 GRAND TOTALS: FY 2006-07 Adopted FY 2005-06 Final Variance Tax Rates $ $ $ $ $ $ $ $ 106 SRP Payments in Lieu (PILT) Property Tax Levy 1.1794 $ 1.1971 (0.0177) $ 398,725,245 371,224,118 27,501,127 $ 0.2047 $ 0.2119 (0.0072) $ 67,096,622 62,733,411 4,363,211 0.0507 $ 0.0521 (0.0014) $ 18,401,410 17,295,751 1,105,659 $ 1.4348 $ 1.4611 (0.0263) $ 484,223,277 451,253,280 32,969,997 $ $ $ $ $ $ Total Tax Levy & PILT Other Payments in Lieu (PILT) 6,394,192 $ 6,490,154 (95,962) $ 2,388,300 1,539,003 849,297 $ 185,213 $ 191,727 (6,514) $ - 274,873 $ 282,463 (7,590) $ - $ 6,854,278 $ 6,964,344 (110,066) $ 2,388,300 1,539,003 849,297 $ $ $ $ $ $ 407,507,737 379,253,275 28,254,462 67,281,835 62,925,138 4,356,697 18,676,283 17,578,214 1,098,069 493,465,855 459,756,627 33,709,228 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Budget Summary Schedules Consolidated Revenues and Expenditures by Category FY 2006-07 Adopted Budget MARICOPA COUNTY SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE SUBTOTAL ELIMINATIONS $ 212,381,047 $ 140,902,871 $ 14,582,325 $ 78,731,692 $ 43,144,725 $ 489,742,660 $ REVENUES 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 OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICE REVENUE FINES & FORFEITS INTEREST EARNINGS MISCELLANEOUS REVENUE GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN TOTAL REVENUE $ 398,725,245 12,700,000 2,066,000 80,315,343 8,782,492 491,811,670 144,035,674 24,869,084 5,732,994 46,237 15,044,128 10,003,265 2,618,383 7,022,061 1,203,772,576 $ $ $ 398,725,245 12,700,000 143,738,033 43,304,635 123,010,756 186,859,491 8,782,492 491,811,670 99,100,000 153,335,674 82,623,929 67,940,624 1,025,977 22,280,097 17,626,459 49,257,343 204,800 40,930,000 329,560,140 2,272,817,365 $ $ 11,210,993 6,562,564 62,207,630 1,125,000 12,885 81,119,072 $ $ 39,510,191 3,300,000 40,930,000 152,222,613 235,962,804 $ $ 3,297,754 1,053,612 690,000 9,337,196 14,378,562 $ $ 143,738,033 41,238,635 123,010,756 52,525,210 99,100,000 9,300,000 51,192,281 979,740 7,235,969 5,444,582 42,636,075 204,800 160,978,270 737,584,351 TOTAL SOURCES $ 1,416,153,623 $ 878,487,222 $ 28,960,887 $ 314,694,496 $ 124,263,797 $ 2,762,560,025 EXPENDITURES PERSONAL SERVICES $ SUPPLIES & SERVICES CAPITAL OUTLAY TRANSFERS OUT EXPENDITURES SUBTOTAL $ 473,481,458 531,290,349 30,047,681 168,953,088 1,203,772,576 $ 390,343,596 229,504,822 24,213,992 74,135,791 718,198,201 $ 17,691,300 17,691,300 $ 4,057,534 21,419,500 93,717,000 119,194,034 $ 8,703,225 70,651,071 666,888 811,209 80,832,393 $ APPROPRIATED BEGINNING FUND BALANCE $ 212,381,047 $ 73,587,844 $ - $ 97,675,894 $ - TOTAL USES $ 1,416,153,623 $ 791,786,045 $ 17,691,300 $ 216,869,928 $ 80,832,393 UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ - $ 86,701,177 $ 11,269,587 $ 97,824,568 $ TOTAL USES AND ENDING FUND BALANCE $ 1,416,153,623 $ 878,487,222 $ 28,960,887 $ 314,694,496 $ $ $ $ 107 $ ALL FUNDS $ 489,742,660 $ - $ (67,940,624) (329,560,140) (397,500,764) $ 398,725,245 12,700,000 143,738,033 43,304,635 123,010,756 186,859,491 8,782,492 491,811,670 99,100,000 153,335,674 82,623,929 1,025,977 22,280,097 17,626,459 49,257,343 204,800 40,930,000 1,875,316,601 $ (397,500,764) $ 2,365,059,261 876,585,813 852,865,742 166,336,861 243,900,088 2,139,688,504 $ - $ (67,940,624) (329,560,140) (397,500,764) $ 876,585,813 784,925,118 166,336,861 (85,660,052) 1,742,187,740 $ 383,644,785 $ $ 2,523,333,289 $ 43,431,404 $ 239,226,736 $ 124,263,797 $ 2,762,560,025 $ $ $ - $ 383,644,785 (397,500,764) $ - 2,125,832,525 - $ 239,226,736 (397,500,764) $ 2,365,059,261 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Revenues and Expenditures by Category FY 2005-06 Revised Restated Budget MARICOPA COUNTY SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 126,533,473 CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE ENTERPRISE SUBTOTAL $ 156,251,461 $ 28,408,184 $ 96,868,602 $ 2,668 $ 29,527,729 $ $ $ $ 81,569,822 39,938,573 121,508,395 $ $ 29,366,281 4,148,623 39,000,000 96,469,183 168,984,087 $ $ 3,293,935 1,400,000 2,571,736 7,265,671 $ $ 121,632,044 30,657,700 134,044,445 50,671,648 94,948,883 8,530,000 46,440,662 1,198,557 5,789,377 1,902,961 34,596,917 200,000 146,150,163 676,763,357 $ 24,673,269 8,824,930 66,416,107 912,897 25,966 100,853,169 $ 833,014,818 $ 35,673,855 $ 265,852,689 $ 121,511,063 $ $ $ $ 9,395,511 87,426,921 15,645 470,318 97,308,395 $ $ 3,959,684 18,814,797 87,796,528 63,045 110,634,054 $ $ 28,688,181 28,688,181 $ $ 384,796,744 203,240,295 28,416,624 73,584,352 690,038,015 137,234,312 $ 51,390,276 $ - $ 117,090,529 $ TOTAL USES $ 1,183,648,853 $ 741,428,291 $ 28,688,181 $ 227,724,583 216,636 $ 91,586,527 $ 6,985,674 $ TOTAL USES AND ENDING FUND BALANCE $ 1,183,865,489 $ 833,014,818 $ 35,673,855 $ REVENUES PROPERTY TAXES $ 371,224,118 TAX PENALTIES & INTEREST 11,834,653 SALES TAXES LICENSES AND PERMITS 1,854,000 GRANTS OTHER INTERGOVERNMENTAL 76,373,561 PAYMENTS IN LIEU OF TAXES 8,029,157 STATE SHARED SALES TAX 407,330,479 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 126,127,849 OTHER CHARGES FOR SERVICES 23,139,516 INTERNAL SERVICE CHARGES 4,579,754 PATIENT SERVICE REVENUE 46,237 FINES & FORFEITS 12,456,658 INTEREST EARNINGS 4,523,265 MISCELLANEOUS REVENUE 2,343,166 GAIN ON FIXED ASSETS 17,949 PROCEEDS OF FINANCING TRANSFERS IN 7,451,655 TOTAL REVENUE $ 1,057,332,017 TOTAL SOURCES $ 1,183,865,490 EXPENDITURES PERSONAL SERVICES $ 410,170,224 SUPPLIES & SERVICES 463,782,382 CAPITAL OUTLAY 24,085,836 TRANSFERS OUT 148,376,099 EXPENDITURES SUBTOTAL $ 1,046,414,541 APPROPRIATED BEGINNING FUND BALANCE $ UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ ELIMINATIONS ALL FUNDS 437,592,117 $ $ 371,224,118 11,834,653 121,632,044 32,511,700 134,044,445 184,378,694 8,029,157 407,330,479 94,948,883 134,657,849 78,405,108 70,995,861 82,814,616 18,246,035 8,739,123 41,114,672 217,949 39,000,000 292,581,310 $ 2,132,706,696 $ $ - $ 371,224,118 11,834,653 121,632,044 32,511,700 134,044,445 184,378,694 8,029,157 407,330,479 94,948,883 134,657,849 78,405,108 (70,995,861) 82,814,616 18,246,035 8,739,123 41,114,672 217,949 39,000,000 (292,581,310) (363,577,171) $ 1,769,129,525 130,380,898 $ 2,570,298,813 $ (363,577,171) $ 2,206,721,642 $ $ $ 8,413,773 92,357,695 1,804,147 871,082 103,446,697 - $ 816,735,935 (70,995,861) 794,626,230 170,806,961 (292,581,310) (69,216,414) (363,577,171) $ 1,712,952,712 - $ - $ 97,308,395 $ 103,446,697 38,128,106 $ 24,202,668 $ 26,934,201 265,852,689 $ 121,511,063 $ 130,380,898 108 816,735,935 865,622,091 170,806,961 223,364,896 $ 2,076,529,883 $ $ 305,715,117 $ $ 2,382,245,000 $ $ 188,053,812 $ $ 2,570,298,812 $ - - $ $ 437,592,117 305,715,117 (363,577,171) $ 2,018,667,829 - $ 188,053,813 (363,577,171) $ 2,206,721,642 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Revenues and Expenditures by Category FY 2005-06 Adopted Restated Budget SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE $ 102,333,473 MARICOPA COUNTY CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE ENTERPRISE SUBTOTAL $ 156,251,461 $ 28,408,184 $ 96,868,602 $ 2,668 $ 29,527,729 $ $ $ $ $ $ $ ELIMINATIONS 413,392,117 $ 371,224,118 11,834,653 121,632,044 31,124,980 129,457,238 182,823,419 8,029,157 407,330,479 94,948,883 134,657,849 77,582,996 70,965,989 82,821,227 17,769,535 8,381,855 43,223,451 200,000 39,000,000 252,841,917 $ 2,085,849,790 $ ALL FUNDS - $ 413,392,117 REVENUES PROPERTY TAXES $ 371,224,118 TAX PENALTIES & INTEREST 11,834,653 SALES TAXES LICENSES AND PERMITS 1,854,000 GRANTS OTHER INTERGOVERNMENTAL 75,225,413 PAYMENTS IN LIEU OF TAXES 8,029,157 STATE SHARED SALES TAX 407,330,479 STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE 126,127,849 OTHER CHARGES FOR SERVICES 23,125,479 INTERNAL SERVICE CHARGES 4,549,469 PATIENT SERVICE REVENUE 52,848 FINES & FORFEITS 12,457,158 INTEREST EARNINGS 4,503,265 MISCELLANEOUS REVENUE 2,336,555 GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN 7,451,655 REVENUES SUBTOTAL $ 1,056,102,098 $ 121,632,044 29,270,980 129,457,238 50,311,730 94,948,883 8,530,000 45,593,913 1,198,557 5,312,377 1,578,590 36,725,388 200,000 145,804,861 670,564,561 $ 3,293,935 1,400,000 2,571,736 7,265,671 $ 29,366,281 4,148,623 39,000,000 91,042,530 163,557,434 $ 81,569,822 5,971,135 87,540,957 $ 24,626,060 8,863,604 66,416,520 900,000 12,885 100,819,069 $ - $ 371,224,118 11,834,653 121,632,044 31,124,980 129,457,238 182,823,419 8,029,157 407,330,479 94,948,883 134,657,849 77,582,996 (70,965,989) 82,821,227 17,769,535 8,381,855 43,223,451 200,000 39,000,000 (252,841,917) (323,807,906) $ 1,762,041,884 TOTAL SOURCES $ 1,158,435,571 $ 826,816,022 $ 35,673,855 $ 260,426,036 $ 87,543,625 $ 130,346,798 $ 2,499,241,907 $ (323,807,906) $ 2,175,434,001 $ 374,915,289 211,514,819 24,812,210 73,987,397 685,229,715 $ 17,416,902 17,416,902 $ 3,959,784 18,716,032 87,895,193 63,045 110,634,054 $ 5,417,588 81,590,471 62,580 470,318 87,540,957 $ 8,011,058 92,579,381 1,594,715 871,082 103,056,236 $ $ - $ 797,721,694 (70,965,989) 801,117,582 155,633,429 (252,841,917) (29,073,976) (323,807,906) $ 1,725,398,729 EXPENDITURES PERSONAL SERVICES $ 405,417,975 SUPPLIES & SERVICES 467,682,868 CAPITAL OUTLAY 23,851,829 TRANSFERS OUT 148,376,099 EXPENDITURES SUBTOTAL $ 1,045,328,771 APPROPRIATED BEGINNING FUND BALANCE $ $ $ $ $ $ 113,106,801 $ 51,463,954 $ - $ 105,428,056 $ - $ - TOTAL USES $ 1,158,435,572 $ 736,693,669 $ 17,416,902 $ 216,062,110 $ 87,540,957 $ 103,056,236 - $ 90,122,353 $ 18,256,953 $ 44,363,926 $ 2,668 $ 27,290,562 TOTAL USES AND ENDING FUND BALANCE $ 1,158,435,572 $ 826,816,022 $ 35,673,855 $ 260,426,036 $ 87,543,625 $ 130,346,798 UNRESERVED/UNDESIGNATED ENDING FUND BALANCE $ 109 797,721,694 872,083,571 155,633,429 223,767,941 $ 2,049,206,635 $ $ 269,998,811 $ $ 2,319,205,446 $ $ 180,036,462 $ $ 2,499,241,908 $ - $ 269,998,811 (323,807,906) $ 1,995,397,540 - $ 180,036,461 (323,807,906) $ 2,175,434,001 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Sources of Funds FY 2006-07 Adopted Budget $2,125,832,525 Sales Taxes 6.76% Property Taxes, Penalties & Interest 19.35% State Shared Sales Taxes 23.14% Fund Balances 11.78% State Shared Vehicle License Taxes 7.21% Debt Proceeds 1.93% Miscellaneous & Interest 3.16% Patient Revenue 0.05% Other Intergovernmental & Grants 14.99% Permits, Fees & Fines 6.97% Highway User Revenues 4.66% Uses of Funds FY 2006-07 Adopted Budget $2,125,832,525 Education 0.27% Culture & Recreation 0.35% Public Safety 35.89% General Government 32.56% Highways & Streets 8.43% Health, Welfare & Sanitation 22.50% 110 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Reconciliation of Expenditures FY 2005-06 Adopted to FY 2005-06 Adopted Restated Budget FUND General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Enterprise Funds Internal Service Funds Eliminations FY 2005-06 FY 2005-06 $ ADOPTED ADOPTED BUDGET RESTATED VARIANCE $ $ Description Restatement of Solid Waste from Enterprise Funds Restatement of Research and Reporting to General Fund Restatement of District Transactions from Internal Service to Intergovernmental 1,158.4 $ 736.2 17.4 216.1 88.3 103.1 (330.8) 1,988.8 $ General $ - $ 1,158.4 $ 736.7 17.4 216.1 87.5 103.1 (323.8) 1,995.4 $ % VARIANCE (0.5) 0.8 (7.0) (6.6) Special Debt Revenue Service $ (0.8) $ - 0.00% (0.07%) 0.00% 0.00% 0.91% 0.00% 2.12% (0.33%) Fund Type Capital Internal Projects Enterprise Service $ $ 0.8 $ - Eliminations All Funds $ $ - - 0.3 - - - - (0.3) - - - - - - - (6.6) (6.6) (0.5) $ - (7.0) $ (6.6) - $ 111 $ - $ 0.8 $ - $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Reconciliation of Expenditures FY 2005-06 Adopted Restated to FY 2005-06 Revised Budget FUND General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Enterprise Funds Internal Service Funds Eliminations FY 2005-06 FY 2005-06 ADOPTED REVISED RESTATED RESTATED $ $ 1,158.4 $ 736.7 17.4 216.1 87.5 103.1 (323.8) 1,995.4 $ General Description Change in Expenditures and Fund $ (24.2) Transfers related to the Health Plans Increase in Expenditures Related to (0.3) Sheriff IGA's Increase in Expenditures Related to (1.4) Sheriff Federal disaster reimbursements Increase in RICO and Jail Enhancement Expenditure Authority Net Change in Elected Official Grants Net Change in Judicial Department Grants Net Change in Appointed Department Grants Decrease in Expenditures for 0.1 Carryover projects Decrease in Expenditures related 0.5 to SHCD discontinuing Benefits Net Change related to Pay-ForPerformance Defeasance of Debt- Medical Center Building Increase in Capital Project spending Increase in Materials Management's Spending Related to Capital Equipment Decrease in Transportation Fund Transfer to Captial Fund Transfer from Trial Courts to Judicial Enhancement $ (25.2) $ $ VARIANCE 1,183.6 $ 741.4 28.7 227.7 97.3 103.4 (363.6) 2,018.7 $ % VARIANCE (25.2) (4.7) (11.3) (11.6) (9.8) (0.3) 39.8 (23.1) (2.18%) (0.64%) (64.94%) (5.37%) (11.20%) (0.29%) (12.29%) (1.16%) Fund Type Capital Internal Projects Enterprise Service $ (9.8) $ - Special Revenue - Debt Service $ - - - - - - - (0.3) - - - - - - (1.4) (0.9) - - - - - (0.9) (2.0) - - - - - (2.0) (1.9) - - - - - (1.9) (1.4) - - - - - (1.4) (0.1) - - - - - - - - - - - - 0.5 0.7 - - - (0.1) - 0.6 - - - - (11.3) - (11.3) Eliminations All Funds 34.0 $ 0.1 - - (11.6) - - 6.2 (5.5) 0.2 - - - (0.2) - 0.0 0.7 - - - - (0.7) - - - - - - 0.3 0.3 (4.7) $ (11.3) $ 112 (11.6) $ (9.8) $ (0.3) $ 39.8 $ (23.1) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Reconciliation of Expenditures FY 2005-06 Revised to FY 2006-07 Adopted Budget FUND General Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Enterprise Funds Internal Service Funds Eliminations FY 2005-06 REVISED RESTATED $ $ FY 2006-07 ADOPTED 1,183.6 $ 741.4 28.7 227.7 97.3 103.4 (363.6) 2,018.7 $ 1,416.1 $ 791.8 17.7 216.9 80.8 (397.5) 2,125.8 $ Source of Change Non-Recurring Appropriated Fund Balance (Net of Fund Transfers) Capital Improvement Programs Other Primary/General Election Costs Software Termination of Managed Care System Non-Recurring Total Recurring Non-Discretionary Mandated Health Care Other Mandates Non-Discretionary Total Discretionary Annualizations and Rate/Volume Adjustments Compensation New Initiatives Other Adjustments Technology Discretionary Total $ VARIANCE (232.5) (50.4) 11.0 10.8 97.3 22.6 33.9 (107.3) All Funds $ Variance $ $ $ $ $ $ Recurring Total $ Total $ 113 % VARIANCE (19.6%) (6.8%) 38.3% 4.7% 100.0% 21.9% (9.3%) (5.3%) All Funds % General Fund Variance $ Variance General Fund % Variance (54.6) (38.8) 7.6 (5.8) (16.5) (108.1) (2.7%) $ 1.9% 0.4% (0.3%) (0.8%) 0.0% (5.4%) $ (55.5) (79.3) 2.1 (5.8) (11.4) 39.9 (110.0) (4.7%) (6.7%) 0.2% (0.5%) (1.0%) 3.4% (9.3%) (14.9) (11.9) (26.8) (0.7%) $ (0.6%) (1.3%) $ (14.9) (23.1) (38.0) (1.3%) (2.0%) (3.2%) 16.4 (69.7) (26.5) 119.3 (12.0) 27.6 0.8% $ (3.5%) (1.3%) 5.9% (0.6%) 1.4% $ (13.6) (54.5) (15.0) 10.5 (12.0) (84.6) (1.1%) (4.6%) (1.3%) 0.9% (1.0%) (7.1%) $ (122.58) (10.4%) (5.3%) $ (232.5) (19.6%) 0.8 (107.3) 0.0% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Reconciliation of Expenditures FY 2005-06 Revised to FY 2006-07 Adopted Budget (Continued) Special Revenue General Description Annualizations and Rate/Volume Adjustments Base-Level Operating Adjustments $ 8.9 $ Desktop PC Replacement (0.5) Employee Benefits Volume Change Due to Special Health Care District Discontinuing Benefits with County External Health Care Costs Fuel (0.5) FY 2006 Initiatives (0.5) General Liability Claims Rate Increase Indigent Representation - Outside Contracts (2.8) Internal Service Charges (3.0) Juvenile Probation (HB 2819) (7.4) Malpractice Claims Rate Increase Mental Health Services (0.4) Mid-Year Adjustments (1.5) Nursing Registry On-Call Plan Review/ Orthophotography Aerial Services Rule 11 Mental Health Exams 0.8 Sheriff's Office IGA's (2.2) Staffing Increases (2.7) Tuberculosis Services (0.2) Utilities (1.4) Vehicles West Nile Virus (0.2) (13.6) $ Annualizations and Rate/Volume $ Adjustments Total 16.0 - Debt Service $ - $ - $ - Internal Service $ Eliminations All Funds (0.1) $ 12.4 (0.8) $ - 24.1 (0.5) 12.4 (1.0) (0.2) (0.2) (0.4) 7.6 0.5 (1.0) 0.4 (0.4) - - - (1.5) (1.0) (2.0) - 1.5 1.0 2.0 - (1.0) (0.7) (0.7) (2.8) (3.4) 0.1 0.1 (2.4) 0.4 (0.4) (2.5) (0.5) 18.4 $ - - $ - 7.8 3.7 0.8 (2.2) (5.1) (0.2) (1.4) (0.5) (0.2) 16.4 21.3 $ (10.5) 10.8 $ - Capital Improvement Projects Capital Improvement Projects (See Schedule) $ CIP-Related Debt Service Lease Terminations Parks Capital Projects Property Acquisition Capital Improvement Projects Total $ (22.2) $ (38.1) 1.0 (20.0) (79.3) $ (26.0) $ (1.3) 0.2 (27.1) $ - Compensation Employee Benefits Rate/Volume Changes $ Market-Based Salary Adjustments Pay for Performance Compensation Total $ (1.9) $ (41.3) (11.3) (54.5) $ (2.1) $ (11.2) (9.0) (22.3) $ - Mandated Health Care AHCCCS Contribution Change (HB 2819) $ ALTCS Contribution Change Arnold vs. Sarn IGA Increase Mandated Health Care Total $ 7.4 $ (20.3) (2.0) (14.9) $ New Initiatives Adult Probation Initiatives $ Correctional Health: Sick Call Treatment Court Initiatives Election-Related Increases Inmate Addiction Recovery Inmate Fingerprint Identification Inmate-Related Mandates - Laundry Justice Reserve Planning & Development Contracted Plan Services Property and Evidence Bar Coding System Seriously Mentally Ill Intervention Pilot Project Sexually Transmitted Disease Testing/Treatment Sheriff Criminal Investigation Bureau Waste Tire Collection/Disposal New Initiatives Total $ Fund Type Capital Projects Enterprise $ $ $ $ $ $ $ 13.9 $ (0.2) 13.7 $ (6.7) $ 0.2 (6.5) $ 3.1 (52.5) (20.3) (69.7) - 7.4 (20.3) (2.0) (14.9) - - - - - (0.1) (1.2) (0.8) - - - - - (0.4) (2.6) (26.5) 114 $ $ - $ $ - $ $ 19.4 (39.4) 1.2 (20.0) (38.8) - $ $ - $ (0.1) (1.2) (0.8) - $ $ 46.3 10.5 56.7 - $ - $ $ (0.9) $ (0.6) (1.0) (0.4) (0.4) (5.0) (0.5) $ $ - $ - $ (2.4) $ (5.6) (4.5) - $ - $ $ $ $ (2.6) (11.5) $ $ - $ - (0.4) (15.0) $ - $ $ $ $ - $ $ $ $ (3.3) (0.6) (5.6) (4.5) (1.0) (0.4) (0.4) (5.0) (0.5) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Reconciliation of Expenditures FY 2005-06 Revised to FY 2006-07 Adopted Budget (Continued) General Description Other Adjustments Debt Service Payments $ Fund Transfers (See Schedule) Grant Awards and Carry-Over New Facility Operating Costs Other General Government Adjustments (See Schedule) Revenue Changes Special Health Care District Loan Termination of Managed Care Systems Transfer Operating Expenditures Between Funds Other Adjustments Total $ Special Revenue Debt Service 5.5 $ 1.7 (7.2) (0.6) $ (0.8) 3.2 (5.4) 15.0 (2.4) (1.6) (3.1) 1.0 10.5 11.0 - Fund Type Capital Projects Enterprise $ - (0.6) $ (15.2) (7.4) (23.1) $ $ (3.9) (3.9) $ (6.0) $ (2.5) 15.2 (55.5) 5.5 0.9 - $ - $ $ - $ - $ (5.8) (4.5) (11.4) 39.9 (30.6) $ (5.1) 1.3 $ - Technology Technology Purchases and Maintenance $ Technology Total $ (12.0) $ (12.0) $ - - Total $ (232.5) $ (50.4) $ 115 11.0 $ $ - $ $ - $ 10.8 - $ 97.3 $ $ $ 11.0 - Other Non-Recurring Adjustments Crime Prevention $ Meth Project Non-Recurring Expenditures Other Appropriated Fund Balance Adjustments (See Schedule) Primary/General Election Costs Regional Schools Deficit Software Purchases Termination of Managed Care Systems Other Non-Recurring Adjustments Total $ (5.2) $ $ $ Other Mandates Elected Official Pay Increases $ Jail Excise Tax Maintenance of Effort Retirement Plan Increases Other Mandates $ $ - Internal Service $ 97.3 - - $ - $ $ - $ 97.3 - Eliminations $ - All Funds 6.7 $ (0.9) - 23.2 3.2 (7.2) (6.1) - (3.1) 15.0 94.9 (0.6) $ - $ 5.8 $ 119.3 $ $ (0.1) (0.1) $ 15.2 0.1 15.3 $ $ (0.6) (11.3) (11.9) 1.2 - $ (1.2) - (6.0) (2.5) 20.6 (54.6) (39.9) (41.1) $ (5.8) (4.5) (16.5) (69.3) $ $ $ $ 1.2 $ $ $ - $ $ $ 22.6 $ 33.9 $ $ (12.0) (12.0) $ (107.3) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Fund Type FY 2004-05 ACTUAL ALL FUNDS JUDICIAL BRANCH 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS $ SUBTOTAL ELECTED OFFICIAL 120 ASSESSOR 160 CLERK OF THE SUPERIOR COURT 190 COUNTY ATTORNEY 210 ELECTIONS 250 CONSTABLES 360 RECORDER 370 SUPERINTENDENT OF SCHOOLS 430 TREASURER 500 SHERIFF SUBTOTAL APPOINTED DEPARTMENT 060 CLERK OF THE BOARD 150 EMERGENCY MANAGEMENT 170 COMMUNITY DEVELOPMENT 180 FINANCE 200 COUNTY MANAGERS OFFICE 220 HUMAN SERVICES 230 INTERNAL AUDIT 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 HUMAN RESOURCES 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 390 HEALTH CARE MANDATES 410 ENTERPRISE TECHNOLOGY 440 PLANNING & DEVELOPMENT 460 RESEARCH & REPORTING 470 GENERAL GOVERNMENT 480 APPROPRIATED FUND BALANCE 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 600 MARICOPA MANAGED CARE SYSTEMS 620 MARICOPA EVENTS CENTER 640 TRANSPORTATION 670 SOLID WASTE 700 FACILITIES MANAGEMENT 730 MATERIALS MANAGEMENT 740 EQUIPMENT SERVICES 750 RISK MANAGEMENT 790 ANIMAL CARE & CONTROL 850 AIR QUALITY 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES 980 ELIMINATIONS SUBTOTAL MARICOPA COUNTY $ $ $ $ FY 2005-06 ADOPTED 14,228,159 15,423,960 33,023,676 62,675,795 $ 247,790 14,206,032 16,520,684 4,883,967 1,821,749 22,331,212 196,702 4,530 44,820,453 105,033,120 $ $ $ FY 2005-06 REVISED 14,482,944 15,493,533 31,702,506 61,678,983 $ 133,669 13,984,742 17,366,694 1,048,100 1,771,057 17,463,600 155,000 4,000 55,194,291 107,121,153 $ $ $ FY 2005-06 PROJECTED 14,489,781 17,486,532 31,941,146 63,917,459 $ 133,669 14,702,202 17,490,893 1,048,100 1,771,057 17,463,600 155,000 4,000 58,900,197 111,668,718 $ $ $ ADOPTED VS. REVISED VARIANCE % FY2006-07 ADOPTED 15,409,205 15,908,315 33,476,511 64,794,031 $ 189,012 16,180,003 17,563,930 1,076,100 1,983,416 23,471,538 208,399 3,853 52,429,295 113,105,547 $ $ $ 14,742,007 7,421,459 35,220,627 57,384,093 $ 252,226 (10,065,073) 3,279,481 (6,533,366) 1.7% -57.6% 10.3% -10.2% 150,000 16,073,385 17,760,612 2,579,500 1,985,000 19,546,000 3,858,304 4,000 57,582,359 119,539,160 $ $ 16,331 1,371,183 269,719 1,531,400 213,943 2,082,400 3,703,304 (1,317,838) 7,870,442 12.2% 9.3% 1.5% 146.1% 12.1% 11.9% 2389.2% 0.0% -2.2% 7.0% 254,311 (2,453,206) 250,285 58,839 185,565 (38,715) 2,969 21,060 (26,902,987) 1,325,636 4,831,712 191,201,131 57,147,704 167,389 19,352 (2,000) 379,900 (121,508,395) 75,000 17,822,866 829,500 1,649,297 3,633,880 1,884,280 2,801,489 516,392 (34,264,473) 104,850,000 $ $ 5 $ 1,000,035 3,279,133 585,922 10,534 33,566,400 925 94,865 240,145 5,372,236 44,051 757,955 50,209,346 83,560,420 16,677,036 13,135,973 118,483 1,162,948,747 98,376,340 2,119,050 84,805 35,995 27,899 383,430,003 113,376,684 5,496,111 99,219 1,576,743 10,528,464 26,734,933 8,662,637 10,075,971 43,163,336 13,308,656 (361,724,432) 1,726,974,626 $ - $ 855,797 15,997,531 37,977,848 85 522,795 162,689 4,712,780 36,350 750,000 52,565,987 63,419,448 15,232,361 12,252,430 1,235,672,749 66,746,348 2,279,664 125,242 39,500 40,000 87,540,957 137,326,586 4,815,000 95,555 1,018,844 10,596,904 23,116,120 8,665,674 10,840,375 44,943,109 11,190,138 (256,297,118) 1,593,241,748 $ - $ 948,776 15,997,531 125,647 37,767,603 85 522,795 162,689 5,068,386 36,350 750,000 52,017,240 63,419,448 15,232,361 13,444,466 1,234,287,570 72,921,348 2,485,181 132,242 39,500 40,000 121,508,395 137,326,586 4,815,000 95,555 1,018,844 10,631,004 23,116,120 8,755,116 10,985,275 44,900,956 11,806,009 (296,814,730) 1,593,543,348 $ - $ 1,002,550 8,222,216 547,441 36,309,866 205 574,304 173,285 5,051,131 39,789 784,022 48,118,393 63,419,448 16,408,352 14,110,745 20,085 1,329,012,268 34,773,908 3,238,551 134,012 16,000 419,855 129,609,235 126,486,252 5,449,319 100,441 1,045,667 12,706,435 24,879,229 8,942,561 13,544,098 45,550,234 12,295,574 (306,793,110) 1,636,192,363 $ - $ 1,203,087 13,544,325 375,932 37,826,442 85 708,360 123,974 5,071,355 57,410 750,000 25,114,253 63,419,448 16,557,997 18,276,178 1,425,488,701 130,069,052 2,652,570 151,594 37,500 419,900 75,000 155,149,452 5,644,500 95,555 1,018,844 12,280,301 26,750,000 10,639,396 15,946,494 47,702,445 12,322,401 (331,079,203) 1,698,393,348 $ $ 1,894,683,540 1,762,041,884 1,769,129,525 1,814,091,941 1,875,316,601 $ $ 116 $ $ $ 106,187,076 26.8% -15.3% 199.2% 0.2% 0.0% 35.5% -23.8% 0.1% 57.9% 0.0% -51.7% 0.0% 8.7% 35.9% 15.5% 78.4% 6.7% 14.6% -5.1% 949.8% -100.0% 13.0% 17.2% 0.0% 0.0% 15.5% 15.7% 21.5% 0.0% 6.2% 4.4% -11.5% 6.6% 6.0% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Fund Type / Department (Continued) FY 2004-05 ACTUAL GENERAL FUND JUDICIAL BRANCH 270 JUVENILE PROBATION 800 TRIAL COURTS $ FY 2005-06 ADOPTED 25,071 17,612,064 17,637,135 $ 247,790 7,717,360 4,166,227 4,883,967 1,821,749 15,360,664 196,702 4,530 5,817,551 40,216,541 $ APPOINTED DEPARTMENT 060 CLERK OF THE BOARD 150 EMERGENCY MANAGEMENT 180 FINANCE 200 COUNTY MANAGERS OFFICE 230 INTERNAL AUDIT 290 MEDICAL EXAMINER 310 HUMAN RESOURCES 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 390 HEALTH CARE MANDATES 460 RESEARCH & REPORTING 470 GENERAL GOVERNMENT 480 APPROPRIATED FUND BALANCE 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 700 FACILITIES MANAGEMENT 730 MATERIALS MANAGEMENT 880 ENVIRONMENTAL SERVICES SUBTOTAL $ MARICOPA COUNTY SUBTOTAL ELECTED OFFICIAL 120 ASSESSOR 160 CLERK OF THE SUPERIOR COURT 190 COUNTY ATTORNEY 210 ELECTIONS 250 CONSTABLES 360 RECORDER 370 SUPERINTENDENT OF SCHOOLS 430 TREASURER 500 SHERIFF SUBOTAL FY 2005-06 REVISED 14,000 15,028,261 15,042,261 $ 133,669 6,105,265 5,082,022 1,048,100 1,771,057 12,093,600 155,000 4,000 5,947,027 32,339,740 $ 5 585,922 1,521 925 198,338 44,051 757,955 25,889 83,560,420 118,483 903,319,297 40,921,798 85,785 6,300 21,000 27,899 99,219 461,681 $ 1,030,236,487 $ $ 1,088,090,163 $ $ $ $ FY 2005-06 PROJECTED 14,000 15,028,261 15,042,261 $ 133,669 6,105,265 5,082,022 1,048,100 1,771,057 12,093,600 155,000 4,000 7,600,046 33,992,759 $ 85 150,000 36,350 750,000 1,594,188 63,419,448 942,368,829 30,983 52,000 19,700 20,000 40,000 95,555 116,959 26,000 $ 1,008,720,097 125,647 85 150,000 36,350 750,000 1,045,441 63,419,448 942,368,829 30,983 52,000 19,700 20,000 40,000 95,555 116,959 26,000 $ 1,008,296,997 $ $ 1,056,102,098 $ 1,057,332,017 $ $ $ $ 117 FY2006-07 ADOPTED ADOPTED VS. REVISED VAR % 14,938 16,845,199 16,860,136 $ 14,000 18,162,083 18,176,083 $ 3,133,822 3,133,822 0.0% 20.9% 20.8% 189,012 7,588,843 5,008,053 1,076,100 1,983,416 17,125,843 208,399 3,853 7,516,894 40,700,414 $ 150,000 7,766,749 5,842,476 2,579,500 1,985,000 13,246,000 210,000 4,000 9,066,716 40,850,441 $ 16,331 1,661,484 760,454 1,531,400 213,943 1,152,400 55,000 1,466,670 6,857,682 12.2% 27.2% 15.0% 146.1% 12.1% 9.5% 35.5% 0.0% 19.3% 20.2% 209 547,441 205 124,001 39,789 784,022 1,455,905 63,419,448 20,085 1,017,896,779 35,958 105,994 16,800 16,000 419,855 100,441 116,959 $ 1,085,099,890 $ 375,932 85 123,974 57,410 750,000 485,364 63,419,448 1,078,737,888 125,737 16,800 20,000 419,900 95,555 116,959 1,000 $ 1,144,746,052 $ $ 250,285 199.2% 0.0% (26,026) -17.4% 21,060 57.9% 0.0% (560,077) -53.6% 0.0% 136,369,059 14.5% (30,983) -100.0% 73,737 141.8% (2,900) -14.7% 0.0% 379,900 949.8% 0.0% 0.0% (25,000) -96.2% 136,449,055 13.5% $ 1,142,660,440 $ 1,203,772,576 $ 146,440,559 $ $ $ $ 13.9% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Fund Type / Department (Continued) SPECIAL REVENUE JUDICIAL BRANCH 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS SUBTOTAL FY 2004-05 FY 2005-06 FY 2005-06 FY 2005-06 ACTUAL ADOPTED REVISED PROJECTED $ 14,228,159 15,398,889 15,411,612 45,038,660 ELECTED OFFICIAL 160 CLERK OF THE SUPERIOR COURT $ 190 COUNTY ATTORNEY 360 RECORDER 370 SUPERINTENDENT OF SCHOOLS 500 SHERIFF SUBTOTAL $ 6,488,673 12,354,457 6,970,548 39,002,902 64,816,579 APPOINTED DEPARTMENT 150 EMERGENCY MANAGEMENT 170 COMMUNITY DEVELOPMENT 220 HUMAN SERVICES 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 440 PLANNING & DEVELOPMENT 470 GENERAL GOVERNMENT 480 APPROPRIATED FUND BALANCE 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 620 MARICOPA EVENTS CENTER 640 TRANSPORTATION 670 SOLID WASTE 790 ANIMAL CARE & CONTROL 850 AIR QUALITY 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES SUBTOTAL MARICOPA COUNTY $ $ $ $ $ $ $ $ 1,000,035 3,279,133 33,566,400 94,865 41,807 5,408,233 13,135,973 253,466,896 2,033,266 78,505 14,995 104,166,278 5,496,111 8,662,637 10,075,971 43,163,336 13,308,656 496,993,096 $ 606,848,335 MARICOPA COUNTY 7,879,477 12,284,672 5,370,000 49,247,264 74,781,413 $ 14,489,781 17,472,532 16,912,885 48,875,198 $ $ 8,596,937 12,408,871 5,370,000 51,300,151 77,675,959 $ $ $ 855,797 15,997,531 37,977,848 522,795 12,689 4,747,780 12,252,430 286,038,249 2,227,664 105,542 19,500 107,960,305 4,815,000 8,665,674 10,840,375 44,943,109 11,164,138 549,146,426 $ 670,564,561 FY 2004-05 ACTUAL DEBT SERVICE APPOINTED DEPARTMENT 470 GENERAL GOVERNMENT 14,482,944 15,479,533 16,674,245 46,636,722 $ $ $ $ $ $ 948,776 15,997,531 37,767,603 522,795 12,689 5,103,386 13,444,466 284,653,070 2,433,181 112,542 19,500 107,960,305 4,815,000 8,755,116 10,985,275 44,900,956 11,780,009 550,212,200 $ 676,763,357 FY 2005-06 ADOPTED 15,409,205 15,893,377 16,631,312 47,933,895 8,591,160 12,555,877 6,345,695 44,912,401 72,405,133 FY2006-07 ADOPTED $ $ $ $ $ $ 1,002,341 8,222,216 36,309,866 574,304 49,284 5,086,131 14,110,745 301,831,172 1,297,752 3,132,557 117,212 109,862,694 5,449,319 8,942,561 13,544,098 45,550,234 12,295,574 567,378,061 $ 687,717,089 FY 2005-06 REVISED 14,742,007 7,407,459 17,058,544 39,208,010 8,306,636 11,918,136 6,300,000 3,648,304 48,515,643 78,688,719 ADOPTED VS. REVISED VARIANCE % $ $ $ $ $ $ 1,203,087 13,544,325 37,826,442 708,360 5,109,355 18,276,178 332,372,251 2,526,833 134,794 17,500 75,000 115,639,261 5,644,500 10,639,396 15,946,494 47,702,445 12,321,401 619,687,622 $ 737,584,351 $ FY 2005-06 PROJECTED $ FY2006-07 ADOPTED 252,226 145,659 (10,065,073) (9,667,188) 1.7% 0.9% -57.6% -19.8% (290,301) (490,735) 930,000 3,648,304 (2,784,508) 1,012,760 -3.4% -4.0% 17.3% 254,311 (2,453,206) 58,839 185,565 (12,689) 5,969 4,831,712 47,719,181 93,652 22,252 (2,000) 75,000 7,678,956 829,500 1,884,280 4,961,219 2,801,489 541,392 69,475,422 60,820,994 26.8% -15.3% 0.2% 35.5% -100.0% 0.1% 35.9% 16.8% -5.4% 1.3% 3.8% 19.8% -10.3% 7.1% 17.2% 21.5% 45.2% 6.2% 4.6% 12.6% 9.0% ADOPTED VS. REVISED VARIANCE % $ SUBTOTAL $ 6,162,554 $ 6,162,554 $ 7,265,671 $ 7,265,671 $ 7,265,671 $ 7,265,671 $ 9,284,317 $ 9,284,317 $ 14,378,562 $ 14,378,562 $ 7,112,891 7,112,891 97.9% 97.9% $ 6,162,554 $ 7,265,671 $ 7,265,671 $ 9,284,317 $ 14,378,562 $ 7,112,891 97.9% 118 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Fund Type / Department (Continued) FY 2004-05 ACTUAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE % FY2006-07 ADOPTED CAPITAL PROJECTS APPOINTED DEPARTMENT 480 APPROPRIATED FUND BALANCE 640 TRANSPORTATION SUBTOTAL MARICOPA COUNTY $ 57,454,542 70,452,504 $ 66,715,365 96,842,069 $ 72,890,365 96,093,722 $ 33,440,199 83,350,999 $ 130,069,052 105,893,752 $ 57,178,687 9,800,030 78.4% 10.2% $ 127,907,046 $ 163,557,434 $ 168,984,087 $ 116,791,198 $ 235,962,804 $ 66,978,717 39.6% $ 127,907,046 $ 163,557,434 $ 168,984,087 $ 116,791,198 $ 235,962,804 $ 66,978,717 39.6% FY 2004-05 ACTUAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE % FY2006-07 ADOPTED ENTERPRISE APPOINTED DEPARTMENT 600 MARICOPA MANAGED CARE SYSTEMS SUBTOTAL MARICOPA COUNTY $ $ 383,430,003 383,430,003 $ $ 87,540,957 87,540,957 $ $ 121,508,395 121,508,395 $ $ 129,609,235 129,609,235 $ $ - $ $ (121,508,395) (121,508,395) -100.0% -100.0% $ 383,430,003 $ 87,540,957 $ 121,508,395 $ 129,609,235 $ - $ (121,508,395) -100.0% -51.7% 8.7% 0.0% 15.5% 15.7% -19.6% -19.6% INTERNAL SERVICE APPOINTED DEPARTMENT 200 COUNTY MANAGERS OFFICE 350 EMPLOYEE HEALTH INITIATIVES 410 ENTERPRISE TECHNOLOGY 730 MATERIALS MANAGEMENT 740 EQUIPMENT SERVICES 750 RISK MANAGEMENT SUBTOTAL MARICOPA COUNTY $ $ $ 9,014 50,183,456 16,677,036 1,115,062 10,528,464 26,734,933 105,247,966 $ $ 50,971,799 15,232,361 901,885 10,596,904 23,116,120 100,819,069 $ 105,247,966 $ 100,819,069 FY 2004-05 ACTUAL $ $ 50,971,799 15,232,361 901,885 10,631,004 23,116,120 100,853,169 $ 100,853,169 FY 2005-06 ADOPTED $ $ 46,662,488 16,408,352 928,708 12,706,435 24,879,229 101,585,212 $ 101,585,212 FY 2005-06 REVISED $ $ 24,628,889 16,557,997 901,885 12,280,301 26,750,000 81,119,072 $ (26,342,910) 1,325,636 1,649,297 3,633,880 (19,734,097) $ 81,119,072 $ (19,734,097) FY 2005-06 PROJECTED FY2006-07 ADOPTED ADOPTED VS. REVISED VARIANCE % ELIMINATIONS APPOINTED DEPARTMENT 300 PARKS & RECREATION 640 TRANSPORTATION 980 ELIMINATIONS $ SUBTOTAL MARICOPA COUNTY $ (35,997) $ (61,242,098) (361,724,432) (423,002,527) $ (35,000) $ (67,475,788) (256,297,118) (323,807,906) $ (35,000) $ (66,727,441) (296,814,730) (363,577,171) $ (35,000) $ (66,727,441) (306,793,110) (373,555,551) $ (38,000) $ (66,383,561) (331,079,203) (397,500,764) $ (3,000) 343,880 (34,264,473) (33,923,593) -8.6% 0.5% -11.5% -9.3% $ (423,002,527) $ (323,807,906) $ (363,577,171) $ (373,555,551) $ (397,500,764) $ (33,923,593) -9.3% 119 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Revenues by Department GENERAL FUND JUDICIAL 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS $ SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE SUBTOTAL ELIMINATIONS ALL FUNDS SUBTOTAL $ - $ 14,000 18,162,083 18,176,083 $ 14,742,007 $ 7,407,459 17,058,544 39,208,010 $ - $ - $ - $ - $ - $ - $ 14,742,007 $ 7,421,459 35,220,627 57,384,093 $ - $ - $ 14,742,007 7,421,459 35,220,627 57,384,093 ELECTED 120 ASSESSOR $ 160 CLERK OF THE SUPERIOR COURT 190 COUNTY ATTORNEY 210 ELECTIONS 250 CONSTABLES 360 RECORDER 370 SUPERINTENDENT OF SCHOOLS 430 TREASURER 500 SHERIFF SUBTOTAL $ 150,000 $ 7,766,749 5,842,476 2,579,500 1,985,000 13,246,000 210,000 4,000 9,066,716 40,850,441 $ - $ 8,306,636 11,918,136 6,300,000 3,648,304 48,515,643 78,688,719 $ - $ - $ - $ - $ - $ - $ 150,000 $ 16,073,385 17,760,612 2,579,500 1,985,000 19,546,000 3,858,304 4,000 57,582,359 119,539,160 $ - $ - $ 150,000 16,073,385 17,760,612 2,579,500 1,985,000 19,546,000 3,858,304 4,000 57,582,359 119,539,160 APPOINTED 150 EMERGENCY MANAGEMENT $ - $ 170 COMMUNITY DEVELOPMENT 180 FINANCE 375,932 220 HUMAN SERVICES 230 INTERNAL AUDIT 85 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 123,974 300 PARKS & RECREATION 310 HUMAN RESOURCES 57,410 340 PUBLIC FIDUCIARY 750,000 350 EMPLOYEE HEALTH INITIATIVES 485,364 390 HEALTH CARE MANDATES 63,419,448 410 ENTERPRISE TECHNOLOGY 440 PLANNING & DEVELOPMENT 470 GENERAL GOVERNMENT 1,078,737,888 480 APPROPRIATED FUND BALANCE 520 PUBLIC DEFENDER 125,737 540 LEGAL DEFENDER 16,800 550 LEGAL ADVOCATE 20,000 560 CONTRACT COUNSEL 419,900 620 MARICOPA EVENTS CENTER 640 TRANSPORTATION 670 SOLID WASTE 700 FACILITIES MANAGEMENT 95,555 730 MATERIALS MANAGEMENT 116,959 740 EQUIPMENT SERVICES 750 RISK MANAGEMENT 790 ANIMAL CARE & CONTROL 850 AIR QUALITY 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES 1,000 980 ELIMINATIONS SUBTOTAL $ 1,144,746,052 $ 1,203,087 $ 13,544,325 37,826,442 708,360 5,109,355 18,276,178 332,372,251 2,526,833 134,794 17,500 75,000 115,639,261 5,644,500 10,639,396 15,946,494 47,702,445 12,321,401 619,687,622 $ - $ 14,378,562 14,378,562 $ - $ 130,069,052 105,893,752 235,962,804 $ - $ 1,203,087 $ 13,544,325 375,932 37,826,442 85 708,360 123,974 5,109,355 57,410 750,000 24,628,889 25,114,253 63,419,448 16,557,997 16,557,997 18,276,178 1,425,488,701 130,069,052 2,652,570 151,594 37,500 419,900 75,000 221,533,013 5,644,500 95,555 901,885 1,018,844 12,280,301 12,280,301 26,750,000 26,750,000 10,639,396 15,946,494 47,702,445 12,322,401 81,119,072 $ 2,095,894,112 $ - $ 1,203,087 13,544,325 375,932 37,826,442 85 708,360 123,974 (38,000) 5,071,355 57,410 750,000 25,114,253 63,419,448 16,557,997 18,276,178 1,425,488,701 130,069,052 2,652,570 151,594 37,500 419,900 75,000 (66,383,561) 155,149,452 5,644,500 95,555 1,018,844 12,280,301 26,750,000 10,639,396 15,946,494 47,702,445 12,322,401 (331,079,203) (331,079,203) (397,500,764) $ 1,698,393,348 MARICOPA COUNTY 737,584,351 $ 14,378,562 $ 235,962,804 $ 81,119,072 $ 2,272,817,365 $ (397,500,764) $ 1,875,316,601 $ 1,203,772,576 $ 120 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary Maricopa County collects revenues within the following general categories: • Taxes • Licenses & Permits • Intergovernmental Revenues • Charges for Services • Fines & Forfeits • Miscellaneous • Other Financing Sources Basis for Estimating Revenue According to the Budgeting for Results Budget Policy Guidelines, revenues are estimated conservatively for budgetary purposes, because it is preferable to err by under-estimating revenues than by over-estimating them. For major tax-based revenues, economic forecasting models are applied. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2006-07. SPECIAL REVENUE GENERAL FUND UNRESERVED/UNDESIGNATED BEGINNING FUND BALANCE CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE SUBTOTAL ELIMINATIONS $ 212,381,047 $ 140,902,871 $ 14,582,325 $ 78,731,692 $ 43,144,725 $ 489,742,660 $ REVENUES 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 OTHER CHARGES FOR SERVICES INTERNAL SERVICE CHARGES PATIENT SERVICE REVENUE FINES & FORFEITS INTEREST EARNINGS MISCELLANEOUS REVENUE GAIN ON FIXED ASSETS PROCEEDS OF FINANCING TRANSFERS IN TOTAL REVENUE $ 398,725,245 12,700,000 2,066,000 80,315,343 8,782,492 491,811,670 144,035,674 24,869,084 5,732,994 46,237 15,044,128 10,003,265 2,618,383 7,022,061 1,203,772,576 $ $ $ 398,725,245 12,700,000 143,738,033 43,304,635 123,010,756 186,859,491 8,782,492 491,811,670 99,100,000 153,335,674 82,623,929 67,940,624 1,025,977 22,280,097 17,626,459 49,257,343 204,800 40,930,000 329,560,140 2,272,817,365 $ $ 11,210,993 6,562,564 62,207,630 1,125,000 12,885 81,119,072 $ $ 39,510,191 3,300,000 40,930,000 152,222,613 235,962,804 $ $ 3,297,754 1,053,612 690,000 9,337,196 14,378,562 $ $ 143,738,033 41,238,635 123,010,756 52,525,210 99,100,000 9,300,000 51,192,281 979,740 7,235,969 5,444,582 42,636,075 204,800 160,978,270 737,584,351 TOTAL SOURCES $ 1,416,153,623 $ 878,487,222 $ 28,960,887 $ 314,694,496 $ 124,263,797 $ 2,762,560,025 121 ALL FUNDS - $ 489,742,660 $ - $ (67,940,624) (329,560,140) (397,500,764) $ 398,725,245 12,700,000 143,738,033 43,304,635 123,010,756 186,859,491 8,782,492 491,811,670 99,100,000 153,335,674 82,623,929 1,025,977 22,280,097 17,626,459 49,257,343 204,800 40,930,000 1,875,316,601 $ (397,500,764) $ 2,365,059,261 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Taxes Maricopa County collects both property taxes and special sales taxes. Below is a table summarizing historical property tax revenue collections by fund type, followed by a discussion of specific major revenues. Taxes Fiscal General Year Fund 1996-97 $ 172,143,843 1997-98 184,371,372 1998-99 198,905,506 1999-00 222,975,967 2000-01 239,737,516 2001-02 259,584,026 2002-03 288,869,601 2003-04 319,350,322 2004-05 351,342,206 2005-06* 383,920,741 2006-07** 411,425,245 * Projected Actual ** Budget Debt Service $ 23,628,785 22,510,213 22,783,249 21,008,968 24,148,892 21,368,629 24,594,477 24,485,207 - Total $ 195,772,628 206,881,585 221,688,755 243,984,935 263,886,408 280,952,655 313,464,078 343,835,529 351,342,206 383,920,741 411,425,245 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. Prior to FY 2004-05, the County also assessed a secondary tax to finance repayment of outstanding voter-approved General Obligation bonds. These bonds were fully repaid at the end of FY 2003-04. The rate of growth in the tax base for primary tax purposes is limited, and primary property tax levies are subject to a stringent constitutional limitation. If the property tax levy is at the limit, it may increase by only 2% per year on property taxed in the prior year. The FY 2006-07 taxes are levied on assessed values as of 2004. 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. Real property taxes are paid in arrears in two installments, due November 1 and May 1. Personal property taxes have historically been collected on a different schedule, but collection dates have been shifted to align with the real property tax collection cycle. Personal property taxes are levied only for the General Fund. 122 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) The following schedule lists the overall primary net assessed values and tax rates for the last ten fiscal years, plus the assessed values and the preliminary tax rates for FY 2006-07. Preliminary Tax Levy Secondary Primary Fiscal Year 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 Net Assessed Value (Thousands) $ 13,975,668 15,006,270 16,017,265 17,463,875 19,362,298 21,355,326 22,955,865 25,447,851 28,070,870 31,010,284 33,807,465 Primary Tax Rate (per $100 N.A.V.) $ 1.1054 1.1265 1.1472 1.1884 1.1641 1.1832 1.2108 1.2108 1.2108 1.1971 1.1794 Debt Service Tax Rate (per $100 N.A.V.) $ 0.1575 0.1364 0.1312 0.1085 0.1152 0.0876 0.0800 0.0700 - Net Assessed Value (Thousands) $ 14,343,156 15,723,498 16,813,017 18,676,830 20,877,716 22,913,134 24,457,047 27,477,988 30,066,987 33,197,218 36,294,693 Combined Rate $ 1.2629 1.2629 1.2784 1.2969 1.2793 1.2708 1.2908 1.2808 1.2108 1.1971 1.1794 The FY 2006-07 property tax rate for Maricopa County will be reduced to $1.1794 per $100 net assessed value as a result of the levy hitting the constitutional levy limit. The chart below illustrates that although assessed values will continue to increase, the tax rate will naturally decline as a result of the constitutional limitation. Net Assessed Value vs. Tax Rate $1.1800 1.17940 $30 $1.1600 1.15720 1.14430 $20 37.615 41.967 45.961 $0 33.807 $10 $1.1400 1.12040 31.010 NAV (Billions) $1.2000 1.19710 $40 06 07 08* 09* 10* Fiscal Year 123 $1.1200 $1.1000 $1.0800 *Forecast Tax Rate per $100 of NAV $1.2200 $50 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) The following table and chart below depict the primary property tax levies for the last ten fiscal years, plus the preliminary levies for FY 2006-07: Tax Levy Fiscal Primary Secondary Year General Fund Debt Service Total $177,077,508 1996-97 $154,487,036 $ 22,590,472 190,492,490 1997-98 169,045,638 21,446,852 205,808,750 1998-99 183,750,071 22,058,679 227,805,058 1999-00 207,540,697 20,264,361 249,434,394 2000-01 225,396,514 24,037,880 272,748,129 2001-02 252,676,223 20,071,906 295,995,307 2002-03 276,640,863 19,354,444 326,628,910 2003-04 307,700,421 18,928,489 338,311,249 2004-05 338,311,249 371,224,118 2005-06 371,224,118 398,725,245 2006-07 ** 398,725,245 ** Budget Note: Excludes SRP, Payments in Lieu of Taxes The FY 2006-07 Budget includes an estimated primary property tax levy (excluding Salt River Project) of $398,725,245, an increase of $27,501,127 (7.4%) from the FY 2005-06 adopted primary levy. The increase is due to the growth in net assessed value, of which slightly more than half is a result of new construction. The remaining change in net assessed value is on existing property, which is partly attributable to the impact of biannual property valuation by the County Assessor. Beginning in FY 2006-07, the County Assessor plans to value property on an annual basis. This change will serve to normalize the annual growth in assessed values. Forecasts indicate a continued upward trend in annual growth rates over the next several years. For further information, refer to the “Comparative Tax Data” schedule, as well as the Levy Limit and Truth in Taxation comparisons found later in this section. TAX LEVY GROWTH APPRECIATION vs. NEW CONSTRUCTION $60 (Millions) $40 $20 $0 Fiscal Year APPRECIATION NEW CONSTRUCTION *Forecast: Source FY 2007-08 to 2012-13: Elliott D. Pollack & Co. 124 As reflected in the graph to the left, new construction is expected to significantly increase the levy amount through FY 2010 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Tax Penalties & Interest The County Treasurer collects penalties and interest on repayment of delinquent property taxes, and proceeds are deposited to the General Fund. Collections fluctuate and are difficult to accurately forecast, so it is prudent to budget this revenue conservatively. FY 2005-06 projections are higher than the budget for the same period. The FY 2006-07 budget is a conservative estimate based on historical collection trends. Special Sales Taxes The special sales tax levied by Maricopa County is the Jail Excise Tax, which is collected by the State of Arizona and transmitted to the County Treasurer monthly. In November 1998, Maricopa County voters approved a short-term new Jail Excise Tax to fund construction and operation of adult and juvenile detention facilities. Tax authority began in January 1999 and was to expire after nine years or collections of $900 million. In November 2002, Maricopa County voters approved an extension of the Jail Excise Tax for an additional twenty years. Total budgeted revenue from the Jail Excise Tax is $143,738,033 in FY 2006-07, an increase of $8,523,501 (6.3%) from the FY 2005-06 projected amount. Jail Excise Tax revenue is budgeted based on the pessimistic forecast. Special Sales Tax Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 * 2006-07 ** Jail Excise Tax $41,477,224 91,984,716 97,752,375 98,029,348 98,932,138 107,441,209 119,143,064 135,214,532 143,738,033 * Projected Actual ** Budget Jail Excise Tax Forecasts "Pessimistic Scenario" Fiscal Year Annual Collections 2006-07 $ 143,738,033 2007-08 150,206,244 2008-09 158,016,970 2009-10 165,917,818 2010-11 173,881,873 2011-12 181,706,558 2012-13 189,883,353 2013-14 198,428,104 2014-15 207,357,368 2015-16 216,688,450 "Most Likely" Scenario % Chg. Annual Collections 7.0% $ 148,342,953 4.5% 158,726,960 5.2% 168,568,032 5.0% 179,019,250 4.8% 189,760,405 4.5% 200,386,987 4.5% 211,608,659 4.5% 233,458,743 4.5% 235,972,433 4.5% 249,186,889 % Chg. 9.0% 7.0% 6.2% 6.2% 5.6% 5.6% 5.6% 5.6% 5.6% 5.6% Source: Elliott D. Pollack & Co. 125 Growth Rate 121.77% 6.27% 0.28% 0.92% 8.60% 10.89% 13.49% 6.30% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Licenses and Permits Maricopa County collects revenue from a variety of licenses and permits that are issued through various County departments. Rates for licenses and permits are approved by the Board of Supervisors, unless otherwise set forth in State statutes. The revenue generated from licenses and permits is generally used to offset the cost of issuing the permits. Examples of licenses and permits include building permits, marriage licenses, dog licenses, and environmental health permits. Listed below are the actual license and permit revenues recorded for the last nine fiscal years, along with projected actual collections for FY 2005-06 and estimated revenues for FY 2006-07. Fiscal Year 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06* 2006-07** Licenses & Permits Revenues Special Revenue General Fund Fund Total $ 2,380,622 $ 10,583,976 $ 12,964,598 2,248,372 12,258,022 14,506,394 2,839,905 13,641,882 16,481,787 271,025 21,014,930 21,285,955 501,811 22,004,141 22,505,952 415,821 23,930,149 24,345,970 52,000 26,381,649 26,433,649 1,306,694 28,322,351 29,629,045 1,494,043 30,955,888 32,449,930 2,067,143 35,034,743 37,101,886 2,066,000 41,238,635 43,304,635 * Projected Actual ** Budget General Fund license and permit revenues include license fees paid by cable television companies for operation in unincorporated areas which are being aggressively developed. Licenses and Permits (General Fund) $2,500,000 $2,000,000 Major sources of Special Revenue Fund license and permit revenue include Planning and Development fees, Environmental Health permits, and Air Quality permits. The Planning and Development permit revenue continues to increase as the construction market remains strong. Increases in permits for Air Quality are anticipated due to an increase in enforcement from an increase in staff in this area. 126 $1,500,000 $1,000,000 $500,000 $0 05-06 06-07 Fiscal Year Cable Television Franchise Fees Marriage Licenses Liquor Licenses Pawnshop & Peddler's Licenses Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Intergovernmental Revenues Intergovernmental revenues are amounts received by the County from other government or public entities, and include payments in lieu of taxes, state shared revenues, grants, and 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. Transactions from FY 2004-05 forward between the Flood Control, Library and Stadium Districts previously recorded as fund transfers and internal service charges have been reclassified as Intergovernmental Revenue, as they are separate governmental entities. Listed below are the actual intergovernmental and grant revenues recorded for the last nine fiscal years, projected actual collections for FY 2005-06, and the amounts budgeted for FY 2006-07. Intergovernmental Revenues Fiscal Year 1996-97 $ 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06* 2006-07** Special Revenue Funds General Fund 340,111,217 342,821,757 380,989,403 402,400,291 421,036,415 439,548,553 486,655,500 489,807,845 626,232,433 681,211,484 724,945,179 $ 66,260,764 163,585,398 218,432,298 304,279,055 261,793,910 270,074,384 257,064,915 259,928,320 250,103,881 274,278,480 283,935,966 Capital Projects Funds Debt Service 279,935 262,793 399,224 339,376 339,376 2,036,360 3,569,464 3,297,754 96,058,302 42,238,451 1,335,329 859,370 278,259 12,784,358 7,320,885 9,384,689 8,820,531 15,332,656 39,510,191 Internal Service Funds Enterprise Funds $ 13,010,680 8,093,439 93,391,643 3,062,855 5,302,492 - $ 34,434 873,340 1,118,844 1,215,513 9,647,024 23,928,852 11,210,993 Total $ 502,710,218 561,919,079 600,757,030 707,538,716 691,236,457 817,071,502 755,562,375 765,978,235 896,840,230 998,320,935 1,062,900,083 * Projected Actual ** Budget The additional Capital Projects funds revenue is due to an increase in transportation project partnerships. The increase in Debt Service funds is attributed to the Special Health Care District. Beginning in FY 2005-06, Maricopa County will make the payments for the Health Care District debt and be reimbursed by the district through Intergovernmental Revenue. Prior to the formation of the District, payments would have been handled as a fund transfer. 127 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Salt River Project (SRP), the Federal Government, the Arizona State Retirement System (ASRS) for property it owns and from municipalities for rental income received on property owned by the jurisdiction. SRP estimates their net assessed value and makes payments in lieu of property taxes to each taxing jurisdiction based on its property tax rates. Payments in Lieu of Taxes are included on the Comparative Tax Data schedule found later in this document. Payments in Lieu of Taxes $10,000,000 $7,500,000 $5,000,000 $2,500,000 $2001-02 2002-03 SRP 2003-04 2004-05 Federal BLM 2005-06 Cities 2006-07 ASRS State Shared Sales Taxes Maricopa County does not have legal authority to levy a general-purpose sales tax. However, the County does receive a portion of the State of Arizona's Transaction Privilege Tax collections, which are deposited in the General Fund. The State collects Transaction Privilege Taxes on 30 types of business activities, at rates ranging from .516 to 6.05 percent. A portion of each of these taxes, ranging from 0 to 80 percent, is allocated to a pool for distribution to the cities, counties and State. Of this pool, 40.51 percent is allocated to Arizona counties. Prior to FY 1994-95, the Counties' distribution was determined using a calculation that combined assessed valuation and location of actual sales tax receipts (point of sale). Beginning with FY 1994-95, the State began using a new formula that distributes the funds determined by the larger of two different calculations: a) 50% based on point of sale + 50% based on assessed valuation; or b) 50% based on point of sale + 50% based on population. Counties also receive a portion of an additional 2.43 percent of the State's share of receipts, distributed using a 50% point of sale + 50% population basis method. 128 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Listed below are the actual state shared sales tax collections for the last nine fiscal years, projected totals for FY 2005-06 plus the budget for FY 2006-07. State Shared Sales Tax collections have increased dramatically over the last two years due to consumer spending driven by capital gains and construction sales tax. Collections for FY 2005-06 are projected to exceed the budget, ending 15.25% higher than FY 2004-05 collections. Both of these economic drivers are considered transitory in nature. As a result, sales tax revenue growth is expected to flatten in FY 2007-08 and beyond. Therefore, State Shared Sales Taxes are budgeted for the upcoming fiscal year at the “pessimistic” forecast scenario. The FY 2006-07 Budget for the General Fund estimates a 7.3% growth rate over the FY 2005-06 projected actuals, resulting in $33,447,668 additional revenue. State Shared Sales Tax Collections Growth Rate Fiscal Year General Fund 1996-97 $ 242,352,311 1997-98 257,643,630 6.3% 1998-99 279,386,536 8.4% 1999-00 309,009,200 10.6% 2000-01 322,429,593 4.3% 2001-02 325,728,202 1.0% 2002-03 330,260,143 1.4% 2003-04 357,526,559 8.3% 2004-05 397,712,843 11.2% 2005-06* 458,364,002 15.2% 2006-07** 491,811,670 7.3% * Projected Actual ** Budget The 10-year forecast for State Shared Sales Tax revenue is shown in the following table. Over the past two years annual growth rates have been largely fueled by revenues that are non-recurring in nature, primarily consumer spending as a result of capital gains and construction sales tax. Growth rates are expected to normalize beginning in FY 2006-07. 129 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) State Shared Sales Tax Forecast "Pessimistic Scenario" "Most Likely" Scenario Fiscal Year Annual Collections % Chg. Annual Collections % Chg. 2006-07 $ 491,811,670 8.0% $ 502,868,086 9.0% 2007-08 513,943,195 4.5% 538,068,852 7.0% 2008-09 540,668,241 5.2% 571,429,121 6.2% 2009-10 567,701,653 5.0% 606,857,726 6.2% 2010-11 594,951,332 4.8% 643,269,190 6.0% 2011-12 621,724,142 4.5% 679,292,265 5.6% 2012-13 649,701,729 4.5% 717,332,632 5.6% 2013-14 678,938,307 4.5% 757,503,259 5.6% 2014-15 709,490,530 4.5% 799,923,441 5.6% Source: Elliott D. Pollack & Company 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 State Shared Vehicle License Tax personal property tax levied by the state on cars and trucks. Fiscal Growth General VLT revenue is shared with counties and cities, and a portion is Year Rate Fund also deposited in the Highway User Revenue Fund (HURF), 1996-97 $ 64,600,858 which is in turn also shared with local governments. VLT is paid 1997-98 67,164,259 4.0% as part of the annual auto license renewal process, billed and 1998-99 81,053,747 20.7% payable during the month in which the vehicle was first 1999-00 88,147,523 8.8% registered. The table at the right shows actual and projected 2000-01 93,389,137 5.9% vehicle license tax collections from FY 1996-97 to FY 2006-07. 2001-02 99,372,045 6.4% In FY 2005-06, VLT collections have been strong, and projected actual revenue is anticipated to exceed budget by 8.3%. This is partially attributable to the temporary increase in consumer spending due to capital gains. The FY 2006-07 budget reflects the pessimistic forecast, as consumer spending growth is expected to slow in the near future. 130 2002-03 2003-04 2004-05 2005-06* 2006-07** * Projected Actual ** Budget 122,637,827 116,054,332 122,637,827 136,618,538 144,035,674 23.4% -5.4% 5.7% 11.4% 5.4% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) State Shared Vehicle License Tax Forecast Fiscal Year "Pessimistic Scenario" "Most Likely" Scenario % % Annual Collections Chg. Annual Collections Chg. 2006-07 $ 144,035,674 2007-08 148,356,744 2008-09 154,291,013 2009-10 160,462,654 2010-11 166,881,160 2011-12 173,556,407 2012-13 180,498,663 2013-14 187,718,609 2014-15 195,227,354 Source: Elliott D. Pollack & Co. 6.5% $ 3.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 148,342,714 155,759,850 166,663,039 178,329,452 190,812,514 204,169,389 218,461,247 233,753,534 250,116,281 7.5% 5.0% 7.0% 7.0% 7.0% 7.0% 7.0% 7.0% 7.0% State Shared Highway User Revenues The State of Arizona collects highway user revenue from a variety of sources, principally from a $0.18 per gallon tax on the motor fuel sold within the State. The primary purpose required by constitution 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. The highway user revenues distributed to the counties are allocated based upon fuel sales by county, estimated mileage of interstate trucking and population. Maricopa County highway user revenue funds (HURF) are deposited in the Transportation Operations Fund to support the Maricopa County Department of Transportation. 131 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Listed below are the actual collections of State Shared Highway User Revenues for the last nine fiscal years, projected totals for FY 2005-06, and the budget for FY 2006-07. Fiscal Year 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06* 2006-07** State Shared Highway User Revenues $ 73,249,850 67,408,288 72,392,313 77,317,632 78,243,269 78,285,212 82,153,375 86,598,735 90,566,135 94,948,883 99,100,000 Growth Rate -8.0% 7.4% 6.8% 1.2% 0.1% 4.9% 5.4% 4.6% 4.8% 4.4% * Projected Actual ** Budget Other Intergovernmental Revenue Other Intergovernmental Revenues include a variety of payments from other jurisdictions, usually as required by Intergovernmental Agreements (IGA’s) with the County. The following chart shows overall revenue activity for the General Fund. Other Intergovernmental (General Fund) $80,315,343 $81,000,000 $80,000,000 $79,000,000 $78,000,000 $77,350,490 $76,373,561 $77,000,000 $76,000,000 $75,000,000 $74,000,000 FY 06 REVISED FY 06 PROJ. 132 FY 07 BUDGET Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Detail of General Fund Other Intergovernmental Revenue is shown in the following table. Revenue is projected to increase by $3.9 million (5.1%) in FY 2006-07 due primarily to a one-time increase in election-related revenue. Department Contract Counsel County Attorney Elections Employee Health Initiatives Environmental Services General Government Finance Health Care Mandates Human Resources Juvenile Probation Legal Defender Legal Advocate Public Defender Sheriff’s Office Superintendent of Schools Trial Courts Total Other Intergovernmental Revenue General Fund FY 2005-06 FY 2006-07 Budget Budget Description $ 40,000 $ 419,900 State Grand Jury Reimbursements 838,861 529,076 Legal Services to Housing Authority and Special Health Care District 1,031,000 2,550,000 Election Services 613,328 8,064 Contract Premium, Administrative Fee 1,000 1,000 IGA with City of Peoria 2,339,401 2,230,746 Shared State Lottery Sales; District Reimbursements 107,698 331,559 Lease Revenue, Reimbursement from Industrial Development Authority 63,366,600 63,366,600 Disproportionate Share Pass Through 18,800 Training purchased by Housing Authority and Special Health Care District 5,999 5,999 Reimbursement from U.S. Marshals for housing of federal juvenile prisoners 19,700 16,800 State Grand Jury Reimbursements 20,000 20,000 State Grand Jury Reimbursements 44,000 48,600 State Grand Jury Reimbursements 6,968,246 8,453,616 Patrol Services, Social Security Administration pay for inmate information 120,000 120,000 National Forest Fees for Schools 857,728 2,194,583 IGA with City of El Mirage for use of court space; State Reimbursement for JP Salaries and IGA Revenue from Gila Bend for Lease Space $76,373,561 $80,315,343 Charges for Services Maricopa County charges fees for various services when a fee is appropriate. 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. 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. Examples of charges for services to the public include court-filing fees, kennel fees, landfill charges, park entrance fees, vital statistic document fees, and probation service fees. Examples of internal charges for services include motor pool charges and long distance telephone charges. 133 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Listed below are the revenues recorded for the last nine fiscal years, projected revenue for FY 2005-06, and the budget amount for FY 2006-07 for other charges for service, internal service charges, patient service charges, and fines and fees. Beginning in FY 2006-07, the County will no longer have Enterprise Funds due to the discontinuation of the Maricopa Managed Care System and the reclassification of the Solid Waste operating fund from Enterprise to Special Revenue. Fiscal General Year Fund 1996-97 $ 21,498,899 1997-98 23,285,414 1998-99 23,282,041 1999-00 20,744,303 2000-01 22,344,319 2001-02 23,066,442 2002-03 25,932,256 2003-04 30,266,056 2004-05 29,955,025 2005-06* 33,292,535 2006-07** 30,648,315 Special Revenue Funds $ 17,178,339 30,598,649 33,611,232 40,987,616 43,356,914 31,204,270 36,564,318 41,510,912 46,588,972 49,539,951 52,172,021 Debt Service Fund $ 302,898 180,180 352,643 280,976 125,432 - Charges for Service Capital Projects Enterprise Funds Funds $ 64,018 $ 459,442,809 231,215 465,456,904 16,630 498,120,261 13,389 545,219,766 1,526 582,350,811 577,445,943 695,504,915 773,743,235 355,475,219 81,997,448 - Internal Service Funds $ 85,204,601 66,587,939 70,147,479 87,758,508 47,269,363 48,199,803 73,435,665 86,558,352 86,706,148 75,035,352 68,770,194 Elimination Fund $ Total - $583,691,564 586,340,301 625,530,286 695,004,558 695,448,365 (138,734,084) 541,182,374 (74,326,480) 757,110,673 (161,468,141) 770,610,414 (76,001,438) 442,723,926 (72,263,473) 83,649,906 (67,940,624) 83,649,906 * Projected Actual ** Budget Includes Fees, Charges for Service and Patient Revenue Patient Charges Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06* 2006-07** General Fund $2,444,637 647,580 87,872 101,118 66,046 49,448 18,746 29,583 46,237 46,237 $ Patient Charges and Patient Care – Revenue Allowances Special Internal Revenue Enterprise Service Capital Projects Funds Funds Funds Funds Eliminations Total 532,007 $ 323,663,351 $ - $ - $ (54,232,273) $ 272,408,322 602,542 508,799,795 (40,707,215) 469,342,702 1,060,650 584,897,791 (47,811,146) 538,106,404 1,242,215 187,203,802 188,547,135 1,228,270 577,401,082 (91,278,716) 487,416,682 1,142,428 695,449,087 12,424,598 (5,248,439) 703,817,091 1,504,145 773,534,090 7,871,064 (79,149,895) 703,778,150 905,752 355,475,219 356,410,554 1,037,884 81,997,448 83,081,569 979,740 1,025,977 * Projected Actual ** Budget In the General Fund, the residual long-term care program from the patient’s share of costs generates patient service revenues. 134 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) Internal Service Charges Internal Service Charges are established each fiscal year. Internal service fee rates are intended to recover from the appropriate user the full cost of the services provided. Internal charges for services are usually recorded in Internal Service Funds. The largest decrease in FY 2006-07 Internal Service Charges is in Employee Health Initiatives, resulting from employees selecting a fully insured health provider (Cigna) instead of a self insured health program (Health Select). This decrease was mitigated by a change in the way transactions are being recorded between the Districts and the County contributed to the change in Internal Service Charges revenue. These transactions are now recorded as Intergovernmental Revenues instead of Internal Service Fund transactions. Internal Service Charges 80,000,000 60,000,000 40,000,000 20,000,000 96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 Fiscal Year Equipment Services Telecom Facilities Management Public Information Officer Materials Management Risk Management Employee Health Initiatives County Attorney- Civil Other Charges for Services Actual collections of Other Charges for Service are anticipated to exceed budget in FY 2005-06 by $5.5 million. $4.8 million of this increase are document recording fees collected by the Recorder. FY 200607 General Fund Other Charges for Services are budgeted conservatively and are anticipated to increase $1,729,568 above the FY 2005-06 budget. Other Charges for Services (General Fund) $28,674,436 $30,000,000 $24,869,084 $23,139,516 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY 06 REVISED FY 06 PROJ. 135 FY 07 BUDGET Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) The table below identifies the various sources of revenue. While most of the charges will remain constant as compared to the FY 2005-06 budget, Recorder charges continue to reflect a notable increase resulting from the ongoing increase in the number of documents filed. As the real estate market cools and interest rates rise, recordings are expected to decrease. The FY 2006-07 revenue budget for the Recorder anticipates this change. FY 2006-07 Other Charges for Service Summary General Fund Department Clerk of the Superior Court Constables Elections General Government Human Resources Juvenile Probation FY 2005-06 $ 3,500,000 1,771,057 3,500 2,075,000 35,950 8,001 FY 2006-07 $ 4,111,256 1,985,000 2,500 1,730,000 38,210 8,001 Medical Examiner Public Defender Public Fiduciary Recorder Sheriff Superintendent of Schools Employee Health Initiatives Treasurer Trial Courts 150,000 8,000 750,000 11,000,000 465,500 35,000 39,249 4,000 3,294,259 123,974 77,137 750,000 12,000,000 466,000 90,000 6,006 4,000 3,477,000 $ 23,139,516 $ 24,869,084 Total Description Filing Fees Writ & Restitution Collection Fees Certifications Tax Sale Fees and Cable TV Franchise Fees Garnishments, Copies and Lost Bus Card Fees Miscellaneous Charges and Indian Ward Custody Reimbursements Cremation Certificate Fees and Transport Fees Miscellaneous Charges Fiduciary Fees and Probate Fees Document Recording Fees Other Tax Sales Fees and Various Civil Fees Garnishment & Support Processing Fees Employee contributions for contract administration Miscellaneous Charges Defensive Driving Fees and Other Miscellaneous Court Fees; Civil Trial Jury Fees Fines and Forfeits Through statutory and enforcement authority, Maricopa County collects various fines such as citations, and fines. Fiscal Year 1996-97 $ 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06* 2006-07** Fines & Forfeits Special General Revenue Fund Funds 9,552,255 $ 1,947,305 10,552,336 1,762,158 10,954,594 2,317,300 10,871,790 3,507,213 11,989,817 2,698,524 12,886,929 3,201,902 11,940,884 4,051,596 12,858,597 3,828,653 15,719,102 5,612,192 14,836,017 7,122,177 15,044,128 7,235,969 * Projected Actual ** Budget 136 $ Total 11,499,560 12,314,494 13,271,894 14,379,003 14,688,341 16,088,831 15,992,480 16,687,250 21,331,294 21,958,194 22,280,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) In the General Fund, the Trial Courts (Superior Court and Justice Courts) and the Elections Department collect fines and forfeits. Based on collections through March, the forecasted revenue is expected to exceed budget in FY 2005-06. The FY 2006-07 budget anticipates General Fund Fines and Forfeits above the FY 2005-06 budgeted collections. The largest source of General Fund fine revenue is the Justice Court fines in Trial Courts, comprising 78%. The budgeted Superior Court fines for the Clerk of the Superior Court are anticipated to increase in FY 2006-07 based on the projected increase in the number of cases filed. The table below summarizes the sources of General Fund Fines and Forfeits. FY 2006-07 Fines and Forfeits Summary General Fund FY 2005-06 Budget $ 2,180,000 3,100 25,000 1,400 10,247,158 FY 2006-07 Budget $ 3,217,228 15,000 700 11,811,200 Total $ 12,456,658 $ 15,044,128 Department Clerk of the Superior Court Elections Environmental Services Sheriff Trial Courts Description Superior Court Fines Campaign Finance Penalty Fees Code Enforcement Fines Civil Sanctions and Traffic Fines Justice Court Traffic and Misdemeanor Fines Miscellaneous Revenue Maricopa County classifies miscellaneous revenues as any revenues that do not fall within another more specific revenue category. Examples of miscellaneous revenues include concessions, sales of copies, interest earnings, building rental, pay phone receipts, insurance recoveries, food sales, land sales, 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 nine fiscal years, projected amounts for FY 2005-06, plus the budget for FY 2006-07. Miscellaneous revenues are recorded in all of the fund types. Fiscal Year 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06* 2006-07** $ General Fund 12,052,384 10,170,063 12,514,416 13,968,176 20,448,749 16,376,321 11,657,516 9,818,704 15,154,769 20,233,598 12,621,648 $ Special Revenue Funds 8,167,807 18,290,032 16,762,720 15,978,606 30,668,984 18,781,108 16,902,830 15,901,534 19,078,397 40,465,042 48,285,457 $ Miscellaneous Revenue Debt Capital Service Projects Funds Funds 622,445 $ 10,056,965 524,591 100,241,220 400,000 407,093 400,000 1,325,000 4,927,850 113,020,718 5,913,617 12,369,884 3,193,710 5,994,977 1,586,395 10,505,604 1,289,686 6,483,550 1,485,819 2,204,360 1,743,612 3,300,000 * Projected Actual ** Budget 137 Enterprise Funds $ 5,221,705 1,292,308 78,878,826 21,320,726 26,279,616 8,543,553 4,857,068 7,081,380 591,581 52,011 - $ Internal Service Funds 741,659 269,866 2,594,804 941,625 2,344,981 2,230,495 1,672,982 625,811 1,345,006 2,621,009 1,137,885 $ Total 48,038,622 130,788,080 111,557,859 53,934,133 197,690,898 64,214,978 44,279,083 45,519,428 43,942,989 67,061,839 67,088,602 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Revenue Sources and Variance Commentary (Continued) As in prior years, the largest single component of miscellaneous revenues in the General Fund is interest income, which is budgeted at $10 million in FY 2006-07. FY 2006-07 Miscellaneous Revenue General Fund Department Assessor Clerk of the Superior Court County Attorney Elections Employee Health Initaitives Facilities Management Finance General Government Health Care Mandates Human Resources Internal Audit Materials Management Recorder Sheriff Trial Courts Total General Fund Miscellaneous Revenue FY 2005-06 $ 133,669 25,265 36,271 10,000 20,000 95,555 4,580,000 6,611 400 85 116,959 1,093,600 118,400 629,616 $ 6,866,431 FY 2006-07 $ 150,000 38,265 51,700 12,000 95,555 44,373 10,100,000 6,611 400 85 116,959 1,246,000 80,400 679,300 $ 12,621,648 Description Sale of Maps, Copies, Etc. Sale of Copies & Bad Check Fees, Interest Fees to Private Defense for Discovery Information Sale of Copies and Maps COBRA Administration Parking fees Security Building Rental Interest Income Restitution Payments Sale of Copies, W-2 fees Sale of Instructional Videos Vendor Rebates & Copy Sales Micrographics & Photocopy Sales Sale of Copies and Reimbursement for ID Cards Sale of Copies Other Financing Sources Other Financing Sources include Proceeds of Financing (debt) and Fund Transfers In. Proceeds of Financing Proceeds of Financing are used to fund capital projects. Of the $40,930,000 in Proceeds from Financing budgeted for FY 2006-07, $24,000,000 will be used for capital projects to be repaid through General Fund Appropriated Fund Balance and $16,930,000 will be used for projects to be repaid with Special Revenue Funds. Fund Transfers In Details on Fund Transfers In and Out are included later in this document. Fund transfers in to the General Fund are comprised solely of Central Service Allocation charges to non-General Fund departments. Transfers In (General Fund) $7,451,655 $7,098,922 $7,022,061 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY 06 REVISED FY 06 PROJ. 138 FY 07 BUDGET Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Comparative Property Tax Data As discussed in detail in the Revenue Sources and Variance Commentary, Maricopa County levies primary property taxes based on assessed valuations of personal and real property. The primary tax levy is limited by A.R.S. §42-17051. Each year the primary tax levy limit is computed by the Assessor’s Office and is confirmed by the State Property Tax Oversight Commission. The primary property tax may be used to support any type or level of service within the legal purview of the County, and therefore is the major revenue source for the County General Fund. FY 2006-07 PRELIMINARY PROPERTY TAX LEVY Primary Levy Description Salt River Proj. Effective Assessed Value Assessed Value MARICOPA COUNTY PRIMARY: FY 2006-07 Adopted $ 33,807,465,267 FY 2005-06 Final 31,010,284,705 Variance $ 2,797,180,562 $ $ 542,156,376 542,156,376 - Total Assessed Value w/SRP $ $ 34,349,621,643 31,552,441,081 2,797,180,562 Revenue from 1-cent Levy $ $ 3,434,962 3,155,244 279,718 139 Tax Rates $ $ 1.1794 $ 1.1971 (0.0177) $ SRP Payments in Lieu (PILT) Property Tax Levy 398,725,245 371,224,118 27,501,127 $ $ Total Tax Levy & PILT Other Payments in Lieu (PILT) 6,394,192 $ 6,490,154 (95,962) $ 2,388,300 1,539,003 849,297 $ $ 407,507,737 379,253,275 28,254,462 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Property Tax Levy Limit and Truth-In-Taxation Comparisons PRELIMINARY LEVY VS. FY 2006-07 LIMIT FY 2006-07 Adjusted Allowable Levy Limit Maximum Rate $ 398,725,245 $ 1.1794 FY 2006-07 Preliminary Primary Levy (excluding SRP): Primary Levy Rate $ 398,725,245 $ 1.1794 Amount Under/(Over) Limit: $ - PRELIMINARY FY 2006-07 LEVY VS. TRUTH-IN-TAXATION LEVY Current NAV Subject to Taxation in Prior Year FY 2005-06 Primary Levy FY 2006-07 Truth-in-Taxation Rate FY 2006-07 Current Net Assessed Value FY 2006-07 Truth-in-Taxation Levy $ 32,106,496,747 $ 371,224,118 $ 1.1562 $ 33,807,465,267 $ 390,881,913 FY 2006-07 Preliminary Primary Levy (excluding SRP) FY 2006-07 Preliminary Primary Rate $ $ Amount Under/(Over) Truth-in-Taxation Levy Amount Under/(Over) Truth-in-Taxation Rate $ $ (7,843,332) (0.0232) Truth-in-Taxation Assessment on a $250,000 Home: Recommended Primary Levy on a $250,000 Home: (Increase)/Decrease $ $ $ 289.05 294.85 (5.80) -2.0% Impact of County Rate on a $250,000 home: FY 2005-06 FY 2006-07 Net Impact on Taxpayer $ $ $ 299.28 294.85 4.43 1.5% 140 398,725,245 1.1794 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Beginning Fund Balance Variance Commentary The following schedule lists estimated beginning fund balances, projected revenues, expenditures and appropriated fund balance for the upcoming fiscal year, and resulting estimated fund balances at the end of the upcoming fiscal year. “Beginning fund balance” represents resources accumulated within ach fund as of the start of the fiscal year, based on actual and projected revenues and expenditures for prior fiscal years. For budgeting purposes, fund balances are “Unreserved/Undesignated”, which means that estimated unreserved fund balances are reduced by amounts designated for other purposes. Fund designations are explained in greater detail later in this section, along with a list of designations. The process for estimating all beginning fund balances for the upcoming fiscal year begins with audited actual fund balance information at the end of the prior fiscal year, as presented in the Maricopa County Comprehensive Annual Financial Report (CAFR). For governmental funds, which include the General Fund as well as Special Revenue, Debt Service and Capital Project funds, the “unreserved fund balance” is used. For proprietary funds (enterprise and internal service funds), “expendable fund balance” is calculated as: Current assets less amounts held for contractual obligations less current liabilities. “Expendable fund balance” provides a more accurate estimation of the resources that can be appropriated from these types of funds than “unreserved fund equity”, which includes the net value of property, plant, and equipment as well as long-term liabilities. A number of grant funds reflect negative unreserved/undesignated beginning fund balances as a result of Governmental Accounting Standards Board (GASB) financial reporting requirements disallowing the inclusion of revenues received after 60 days following the end of the fiscal year. The Department of Finance and the Office of Management and Budget are working with affected departments to improve their financial reporting practices, and to ensure that annual expenditures remain within authorized grant awards and that any reimbursements due from the federal government are received in a timely manner. In addition to the grant fund, the following funds are projected to have a deficit fund balance at the end of FY 2006-07: Equipment Services (Fund 654) The existing fund deficit is due to various management and business process deficiencies. In FY 200304, the Office of Management and Budget (OMB) and Equipment Services engaged the services of Eclipse Consulting to assist in identifying business process improvements. Equipment Services and OMB began implementing the consultant’s recommendations in FY 2004-05 and updated fees to reflect the recommendations in FY 2005-06 and again in FY 2006-07. It is anticipated that the deficit will decrease in FY 2005-06. The FY 2006-07 budget continues to address the negative fund balance and further improvement is expected by the end of the fiscal year. Emergency Management (215) The Emergency Management Fund (215) receives grant and fee revenue. Grant revenue received after 60 days following the close of the fiscal year has resulted in a deficit balance. 141 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Beginning Fund Balance and Variance Commentary (Continued) GENERAL FUND SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES 203 SHERIFF DONATIONS 204 JUSTICE CT JUDICIAL ENHANCEMNT 205 COURT DOCUMENT RETRIEVAL 207 PALO VERDE 208 JUDICIAL ENHANCEMENT 209 PUBLIC DEFENDER TRAINING 210 WASTE MANAGEMENT 212 SHERIFF RICO FUND 213 COUNTY ATTORNEY RICO 214 SHERIFF JAIL ENHANCEMENT FUND 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 FUND 232 TRANSPORTATION OPERATIONS 235 DEL WEBB SPECIAL FUND 236 RECORDERS SURCHARGE 239 PARKS SOUVENIR FUND 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND 243 PARKS DONATIONS FUND 245 JUSTICE COURTS SPECIAL REVENUE 252 INMATE SERVICES 254 INMATE HEALTH SERVICES 255 DETENTION OPERATIONS 256 PROBATE FEES 257 CONCILIATION COURT FEES 259 TRIAL COURTS SPECIAL REVENUE 260 RESEARCH & REPORTING 261 LAW LIBRARY FEES 262 PUBLIC DEFENDER FILL THE GAP 263 LEGAL DEFENDER FILL THE GAP 264 SUPERIOR COURT FILL THE GAP 265 PUBLIC HEALTH FEES 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT 268 VICTIM COMP AND ASSISTANCE 269 VICTIM COMP RESTITUTION INT 270 CHILD SUPPORT ENHANCEMENT 271 EXPEDITED CHILD SUPPORT 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS 275 JUVENILE PROBATION DIVERSION 276 SPOUSAL MAINT ENF ENHANCEMENT 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION 290 WASTE TIRE 292 CORRECTIONAL HEALTH GRANT 375 EVENTS CENTER 504 AIR QUALITY FEES 506 ENVIRONMTL SVCS ENV HEALTH 572 ANIMAL CONTROL LICENSE/SHELTER 574 ANIMAL CONTROL FIELD OPERATION 580 SOLID WASTE MANAGEMENT 780 SCHOOL TRANSPORTATION FUND 782 SCHOOL COMMUNICATION FUND 795 COUNTY SCHOOL INDIRECT COST SUBTOTAL NON-GRANT FUNDS Unreserved/ Undesignated Beginning Revenue & Fund Balance Transfers In $ 212,381,047 $ 1,203,772,576 Expenditures & Appropriated Operating Transfers Out Fund Balance Expenditures $ 1,416,153,623 $ 212,381,047 $ 1,203,772,576 Unreserved/ Undesignated Ending Fund Balance $ - *1,*2 $ $ $ 5,438,900 $ 38,033 2,211,148 119,452 214,304 1,503,418 43,432 583,994 28,884 699,946 (316,163) 108,571 1,038,704 841,680 316,629 6,626,699 926,621 62,190 10,756,246 655,388 9,132,526 44,916 1,845,489 2,299,802 1,184,965 3,115,766 17,844,846 339,472 45,355,700 201,573 272,783 2,624,927 117,401 416,352 1,344,793 11,111 297,139 395,118 236,872 916,363 290,742 343,483 164,078 218,881 47,633 721,005 532,962 104,963 208,607 200,773 6,627,940 6,001 5,102,082 4,205,705 1,212,255 761,663 13,754,358 $ 154,399,121 $ 10,595,574 16,400 650,000 1,098,925 309,161 1,368,192 659,774 83,410 1,100,000 1,600,000 2,050,000 893,926 1,783,651 1,000,000 1,266,624 452,500 18,078,228 900,000 10,000 113,655,039 197,950 6,300,000 105,000 1,421,647 2,501,917 160,000 3,000,000 13,581,552 149,715 332,356,544 372,000 1,630,000 5,478,677 885,000 1,582,065 59,000 1,783,651 3,523,807 720,031 1,488,700 100,000 40,000 60,000 425,000 3,300 2,900,000 284,629 111,750 110,000 182,335 4,840,000 699,460 75,000 11,797,481 12,321,401 7,198,642 2,994,586 804,500 702,258 24,795 380,534 580,924,331 142 $ 11,986,437 16,400 1,484,000 1,218,377 309,161 2,046,784 659,774 555,007 1,100,000 1,600,000 2,050,000 1,015,733 1,892,222 1,000,000 1,266,624 699,359 17,608,732 900,000 50,000 124,411,285 194,328 6,435,103 105,000 1,418,033 2,611,117 160,000 3,000,000 11,192,105 489,187 377,712,244 372,000 1,630,000 5,478,677 885,000 1,582,065 59,000 1,783,651 3,520,656 720,031 1,488,700 100,000 40,000 145,000 425,000 39,901 3,126,435 284,629 111,750 110,000 182,335 6,327,487 699,460 75,000 9,665,175 12,318,321 7,045,839 2,994,586 1,687,262 702,258 24,795 380,534 639,192,559 $ 73,587,844 $ 73,587,844 $ $ 11,986,437 16,400 1,484,000 1,218,377 309,161 2,046,784 659,774 555,007 1,100,000 1,600,000 2,050,000 1,015,733 1,892,222 1,000,000 1,266,624 699,359 17,608,732 900,000 50,000 124,411,285 194,328 6,435,103 105,000 1,418,033 2,611,117 160,000 3,000,000 11,192,105 489,187 304,124,400 372,000 1,630,000 5,478,677 885,000 1,582,065 59,000 1,783,651 3,520,656 720,031 1,488,700 100,000 40,000 145,000 425,000 39,901 3,126,435 284,629 111,750 110,000 182,335 6,327,487 699,460 75,000 9,665,175 12,318,321 7,045,839 2,994,586 1,687,262 702,258 24,795 380,534 565,604,715 4,048,037 38,033 1,377,148 214,304 824,826 43,432 112,397 28,884 699,946 (437,970) 1,038,704 841,680 69,770 7,096,195 926,621 22,190 659,010 8,997,423 44,916 1,849,103 2,190,602 1,184,965 3,115,766 20,234,293 201,573 272,783 2,624,927 117,401 416,352 1,344,793 11,111 297,139 398,269 236,872 916,363 290,742 343,483 79,078 218,881 11,032 494,570 532,962 104,963 208,607 200,773 5,140,453 6,001 7,234,388 4,208,785 1,365,058 761,663 12,871,596 $ 96,130,893 *1 *1 *1 *1 *1 *1 *1 *2 3 *1 *2 *1 *1 *1 *1 *3 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Beginning Fund Balance and Variance Commentary (Continued) Unreserved/ Undesignated Beginning Fund Balance SPECIAL REVENUE (continued) GRANT FUNDS 211 ADULT PROBATION GRANTS 216 CLERK OF THE COURT GRANTS 217 CDBG, HOUSING TRUST 219 COUNTY ATTORNEY GRANTS 222 HUMAN SERVICES GRANTS 223 TRANSPORTATION GRANTS 224 MEDICAL EXAMINER GRANT FUND 227 JUVENILE PROBATION GRANTS 230 PARKS & REC. GRANTS 233 PUBLIC DEFENDER GRANTS 238 TRIAL COURTS GRANTS 249 GENERAL GOVERNMENT GRANTS 251 SHERIFF GRANTS 503 AIR QUALITY GRANT 505 ENVIRONMENTAL SERVICES GRANT 532 PUBLIC HEALTH GRANTS 573 ANIMAL CONTROL GRANTS 715 SCHOOL GRANT FUND SUBTOTAL GRANTS SPECIAL REVENUE $ (474,724) $ (144,277) (5,072,139) (322,782) (2,996,571) (349,784) (214,661) (732,468) 150,047 (14,300) 4,436,785 (747,526) (1,308,244) (373,540) (5,554,850) 222,785 (13,496,249) $ 140,902,872 $ Revenue & Transfers In Expenditures & Appropriated Transfers Out Fund Balance 4,146,433 1,592,568 13,544,325 5,702,781 37,826,442 1,984,222 6,212,830 468,291 378,288 1,930,131 25,255,538 6,303,635 4,149,013 44,178,638 446,168 2,540,717 156,660,020 737,584,351 $ Operating Expenditures $ $ 73,587,844 $ $ 4,146,433 1,592,568 13,544,325 5,702,781 37,826,442 1,984,222 6,212,830 563,291 378,288 1,930,131 21,094,004 6,303,635 4,149,013 44,178,638 446,168 2,540,717 152,593,486 791,786,045 $ 4,146,433 1,592,568 13,544,325 5,702,781 37,826,442 1,984,222 6,212,830 563,291 378,288 1,930,131 21,094,004 6,303,635 4,149,013 44,178,638 446,168 2,540,717 152,593,486 718,198,201 $ (474,724) (144,277) (5,072,139) (322,782) (2,996,571) (349,784) (214,661) (732,468) 55,047 (14,300) 8,598,319 (747,526) (1,308,244) (373,540) (5,554,850) 222,785 (9,429,715) $ 86,701,178 - $ $ 17,691,300 17,691,300 $ 11,269,587 $ 11,269,587 119,194,034 119,194,034 $ 15,949,610 4,496,153 7,007,721 31,739,085 38,631,999 $ 97,824,568 DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT DEBT SERVICE $ 14,582,325 $ 14,582,325 $ $ 14,378,562 14,378,562 $ $ 17,691,300 17,691,300 $ $ CAPITAL PROJECTS 234 TRANSPORTATION CAPITAL PROJECT 422 INTERGOVERNMENTAL CAP PROJ 435 COUNTY IMPROVEMENT FUND 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS CAPITAL PROJECTS $ 29,249,892 8,971,769 567,430 20,430,290 19,512,311 $ 78,731,692 $ $ 119,194,034 7,954,616 34,489,709 35,680,782 19,550,787 216,869,928 $ 7,954,616 34,489,709 35,680,782 19,550,787 $ 97,675,894 $ $ 105,893,752 3,479,000 40,930,000 46,989,577 38,670,475 235,962,804 6,073,210 $ (1,902,245) 540,452 16,368,598 4,934,494 17,130,216 $ 43,144,725 $ 2,929,163 12,280,301 901,885 26,750,000 16,557,997 21,699,726 81,119,072 $ 2,854,163 12,160,677 1,056,316 29,284,590 14,076,921 21,399,726 80,832,393 $ $ $ - $ (389,672,783) $ (389,672,783) $ - $ (389,672,783) $ INTERNAL SERVICE 652 HS SELF-INSURED TRUST FUND 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 681 TELECOMMUNICATIONS 685 BENEFITS TRUST INTERNAL SERVICE $ ELIMINATIONS $ - ALL FUNDS $ 489,742,661 $ 2,272,817,365 $ $ $ 2,523,333,289 *1: Decrease due to planned one-time expenditures from fund balance *2: Transfer remaining balance of funds to capital fund *3: Revenue growth exceeding expenditures *4: Expenditures based on 5-year Capital Spending plan 143 Unreserved/ Undesignated Ending Fund Balance $ 383,644,785 $ $ 2,854,163 12,160,677 1,056,316 29,284,590 14,076,921 21,399,726 80,832,393 $ 2,139,688,504 $ *4 *4 *4 *4 *4 6,148,210 (1,782,621) 386,021 *1 13,834,008 *1 7,415,570 *1 17,430,216 $ 43,431,404 - $ 239,226,737 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Beginning Fund Balance and Variance Commentary (Continued) Fund Designations The following schedule lists amounts designated for future purposes within the estimated balances of various funds. Designations are the County’s self-imposed limitation on financial resources that would otherwise be available for use. The primary fund balance designation is for budget stabilization. For the County General Fund, this includes an amount designated to cover cash shortfalls during the fiscal year due to the property tax collection cycle, as well as a reserve or “rainy day” fund. Combined, these two elements equal 15% of the operating budget. The designation in the Detention Fund includes funds for years 2-5 of the Detention Capital Improvement Program. Amounts are also designated in Planning and Development, Public Health, and Air Quality Special Revenue funds for capital improvement projects spending that will not occur until after FY 2006-07. Fund/Designation General Fund (Fund 100) Budget Stabilization: Cash Flow/Property Tax Reserve Budget Stabilization Total MHP Equity MLTCP Equity Benefits Self-Funding Reserve Future Capital Projects FY 2006-07 Fund Balance Designations FY 2005-06 FY 2006-07 $ $ $ Planning and Development Fees (Fund 226) Future Capital Projects $ Detention Fund (Fund 255) Future Capital Projects $ Public Health Fees (Fund 265) Future Capital Projects $ Air Quality Fees (Fund 504) Future Capital Projects $ Environmental Health (Fund 506) Future Capital Projects $ Animal Care and Control License/Shelter (Fund 572) Future Capital Projects $ Animal Care and Control Field Operations (Fund 574) Future Capital Projects $ Risk Management (Fund 675) Future Year Liabilities $ $ (Inc.)/Dec. 85,471,404 80,010,234 165,481,638 6,114,413 12,249,508 183,845,559 $ 94,019,106 86,231,942 180,251,048 34,300,000 107,968,183 322,519,231 - $ 10,000,000 $ (10,000,000) (3) - $ 75,000,000 $ (75,000,000) (3) 700,000 $ 634,000 $ 66,000 (3) 2,400,000 $ 3,000,000 $ (600,000) (3) 2,200,000 $ - $ 2,200,000 (3) 100,000 $ - $ 100,000 (3) 70,000 $ - $ 70,000 (3) 5,150,000 $ - $ 5,150,000 (4) $ $ (8,547,702) (6,221,708) $ (14,769,410) 6,114,413 12,249,508 (34,300,000) (107,968,183) $ (138,673,672) (1) (2) (5) (5) (6) (3) (1) Based on estimate of the amount needed to eliminate the need for Tax Anticipation Notes or other forms of shortterm borrowing to finance current operations. (2) This reserve has been established to be utilized for economic downturns or unexpected financial losses. (3) Amount needed to fund "pay as you go" capital projects. (4) Amount needed to fund future year one-time potential liabilities. These liabilities are budgeted to be paid in FY 2006-07. (5) Amounts needed to cover equity requirements associated with the Health Plans. The Health Plans ceased operation on September 30, 2005. (6) Amount reserved to support County's migration to fully self-insured employee benefits. 144 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Expenditure Limitation Maricopa County expenditures are subject to limitation according to Article 9, Section 20 of the Arizona Constitution. The Expenditure Limitation is calculated annually by the Economic Estimates Commission based on Maricopa County’s actual expenditures in FY 1979-80, 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. The normal annual expenditure limitation for Maricopa County will be further adjusted for FY 2006-07 for Disproportionate Share payments to the Special Health Care District. 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 2006-07 Expenditure Limitation* Est. Adjustment for Disproportionate Share Payments FY 2006-07 Adjusted Limitation $ $ 866,814,454 (63,366,600) 803,447,854 FY 2006-07 Expenditures Subject to Limitation $ 803,447,853 Expenditures (Over)/Under Limitation $ 1 *Expenditure limitation not adjusted for Maricopa Health Care System transition to Special Health Care District. 145 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type and Department FY 2004-05 ACTUAL ALL FUNDS JUDICIAL BRANCH 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS $ SUBTOTAL ELECTED OFFICIAL 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 SUPERINTENDENT OF SCHOOLS 430 TREASURER 500 SHERIFF SUBTOTAL APPOINTED DEPARTMENT 060 CLERK OF THE BOARD 150 EMERGENCY MANAGEMENT 170 COMMUNITY DEVELOPMENT 180 FINANCE 200 COUNTY MANAGERS OFFICE 220 HUMAN SERVICES 230 INTERNAL AUDIT 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 HUMAN RESOURCES 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 390 HEALTH CARE MANDATES 410 ENTERPRISE TECHNOLOGY 420 INTEGRATED CRIMINAL JUST INFO 440 PLANNING & DEVELOPMENT 460 RESEARCH & REPORTING 470 GENERAL GOVERNMENT 480 APPROPRIATED FUND BALANCE 490 MANAGEMENT & BUDGET 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 600 MARICOPA MANAGED CARE SYSTEMS 620 MARICOPA EVENTS CENTER 640 TRANSPORTATION 670 SOLID WASTE 700 FACILITIES MANAGEMENT 730 MATERIALS MANAGEMENT 740 EQUIPMENT SERVICES 750 RISK MANAGEMENT 790 ANIMAL CARE & CONTROL 850 AIR QUALITY 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES 980 ELIMINATIONS SUBTOTAL MARICOPA COUNTY $ $ $ $ 60,085,514 49,951,804 77,210,152 187,247,470 254,584 267,307 243,011 216,345 254,058 16,233,444 1,337,185 29,779,236 67,429,681 13,082,478 1,815,868 6,909,247 1,920,744 3,955,477 190,333,951 334,032,616 FY 2005-06 ADOPTED $ $ $ $ 64,839,938 57,672,053 83,809,808 206,321,799 306,515 306,515 306,515 306,515 306,515 18,118,945 1,555,385 35,257,413 70,320,166 7,255,771 1,908,645 9,623,982 2,165,072 4,147,293 221,160,795 373,046,042 FY 2005-06 REVISED $ $ $ $ 67,254,435 60,959,835 89,128,339 217,342,609 319,055 319,055 319,055 319,055 319,055 20,249,744 1,611,454 38,712,082 74,677,421 7,369,567 1,968,615 9,740,259 2,210,611 4,425,400 238,598,364 401,158,792 FY 2005-06 PROJECTED $ $ $ $ 64,812,498 56,330,258 86,721,859 207,864,615 285,314 306,041 293,286 291,603 296,072 18,095,702 1,506,676 36,653,875 71,509,278 7,089,294 1,968,615 9,402,935 1,987,365 4,303,107 230,481,910 384,471,073 FY2006-07 ADOPTED $ $ $ $ 71,413,272 61,258,726 95,708,074 228,380,072 341,043 341,043 341,043 341,043 341,043 22,979,361 1,686,973 41,651,484 79,446,348 19,040,514 2,126,145 8,784,277 5,781,100 4,668,836 256,806,241 444,676,494 ADOPTED VS. REVISED VARIANCE % $ $ $ $ $ 453,457 $ 1,073,878 8,459,885 2,343,595 1,796,732 37,774,006 1,311,570 39,981,405 4,986,795 5,748,502 2,903,538 2,031,014 37,614,828 307,920,688 21,605,805 1,102,059 12,644,820 357,216 244,754,382 202,289,544 2,214,355 33,061,883 6,832,447 6,398,659 15,316,527 409,414,399 102,686,169 4,769,271 11,714,860 2,483,434 11,132,225 25,830,089 8,355,145 9,125,407 52,777,640 12,477,964 (361,724,432) 1,290,019,762 $ 536,893 $ 1,127,297 15,997,531 3,086,638 1,996,561 40,045,082 1,349,254 43,214,810 4,983,648 7,231,594 2,954,676 2,186,245 52,922,832 301,233,694 20,705,798 1,766,906 13,698,701 330,806 421,986,601 269,998,811 2,777,491 35,059,060 7,536,962 6,813,749 14,162,317 87,540,957 166,238,564 4,881,379 13,639,025 2,356,381 10,575,177 26,130,901 9,039,506 10,798,684 54,127,904 13,294,382 (256,297,118) 1,416,029,699 $ 592,931 $ 1,431,514 15,997,531 3,194,316 2,062,134 39,938,754 1,413,227 43,636,580 5,947,939 7,681,449 3,038,329 2,275,920 52,965,670 301,245,683 20,919,545 1,791,345 14,894,373 330,806 385,428,033 305,715,117 3,061,734 39,413,161 8,269,291 7,516,495 14,040,266 97,308,395 166,986,911 4,984,850 14,256,841 2,822,602 10,631,004 26,130,901 9,133,646 13,147,602 54,865,146 13,911,117 (296,814,730) 1,400,166,428 $ 546,647 $ 1,491,458 8,097,283 3,113,487 2,014,830 37,062,265 1,382,493 44,190,925 5,797,183 6,576,940 2,887,162 2,205,915 47,014,555 300,389,667 21,062,545 1,309,627 13,907,291 389,111 276,076,469 145,644,500 2,627,931 37,778,516 7,779,710 7,054,883 16,913,211 101,707,143 141,049,573 5,250,961 13,152,287 2,831,068 12,123,704 26,130,836 8,521,853 11,348,371 54,240,935 13,387,610 (306,793,110) 1,076,265,836 $ 623,410 $ 1,560,667 13,544,325 4,442,521 2,667,353 40,528,820 1,897,474 45,557,676 6,677,385 7,284,829 3,182,409 2,256,900 26,711,848 317,896,691 21,581,725 1,817,932 17,803,060 349,072 460,817,654 383,644,785 3,232,305 39,135,824 8,594,257 7,769,803 16,768,051 75,000 179,205,980 8,014,749 16,014,707 3,017,581 12,160,677 29,284,590 10,862,575 14,361,087 59,773,722 14,737,718 (331,079,203) 1,452,775,959 $ $ 1,811,299,848 1,995,397,540 2,018,667,829 1,668,601,524 2,125,832,525 $ $ 146 $ $ $ (4,158,837) (298,891) (6,579,735) (11,037,463) -6.2% -0.5% -7.4% -5.1% (21,988) -6.9% (21,988) -6.9% (21,988) -6.9% (21,988) -6.9% (21,988) -6.9% (2,729,617) -13.5% (75,519) -4.7% (2,939,402) -7.6% (4,768,927) -6.4% (11,670,947) -158.4% (157,530) -8.0% 955,982 9.8% (3,570,489) -161.5% (243,436) -5.5% (18,207,877) -7.6% (43,517,702) -10.8% (30,479) (129,153) 2,453,206 (1,248,205) (605,219) (590,066) (484,247) (1,921,096) (729,446) 396,620 (144,080) 19,020 26,253,822 (16,651,008) (662,180) (26,587) (2,908,687) (18,266) (75,389,621) (77,929,668) (170,571) 277,337 (324,966) (253,308) (2,727,785) 97,308,395 (75,000) (12,219,069) (3,029,899) (1,757,866) (194,979) (1,529,673) (3,153,689) (1,728,929) (1,213,485) (4,908,576) (826,601) 34,264,473 (52,609,531) -5.1% -9.0% 15.3% -39.1% -29.3% -1.5% -34.3% -4.4% -12.3% 5.2% -4.7% 0.8% 49.6% -5.5% -3.2% -1.5% -19.5% -5.5% -19.6% -25.5% -5.6% 0.7% -3.9% -3.4% -19.4% 100.0% (107,164,696) -5.3% -7.3% -60.8% -12.3% -6.9% -14.4% -12.1% -18.9% -9.2% -8.9% -5.9% 11.5% -3.8% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (Continued) FY 2004-05 ACTUAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED VS. REVISED VARIANCE % GENERAL FUND JUDICIAL BRANCH 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS $ SUBTOTAL ELECTED OFFICIAL 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 SUPERINTENDENT OF SCHOOLS 430 TREASURER 500 SHERIFF SUBTOTAL $ $ $ 46,957,508 12,111,279 63,488,628 122,557,416 $ 254,584 267,307 243,011 216,345 254,058 16,233,444 1,337,185 24,019,012 55,511,795 13,082,478 1,815,868 1,826,134 1,920,744 3,955,477 50,327,584 171,265,026 $ $ APPOINTED DEPARTMENT 060 CLERK OF THE BOARD 150 EMERGENCY MANAGEMENT 180 FINANCE 200 COUNTY MANAGERS OFFICE 220 HUMAN SERVICES 230 INTERNAL AUDIT 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 HUMAN RESOURCES 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 390 HEALTH CARE MANDATES 410 ENTERPRISE TECHNOLOGY 460 RESEARCH & REPORTING 470 GENERAL GOVERNMENT 480 APPROPRIATED FUND BALANCE 490 MANAGEMENT & BUDGET 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 700 FACILITIES MANAGEMENT 730 MATERIALS MANAGEMENT 790 ANIMAL CARE & CONTROL 850 AIR QUALITY 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES SUBTOTAL $ 453,457 149,454 2,343,595 1,789,585 2,024,890 1,311,570 2,967,243 4,913,447 1,390,848 2,903,538 2,031,014 1,861,201 307,920,688 5,990,369 357,216 188,123,202 73,672,665 2,214,355 30,914,580 6,750,554 6,394,354 15,316,527 10,081,234 1,402,243 385,122 7,119,410 1,163,561 681,945,923 MARICOPA COUNTY $ 975,768,365 $ 50,303,044 11,680,865 67,135,563 129,119,472 $ 306,515 306,515 306,515 306,515 306,515 18,118,945 1,555,385 26,383,155 57,520,494 7,255,771 1,908,645 2,114,696 2,165,072 4,147,293 54,730,461 177,432,492 $ $ $ 536,893 233,760 3,086,638 1,996,561 2,067,234 1,349,254 3,580,435 4,970,959 1,692,756 2,954,676 2,186,245 2,326,033 301,233,694 5,819,236 330,806 316,563,025 113,106,801 2,777,491 32,831,396 7,431,420 6,794,249 14,162,317 11,460,411 1,489,584 375,193 8,788,496 1,738,045 851,883,608 $ 1,158,435,572 $ $ 52,136,037 12,348,117 72,215,454 136,699,608 $ 319,055 319,055 319,055 319,055 319,055 20,249,744 1,611,454 29,120,364 61,753,550 7,369,567 1,968,615 2,165,996 2,210,611 4,425,400 60,176,842 192,647,418 $ $ $ 592,931 236,087 3,194,316 2,062,134 2,171,151 1,413,227 3,625,413 5,935,250 1,785,381 3,038,329 2,275,920 2,368,871 301,245,683 5,958,951 330,806 285,664,440 137,234,312 3,061,734 36,979,980 8,156,749 7,496,995 14,040,266 11,962,305 1,695,203 379,891 544,023 9,080,045 1,771,434 854,301,827 $ 1,183,648,853 $ $ 147 55,280,402 21,320,911 77,815,530 154,416,843 $ 341,043 341,043 341,043 341,043 341,043 22,979,361 1,686,973 32,090,197 67,528,212 19,040,514 2,126,145 2,349,174 2,132,796 4,668,836 67,507,004 223,814,427 $ $ 623,410 235,773 4,442,521 2,667,353 2,702,378 1,897,474 3,719,176 6,677,385 1,766,029 3,182,409 2,256,900 2,457,959 317,896,691 7,504,804 349,072 364,029,991 212,381,047 3,232,305 36,608,991 8,459,463 7,752,303 16,768,051 12,932,897 1,961,265 375,982 546,899 12,074,428 2,419,397 $ 1,037,922,353 $ $ 546,647 225,321 3,113,487 2,014,830 2,345,578 1,382,493 2,393,468 5,782,251 1,604,482 2,887,162 2,205,915 2,129,487 300,389,667 5,776,409 389,111 219,028,196 74,044,458 2,627,931 35,816,937 7,667,169 7,044,883 16,913,211 11,212,591 1,681,676 380,151 364,680 8,560,764 1,689,629 720,218,584 $ 1,035,709,893 $ 1,416,153,623 $ $ 49,903,089 11,824,691 70,456,267 132,184,047 $ 285,314 306,041 293,286 291,603 296,072 18,095,702 1,506,676 27,574,168 59,090,730 7,089,294 1,968,615 2,113,969 1,987,365 4,303,107 58,105,319 183,307,262 $ $ $ $ $ (3,144,365) (8,972,794) (5,600,076) (17,717,235) -6.0% -72.7% -7.8% -13.0% (21,988) -6.9% (21,988) -6.9% (21,988) -6.9% (21,988) -6.9% (21,988) -6.9% (2,729,617) -13.5% (75,519) -4.7% (2,969,833) -10.2% (5,774,662) -9.4% (11,670,947) -158.4% (157,530) -8.0% (183,178) -8.5% 77,815 3.5% (243,436) -5.5% (7,330,162) -12.2% (31,167,009) -16.2% $ (30,479) 314 (1,248,205) (605,219) (531,227) (484,247) (93,763) (742,135) 19,352 (144,080) 19,020 (89,088) (16,651,008) (1,545,853) (18,266) (78,365,551) (75,146,735) (170,571) 370,989 (302,714) (255,308) (2,727,785) (970,592) (266,062) 3,909 (2,876) (2,994,383) (647,963) (183,620,526) -5.1% 0.1% -39.1% -29.3% -24.5% -34.3% -2.6% -12.5% 1.1% -4.7% 0.8% -3.8% -5.5% -25.9% -5.5% -27.4% -54.8% -5.6% 1.0% -3.7% -3.4% -19.4% -8.1% -15.7% 1.0% -0.5% -33.0% -36.6% -21.5% $ (232,504,770) -19.6% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (Continued) FY 2004-05 ACTUAL SPECIAL REVENUE JUDICIAL BRANCH 110 ADULT PROBATION 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS DEPT. TOTAL 270 JUVENILE PROBATION 227 JUVENILE PROBATION GRANTS 228 JUVENILE PROBATION SPECIAL FEE 229 JUVENILE RESTITUTION FUND 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION DEPT. TOTAL 800 TRIAL COURTS 204 JUSTICE CT JUDICIAL ENHANCEMNT 208 JUDICIAL ENHANCEMENT 238 SUPERIOR COURT GRANTS 245 JUSTICE COURTS SPECIAL REVENUE 256 PROBATE FEES 257 CONCILIATION COURT FEES 259 SUPERIOR COURT SPECIAL REVENUE 261 LAW LIBRARY FEES 264 SUPERIOR COURT FILL THE GAP 271 EXPEDITED CHILD SUPPORT 276 SPOUSAL MAINT ENF ENHANCEMENT 281 CHILDREN'S ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION DEPT. TOTAL JUDICIAL BRANCH TOTAL ELECTED 160 CLERK OF THE SUPERIOR COURT 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 218 CLERK OF COURT FILL THE GAP 259 SUPERIOR COURT SPECIAL REVENUE 270 CHILD SUPPORT ENHANCEMENT 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS DEPT. TOTAL 190 COUNTY ATTORNEY 213 COUNTY ATTORNEY RICO 219 COUNTY ATTORNEY GRANTS 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT 268 VICTIM COMP AND ASSISTANCE 269 VICTIM COMP RESTITUTION INT DEPT. TOTAL 360 RECORDER 236 RECORDER'S SURCHARGE DEPT. TOTAL 370 SUPERINTENDENT OF SCHOOLS 715 SMALL SCHOOL SERVICE 780 SCHOOL-SPECIAL COUNTY RESERVE 782 SCHOOL-COMMUNICATION EXPENSE 795 COUNTY SCHOOL INDIRECT COST DEPT. TOTAL 500 SHERIFF 203 SHERIFF DONATIONS 212 SHERIFF RICO FUND 214 SHERIFF JAIL ENHANCEMENT FUND 251 SHERIFF GRANTS 252 INMATE SERVICES 254 INMATE HEALTH SERVICES 255 DETENTION OPERATIONS DEPT. TOTAL ELECTED TOTAL $ $ $ $ $ FY 2005-06 ADOPTED 7,921,696 5,206,310 13,128,006 14,149,027 916,150 27,240 22,237,473 184,469 37,514,359 $ $ $ $ 766,220 358,470 1,481,295 1,300,199 310,191 1,570,495 4,906,033 810,661 1,456,332 407,136 84,192 89,228 181,072 13,721,524 64,363,889 $ 1,057,556 489,984 1,277,729 1,392,234 99,786 26,453 17,547 1,398,935 5,760,224 $ $ $ 1,164,060 6,614,812 999,000 1,264,421 719,031 1,154,573 1,989 11,917,886 $ $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 8,896,950 5,639,944 14,536,894 14,284,904 900,000 50,000 30,471,655 284,629 45,991,188 $ $ $ $ 608,704 600,000 1,930,131 2,062,052 372,000 1,545,000 6,307,262 875,000 1,547,846 444,500 111,750 100,000 170,000 16,674,245 77,202,327 $ 1,223,925 1,161,555 1,476,516 1,527,544 262,000 85,000 37,718 3,100,000 8,874,258 $ $ $ 1,300,000 6,560,517 1,000,000 1,266,624 720,031 1,361,500 126,000 465,000 12,799,672 5,083,113 5,083,113 $ $ - $ 12,223 829,565 1,416,889 3,588,615 7,862,411 19,612 125,439,576 139,168,891 161,930,115 $ $ $ $ $ $ $ FY 2005-06 PROJECTED 9,838,158 5,280,240 15,118,398 16,277,903 900,000 50,000 31,099,186 284,629 48,611,718 $ $ $ $ 608,704 600,000 1,930,131 2,062,052 372,000 1,545,000 6,307,262 875,000 1,783,651 444,500 111,750 100,000 172,835 16,912,885 80,643,001 $ 1,223,925 1,423,555 1,592,567 1,783,651 345,302 85,000 37,718 3,100,000 9,591,718 $ $ $ 1,300,000 6,684,716 1,000,000 1,266,624 720,031 1,361,500 126,000 465,000 12,923,871 7,509,286 7,509,286 $ $ - $ 16,400 745,000 2,050,000 4,739,549 10,058,412 301,738 148,519,235 166,430,334 195,613,550 $ $ $ $ $ $ $ 148 FY 2006-07 ADOPTED 9,839,888 5,069,520 14,909,409 14,764,495 840,237 34,436 28,609,781 256,618 44,505,567 $ $ $ $ 494,140 561,828 1,900,199 2,201,940 382,142 1,669,409 5,643,074 820,043 1,782,228 441,719 98,538 89,178 181,156 16,265,592 75,680,568 $ 1,164,639 1,092,105 1,478,298 1,783,646 345,302 85,000 30,718 3,100,000 9,079,707 $ $ $ 1,300,000 6,684,716 1,000,000 1,266,624 626,285 1,271,186 98,309 171,428 12,418,548 7,574,263 7,574,263 $ $ - $ 16,400 1,250,000 2,050,000 6,287,436 10,265,186 301,738 158,250,762 178,421,522 208,511,374 $ $ $ $ $ $ $ 11,986,437 4,146,433 16,132,870 6,212,830 900,000 50,000 32,490,356 284,629 39,937,815 ADOPTED VS. REVISED % VARIANCE $ $ $ $ (2,148,279) 1,133,807 (1,014,472) -22% 21% -7% 10,065,073 (1,391,170) 8,673,903 62% 0% 0% -4% 0% 18% (875,296) 100,000 (937,948) (85,000) 828,585 (10,000) 19,500 (10,000) (9,500) (979,659) 6,679,772 -144% 17% 0% -45% 0% -6% 13% -1% 0% 4% 0% -10% -5% -6% 8% 5,548 (123,229) (1) (108,571) 345,302 (60,000) (2,183) (26,435) 30,431 0% -9% 0% -6% 100% -71% -6% -1% 0% -23% 15% 0% 0% 0% -9% 21% 91% 8% 15% 15% 1,484,000 500,000 1,930,131 3,000,000 372,000 1,630,000 5,478,677 885,000 1,783,651 425,000 111,750 110,000 182,335 17,892,544 73,963,229 $ 1,218,377 1,546,784 1,592,568 1,892,222 145,000 39,901 3,126,435 9,561,287 $ $ $ 1,600,000 5,702,781 1,000,000 1,266,624 720,031 1,488,700 100,000 40,000 11,918,136 $ (300,000) 981,935 (127,200) 26,000 425,000 1,005,735 7,288,965 7,288,965 $ $ 6,435,103 6,435,103 $ $ 1,139,160 1,139,160 - $ 2,540,717 702,258 24,795 380,534 3,648,304 $ (2,540,717) (702,258) (24,795) (380,534) (3,648,304) 12,682 948,783 1,458,707 5,539,440 6,514,575 157,902,404 172,376,591 201,163,811 $ $ $ $ $ $ $ 16,400 1,100,000 2,050,000 6,303,635 11,192,105 489,187 168,147,910 189,299,237 220,862,067 $ $ $ $ $ $ $ 150,000 (16,199) (926,919) (187,449) (9,897,148) (10,877,715) (12,350,693) 0% 12% 0% 0% -9% -62% -6% -6% -6% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (Continued) FY 2004-05 ACTUAL SPECIAL REVENUE (Continued) APPOINTED 150 EMERGENCY MANAGEMENT 207 PALO VERDE 215 EMERGENCY MANAGEMENT DEPT. TOTAL 170 COMMUNITY DEVELOPMENT 217 CDBG, HOUSING TRUST DEPT. TOTAL 220 HUMAN SERVICES 222 HUMAN SERVICES GRANTS DEPT. TOTAL 260 CORRECTIONAL HEALTH 255 DETENTION OPERATIONS 292 CORRECTIONAL HEALTH GRANT DEPT. TOTAL 290 MEDICAL EXAMINER 224 MEDICAL EXAMINER GRANT FUND DEPT. TOTAL 300 PARKS & RECREATION 225 SPUR CROSS RANCH CONSERVATION 230 PARKS & REC. GRANTS 239 PARKS SOUVENIR FUND 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND 243 PARKS DONATIONS FUND DEPT. TOTAL 420 INTEGRATED CRIMINAL JUST INFO 255 DETENTION OPERATIONS DEPT. TOTAL 440 PLANNING & DEVELOPMENT 226 PLANNING AND DEVELOPMENT FEES 235 DEL WEBB SPECIAL FUND DEPT. TOTAL 470 GENERAL GOVERNMENT 210 WASTE MANAGEMENT 249 GENERAL GOVERNMENT GRANTS 255 DETENTION OPERATIONS DEPT. TOTAL 480 APPROPRIATED FUND BALANCE 255 DETENTION OPERATIONS DEPT. TOTAL 520 PUBLIC DEFENDER 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS 262 PUBLIC DEFENDER FILL THE GAP DEPT. TOTAL 540 LEGAL DEFENDER 209 PUBLIC DEFENDER TRAINING 263 LEGAL DEFENDER FILL THE GAP DEPT. TOTAL 550 LEGAL ADVOCATE 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS DEPT. TOTAL 620 MARICOPA EVENTS CENTER 375 EVENTS CENTER DEPT. TOTAL 640 TRANSPORTATION 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS DEPT. TOTAL 670 SOLID WASTE 290 WASTE TIRE 580 SOLID WASTE MANAGEMENT DEPT. TOTAL 700 FACILITIES MANAGEMENT 255 DETENTION OPERATIONS DEPT. TOTAL 790 ANIMAL CARE & CONTROL 572 ANIMAL CONTROL LICENSE/SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION DEPT. TOTAL $ FY 2005-06 ADOPTED $ $ 210,117 714,307 924,424 $ $ FY 2005-06 REVISED $ $ 337,366 556,171 893,537 8,459,885 8,459,885 $ $ $ $ 35,749,116 35,749,116 $ FY 2005-06 PROJECTED $ $ 337,366 858,061 1,195,427 15,997,531 15,997,531 $ $ $ $ 37,977,848 37,977,848 $ $ 36,848,017 49,546 36,897,562 $ $ $ FY 2006-07 ADOPTED $ $ 307,655 958,482 1,266,136 15,997,531 15,997,531 $ $ $ $ 37,767,603 37,767,603 $ $ 39,120,480 513,895 39,634,375 73,348 73,348 $ $ $ $ 323,739 87,586 112,063 1,302,482 2,291,427 276,353 4,393,651 $ $ 1,102,059 1,102,059 $ ADOPTED VS. REVISED % VARIANCE $ $ 309,161 1,015,733 1,324,894 8,097,283 8,097,283 $ $ 13,544,325 13,544,325 $ $ $ $ 34,716,687 34,716,687 $ $ 37,826,442 37,826,442 $ $ (58,839) (58,839) 0% 0% $ $ 41,139,040 699,460 41,838,500 $ $ 41,270,895 526,562 41,797,457 $ $ 39,497,272 513,895 40,011,167 (1,641,768) (185,565) (1,827,333) -4% -36% -5% 12,689 12,689 $ $ 12,689 12,689 $ $ 14,932 14,932 $ $ - $ $ 12,689 12,689 100% 100% $ $ 699,359 563,291 105,000 1,418,033 2,611,117 160,000 5,556,800 $ $ 513,845 373,606 91,805 1,305,307 2,465,405 257,491 5,007,458 $ $ 683,000 715,069 105,000 1,383,951 2,773,048 271,000 5,931,068 $ $ 683,000 357,839 105,000 1,383,951 2,773,048 271,000 5,573,838 $ (16,359) 151,778 (34,082) 161,931 111,000 374,268 -2% 21% 0% -2% 6% 41% 6% $ $ 1,766,906 1,766,906 $ $ 1,791,345 1,791,345 $ $ 1,309,627 1,309,627 $ $ 1,817,932 1,817,932 $ $ (26,587) (26,587) -1% -1% 12,484,443 160,377 12,644,820 $ 13,527,517 171,184 13,698,701 $ 14,715,242 179,131 14,894,373 $ 13,737,366 169,925 13,907,291 $ 17,608,732 194,328 17,803,060 $ (2,893,490) (15,197) (2,908,687) -20% -8% -20% $ $ 555,007 21,094,004 57,447,352 79,096,363 $ $ 10,323 14,391,247 12,301,224 26,702,794 $ $ 564,274 12,371,429 58,139,709 71,075,412 $ $ 564,274 18,391,844 69,050,556 88,006,674 $ $ 67,284 9,981 8,402,641 8,479,906 $ 9,267 (8,722,575) 692,357 (8,020,951) 2% -71% 1% -11% $ $ 63,378,648 63,378,648 $ $ 51,463,954 51,463,954 $ $ 51,390,276 51,390,276 $ $ 21,112,778 21,112,778 $ $ 73,587,844 73,587,844 $ $ (22,197,568) (22,197,568) -43% -43% $ 392,394 401,666 1,353,243 2,147,303 $ 433,637 401,661 1,392,366 2,227,664 $ 433,637 353,441 1,646,103 2,433,181 $ 433,637 353,441 1,174,501 1,961,579 $ 571,480 373,288 1,582,065 2,526,833 $ (137,843) (19,847) 64,038 (93,652) -32% -6% 4% -4% 59,157 53,385 112,542 $ (16,637) (5,615) (22,252) -28% -11% -20% $ 14% 0% 10% $ $ $ $ $ $ 37,208 44,685 81,893 $ $ $ 4,305 4,305 $ $ - $ $ $ 59,157 46,385 105,542 $ $ $ 14,500 5,000 19,500 $ 14,500 5,000 19,500 $ $ - $ $ - 498,236 112,757,092 113,255,329 $ 1,892,962 121,187,336 123,080,298 $ 4,274,599 494,672 4,769,271 $ $ 4,075,553 805,826 4,881,379 $ $ $ $ 1,633,625 1,633,625 $ $ $ 5,152,769 247,100 2,570,154 7,970,023 $ $ $ $ $ $ $ $ $ $ $ $ $ 59,157 53,385 112,541 $ $ $ 10,000 10,000 $ $ - 1,892,962 121,187,336 123,080,298 $ 4,103,591 881,259 4,984,850 $ $ 2,178,614 2,178,614 $ $ 5,436,355 356,726 2,871,232 8,664,313 $ $ $ $ 149 $ $ $ $ 28,205 (157,672) (129,467) 2,453,206 2,453,206 8% -18% -11% 15% 15% 75,794 59,000 134,794 $ $ $ 12,500 5,000 17,500 $ 2,000 2,000 $ $ 75,000 75,000 $ $ (75,000) (75,000) 437,029 115,362,295 115,799,324 $ 1,984,222 124,411,285 126,395,507 $ (91,260) (3,223,949) (3,315,209) -5% -3% -3% 4,051,603 1,199,358 5,250,961 $ $ 6,327,487 1,687,262 8,014,749 $ $ $ (2,223,896) (806,003) (3,029,899) -54% -91% -61% 2,294,536 2,294,536 $ $ 1,939,696 1,939,696 $ $ 3,081,810 3,081,810 $ $ (787,274) (787,274) -34% -34% 5,436,355 446,168 2,871,232 8,753,755 $ 5,210,553 322,094 2,609,055 8,141,702 $ 7,045,839 446,168 2,994,586 10,486,593 $ (1,609,484) (123,354) (1,732,838) -30% 0% -4% -20% $ $ $ $ $ $ $ $ $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (Continued) FY 2004-05 ACTUAL SPECIAL REVENUE (Continued) 850 AIR QUALITY 504 AIR QUALITY FEES 503 AIR QUALITY GRANT $ DEPT. TOTAL 860 PUBLIC HEALTH 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS DEPT. TOTAL 880 ENVIRONMENTAL SERVICES 505 ENVIRONMENTAL SERVICES GRANT 506 ENVIRONMTL SVCS ENV HEALTH DEPT. TOTAL APPOINTED TOTAL TOTAL SPECIAL REVENUE FUNDS $ $ $ $ $ $ $ 5,926,506 3,198,902 9,125,407 FY 2005-06 ADOPTED $ $ 3,094,151 42,564,080 45,658,230 $ $ 938,720 10,375,683 11,314,403 368,063,210 594,357,213 $ $ $ $ FY 2004-05 ACTUAL DEBT SERVICE FUNDS 470 GENERAL GOVERNMENT 320 COUNTY IMPROVEMENT DEBT DEPT. TOTAL APPOINTED TOTAL TOTAL DEBT SERVICE FUNDS $ $ $ $ 48,151,274 48,151,274 48,151,274 48,151,274 FY 2005-06 REVISED 7,163,459 3,635,225 10,798,684 $ $ 3,747,060 41,592,348 45,339,408 $ $ 11,556,337 11,556,337 463,877,792 736,693,669 $ $ $ $ FY 2005-06 ADOPTED $ $ $ $ FY 2004-05 ACTUAL FY 2005-06 PROJECTED 8,819,304 3,784,275 12,603,579 $ $ 3,747,060 42,038,041 45,785,101 $ $ 12,139,683 12,139,683 452,273,916 741,428,291 $ $ $ $ FY 2005-06 REVISED 17,416,902 17,416,902 17,416,902 17,416,902 $ $ $ $ FY 2005-06 ADOPTED FY 2006-07 ADOPTED 7,513,938 3,469,753 10,983,692 $ $ 3,663,115 42,017,057 45,680,171 $ $ 11,697,981 11,697,981 355,510,091 632,354,470 $ $ $ $ FY 2005-06 PROJECTED 28,688,181 28,688,181 28,688,181 28,688,181 $ $ $ $ FY 2005-06 REVISED ADOPTED VS. REVISED % VARIANCE 9,665,175 4,149,013 13,814,188 3,520,656 44,178,638 47,699,294 $ 12,318,321 12,318,321 496,960,749 791,786,045 $ $ $ FY 2006-07 ADOPTED 30,345,479 30,345,479 30,345,479 30,345,479 $ $ $ $ FY 2005-06 PROJECTED $ $ $ $ (845,871) (364,738) (1,210,609) -10% -10% -10% 226,404 (2,140,597) (1,914,193) 6% -5% -4% (178,638) (178,638) (44,686,833) (50,357,754) -1% -1% -10% -7% ADOPTED VS. REVISED % VARIANCE 17,691,300 17,691,300 17,691,300 17,691,300 FY 2006-07 ADOPTED $ $ $ $ 10,996,881 10,996,881 10,996,881 10,996,881 ADOPTED VS. REVISED % VARIANCE CAPTIAL PROJECT FUNDS JUDICIAL BRANCH 270 JUVENILE PROBATION 455 DETENTION CAPITAL PROJECTS DEPT. TOTAL TOTAL JUDICIAL BRANCH $ $ $ 326,166 326,166 326,166 $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - ELECTED 500 SHERIFF 455 DETENTION CAPITAL PROJECTS DEPT. TOTAL TOTAL ELECTED $ $ $ 837,475 837,475 837,475 $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ 116,600 116,600 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ $ 7,954,616 34,489,709 35,680,782 19,550,787 97,675,894 $ $ 495,682 34,307,623 7,342,362 8,341,596 50,487,263 $ $ 5,691,348 73,837,250 14,762,048 22,799,883 117,090,529 $ $ 5,691,348 66,674,304 10,262,404 22,800,000 105,428,056 $ $ 5,472,888 18,072,630 27,486,949 14,205,765 65,238,231 $ $ $ $ 50,672,938 50,672,938 116,027,769 117,191,410 $ $ $ $ 110,634,054 110,634,054 216,062,110 216,062,110 $ $ $ $ 110,634,054 110,634,054 227,724,583 227,724,583 $ $ $ $ 91,977,691 91,977,691 142,464,954 142,464,954 $ $ $ $ 119,194,034 119,194,034 216,869,928 216,869,928 APPOINTED 260 CORRECTIONAL HEALTH 455 DETENTION CAPITAL PROJECTS DEPT. TOTAL 480 APPROPRIATED FUND BALANCE 422 INTERGOVERNMENTAL CAP PROJ 435 COUNTY IMPROVEMENT FUND 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS DEPT. TOTAL 640 TRANSPORTATION 234 TRANSPORTATION CAPITAL PROJECT DEPT. TOTAL APPOINTED TOTAL TOTAL CAPITAL FUNDS FY 2004-05 ACTUAL ENTERPRISE FUNDS APPOINTED 600 MARICOPA MANAGED CARE SYSTEMS 540 HEALTH PLAN CLEARING 541 HEALTH PLAN 550 LONG TERM CARE PLAN CLEARING 551 LONG TERM CARE PLAN 561 HEALTH SELECT DEPT. TOTAL APPOINTED TOTAL TOTAL ENTERPRISE FUNDS $ $ $ $ (319) 125,196,412 (296,384) 256,814,431 27,700,258 409,414,399 409,414,399 409,414,399 FY 2005-06 ADOPTED $ $ $ $ FY 2005-06 REVISED 29,485,332 58,055,625 87,540,957 87,540,957 87,540,957 $ $ $ $ 150 39,252,770 58,055,625 97,308,395 97,308,395 97,308,395 FY 2005-06 PROJECTED $ $ $ $ 12,666 46,154,069 13,320 55,489,335 37,753 101,707,143 101,707,143 101,707,143 FY 2006-07 ADOPTED $ $ $ $ 38% 38% 38% 38% $ (2,263,268) 39,347,541 (20,918,734) 3,249,096 19,414,635 -40% 53% -142% 14% 17% $ $ $ $ (8,559,980) (8,559,980) 10,854,655 10,854,655 -8% -8% 5% 5% ADOPTED VS. REVISED % VARIANCE - $ $ $ $ 39,252,770 58,055,625 97,308,395 97,308,395 97,308,395 100% 100% 100% 100% 100% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Department / Fund (Continued) FY 2004-05 ACTUAL INTERNAL SERVICE FUNDS APPOINTED 200 COUNTY MANAGERS OFFICE 681 TELECOMMUNICATIONS DEPT. TOTAL 350 EMPLOYEE HEALTH INITIATIVES 652 HS SELF-INSURED TRUST FUND 685 BENEFITS TRUST DEPT. TOTAL 410 CHIEF INFORMATION OFFICER 681 TELECOMMUNICATIONS DEPT. TOTAL 740 EQUIPMENT SERVICES 654 EQUIPMENT SERVICES DEPT. TOTAL 730 MATERIALS MANAGEMENT 673 REPROGRAPHICS DEPT. TOTAL 750 RISK MANAGEMENT 675 RISK MANAGEMENT DEPT. TOTAL APPOINTED TOTAL TOTAL INTERNAL SERVICE FUNDS FY 2005-06 ADOPTED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED VS. REVISED % VARIANCE $ $ 7,147 7,147 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ $ 2,854,163 21,399,726 24,253,889 $ $ 19,693,501 25,191,567 44,885,068 $ $ 21,439,935 29,156,864 50,596,799 $ $ 21,439,935 29,156,864 50,596,799 $ $ 15,731,502 20,022,124 35,753,626 $ 18,585,772 7,757,138 26,342,910 87% 27% 52% $ $ 15,615,436 15,615,436 $ $ 14,886,562 14,886,562 $ $ 14,960,594 14,960,594 $ $ 15,286,136 15,286,136 $ $ 14,076,921 14,076,921 $ $ 883,673 883,673 6% 6% $ $ 11,132,225 11,132,225 $ $ 10,575,177 10,575,177 $ $ 10,631,004 10,631,004 $ $ 12,123,704 12,123,704 $ $ 12,160,677 12,160,677 $ $ $ $ 1,081,191 1,081,191 $ $ 866,797 866,797 $ $ 1,127,399 1,127,399 $ $ 1,149,392 1,149,392 $ $ 1,056,316 1,056,316 $ $ $ $ $ $ 25,830,089 25,830,089 89,419,714 89,419,714 $ $ $ $ 26,130,901 26,130,901 103,056,236 103,056,236 $ $ $ $ 26,130,901 26,130,901 103,446,697 103,446,697 $ $ $ $ 26,130,836 26,130,836 99,575,136 99,575,136 $ $ $ $ 29,284,590 29,284,590 80,832,393 80,832,393 $ $ $ $ FY 2004-05 ACTUAL ELIMINATIONS APPOINTED 300 PARKS & RECREATION 900 ELIMINATIONS FY 2005-06 REVISED FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED $ $ (35,997) $ (35,997) $ (35,000) $ (35,000) $ (35,000) $ (35,000) $ (35,000) $ (35,000) $ (38,000) $ (38,000) $ DEPT. TOTAL $ $ (61,242,098) $ (61,242,098) $ (67,475,788) $ (67,475,788) $ (66,727,441) $ (66,727,441) $ (66,727,441) $ (66,727,441) $ (66,383,561) $ (66,383,561) $ DEPT. TOTAL APPOINTED TOTAL TOTAL ELIMINATIONS FUNDS $ $ $ $ 980 ELIMINATIONS 900 ELIMINATIONS (361,724,432) (361,724,432) (423,002,527) (423,002,527) $ $ $ $ (256,297,118) (256,297,118) (323,807,906) (323,807,906) $ $ $ $ 151 (296,814,730) (296,814,730) (363,577,171) (363,577,171) $ $ $ $ (306,793,110) (306,793,110) (373,555,551) (373,555,551) $ $ $ $ (331,079,203) (331,079,203) (397,500,764) (397,500,764) 71,083 71,083 (3,153,689) (3,153,689) 22,614,304 22,614,304 -14% -14% 6% 6% -12% -12% 22% 22% ADOPTED VS. REVISED % VARIANCE DEPT. TOTAL 640 TRANSPORTATION 900 ELIMINATIONS (1,529,673) (1,529,673) $ $ $ $ 3,000 3,000 (343,880) (343,880) 34,264,473 34,264,473 33,923,593 33,923,593 9% 9% -1% -1% 12% 12% 9% 9% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Department and Fund Type GENERAL FUND JUDICIAL 110 ADULT PROBATION 270 JUVENILE PROBATION 800 TRIAL COURTS SUBTOTAL ELECTED 010 BOARD OF SUPERVISORS DIST 1 020 BOARD OF SUPERVISORS DIST 2 030 BOARD OF SUPERVISORS DIST 3 040 BOARD OF SUPERVISORS DIST 4 050 BOARD OF SUPERVISORS DIST 5 120 ASSESSOR 140 CALL CENTER 160 CLERK OF THE SUPERIOR COURT 190 COUNTY ATTORNEY 210 ELECTIONS 250 CONSTABLES 360 RECORDER 370 SUPERINTENDENT OF SCHOOLS 430 TREASURER 500 SHERIFF SUBTOTAL APPOINTED 060 CLERK OF THE BOARD 150 EMERGENCY MANAGEMENT 170 COMMUNITY DEVELOPMENT 180 FINANCE 200 COUNTY MANAGERS OFFICE 220 HUMAN SERVICES 230 INTERNAL AUDIT 260 CORRECTIONAL HEALTH 290 MEDICAL EXAMINER 300 PARKS & RECREATION 310 HUMAN RESOURCES 340 PUBLIC FIDUCIARY 350 EMPLOYEE HEALTH INITIATIVES 390 HEALTH CARE MANDATES 410 ENTERPRISE TECHNOLOGY 420 INTEGRATED CRIMINAL JUST INFO 440 PLANNING & DEVELOPMENT 460 RESEARCH & REPORTING 470 GENERAL GOVERNMENT 480 APPROPRIATED FUND BALANCE 490 MANAGEMENT & BUDGET 520 PUBLIC DEFENDER 540 LEGAL DEFENDER 550 LEGAL ADVOCATE 560 CONTRACT COUNSEL 620 MARICOPA EVENTS CENTER 640 TRANSPORTATION 670 SOLID WASTE 700 FACILITIES MANAGEMENT 730 MATERIALS MANAGEMENT 740 EQUIPMENT SERVICES 750 RISK MANAGEMENT 790 ANIMAL CARE & CONTROL 850 AIR QUALITY 860 PUBLIC HEALTH 880 ENVIRONMENTAL SERVICES 980 ELIMINATIONS SUBTOTAL MARICOPA COUNTY $ SPECIAL REVENUE 55,280,402 21,320,911 77,815,530 154,416,843 $ 341,043 341,043 341,043 341,043 341,043 22,979,361 1,686,973 32,090,197 67,528,212 19,040,514 2,126,145 2,349,174 2,132,796 4,668,836 67,507,004 223,814,427 $ $ $ 623,410 235,773 4,442,521 2,667,353 2,702,378 1,897,474 3,719,176 6,677,385 1,766,029 3,182,409 2,256,900 2,457,959 317,896,691 7,504,804 349,072 364,029,991 212,381,047 3,232,305 36,608,991 8,459,463 7,752,303 16,768,051 12,932,897 1,961,265 375,982 546,899 12,074,428 2,419,397 1,037,922,353 $ 1,416,153,623 $ $ $ $ DEBT SERVICE 16,132,870 39,937,815 17,892,544 73,963,229 $ 9,561,287 11,918,136 6,435,103 3,648,304 189,299,237 220,862,067 $ $ $ 1,324,894 13,544,325 37,826,442 41,838,500 5,556,800 1,817,932 17,803,060 79,096,363 73,587,844 2,526,833 134,794 17,500 75,000 126,395,507 8,014,749 3,081,810 10,486,593 13,814,188 47,699,294 12,318,321 496,960,749 $ 791,786,045 $ $ CAPITAL PROJECTS - $ - $ $ $ 17,691,300 17,691,300 $ 17,691,300 $ $ INTERNAL SERVICE - $ - $ $ $ 97,675,894 119,194,034 216,869,928 $ 216,869,928 $ $ 152 $ - ELIMINATIONS $ $ 71,413,272 61,258,726 95,708,074 228,380,072.00 $ $ $ 341,043 341,043 341,043 341,043 341,043 22,979,361 1,686,973 41,651,484 79,446,348 19,040,514 2,126,145 8,784,277 5,781,100 4,668,836 256,806,241 444,676,494.00 $ 623,410 1,560,667 13,544,325 4,442,521 2,667,353 40,528,820 1,897,474 45,557,676 6,677,385 7,322,829 3,182,409 2,256,900 26,711,848 317,896,691 21,581,725 1,817,932 17,803,060 349,072 460,817,654 383,644,785 3,232,305 39,135,824 8,594,257 7,769,803 16,768,051 75,000 245,589,541 8,014,749 16,014,707 3,017,581 12,160,677 29,284,590 10,862,575 14,361,087 59,773,722 14,737,718 1,850,276,723 $ $ 24,253,889 14,076,921 1,056,316 12,160,677 29,284,590 80,832,393 $ 80,832,393 $ 2,523,333,289 $ - SUBTOTAL $ $ ALL FUNDS - $ - $ $ $ 71,413,272 61,258,726 95,708,074 228,380,072 341,043 341,043 341,043 341,043 341,043 22,979,361 1,686,973 41,651,484 79,446,348 19,040,514 2,126,145 8,784,277 5,781,100 4,668,836 256,806,241 444,676,494 $ - $ (38,000) (66,383,561) (331,079,203) (397,500,764) $ 623,410 1,560,667 13,544,325 4,442,521 2,667,353 40,528,820 1,897,474 45,557,676 6,677,385 7,284,829 3,182,409 2,256,900 26,711,848 317,896,691 21,581,725 1,817,932 17,803,060 349,072 460,817,654 383,644,785 3,232,305 39,135,824 8,594,257 7,769,803 16,768,051 75,000 179,205,980 8,014,749 16,014,707 3,017,581 12,160,677 29,284,590 10,862,575 14,361,087 59,773,722 14,737,718 (331,079,203) 1,452,775,959 $ (397,500,764) $ 2,125,832,525 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Object Code and Fund Type FY 2004-05 ACTUAL ALL FUNDS PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONNEL SERVICES 795 PERSONNEL SERVICES ALLOC OUT 796 PERSONNEL SERVICES ALLOC IN SUBTOTAL SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 805 SUPPLIES - ALLOCATION OUT 806 SUPPLIES - ALLOCATION IN 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 RENT & OPERATING LEASES 825 REPAIRS AND MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 EDUCATION & TRAINING 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 855 INTEREST EXPENSE 865 DEPRECIATION 872 SERVICES - ALLOCATION OUT 873 SERVICES - ALLOCATION IN 880 TRANSFERS OUT 890 LOSS ON FIXED ASSETS SUBTOTAL CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 940 INFRASTRUCTURE 950 DEBT SERVICE 955 CAPITAL - ALLOCATION OUT 956 CAPITAL - ALLOCATION IN SUBTOTAL FUND TOTAL $ $ $ $ $ $ $ FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE % FY 2006-07 ADOPTED 487,713,244 $ 6,559,564 14,432,751 140,642,520 7,515,630 (40,315,742) 38,946,776 655,494,744 $ 519,742,420 $ 5,397,129 6,257,585 181,354,184 89,402,837 (50,397,058) 48,280,638 800,037,735 $ 570,793,034 $ 5,270,412 7,048,771 187,473,587 52,701,540 (39,340,584) 38,421,151 822,367,910 $ 531,304,785 $ 6,137,928 13,318,114 171,067,737 17,970,583 (43,317,944) 39,323,905 735,805,108 $ 598,304,183 $ 7,133,223 7,231,854 202,213,205 66,929,878 (40,944,640) 38,923,678 879,791,381 $ (27,511,149) (1,862,811) (183,083) (14,739,618) (14,228,338) 1,604,056 (502,527) (57,423,471) -5% -35% -3% -8% -27% 4% -1% -7% 47,636,850 $ 25,320,614 4,101,234 7,112,227 (2,902,190) 2,911,225 35,820,800 391,564,531 114,400,063 21,546,739 29,857,262 316,125,871 (15,554,128) 7,430,703 5,828,422 1,892,874 21,021,552 295,741 2,747,702 (18,629,720) 9,745,058 (572,452) 1,007,700,978 $ 40,997,841 $ 20,587,409 8,182,486 12,876,353 (3,458,046) 3,460,916 58,419,589 138,049,372 277,312,199 22,583,802 33,772,669 295,313,043 (37,885,941) 8,336,464 5,239,950 840,274 26,591,011 (11,798,525) 8,206,127 907,626,993 $ 37,357,993 $ 17,848,668 8,031,203 22,456,705 (2,846,667) 2,849,113 60,733,276 119,466,215 239,305,976 22,510,851 32,771,648 292,204,721 (9,251,906) 8,252,903 5,276,803 965,962 26,328,757 14,912 (9,120,584) 9,080,372 884,236,922 $ 35,892,621 $ 19,694,146 11,361,972 3,034,910 (3,047,390) 2,925,919 60,031,382 115,431,641 142,695,331 20,376,375 31,008,545 279,615,469 (12,305,239) 8,008,409 5,258,067 1,660,904 25,230,849 250,964 149,162 (7,745,741) 6,791,951 65,698 746,387,376 $ 36,526,305 $ 17,593,311 5,742,587 29,071,510 (3,141,332) 3,071,224 63,415,252 26,249,476 344,554,501 23,644,351 54,628,819 304,988,070 (7,689,959) 7,802,704 6,133,409 959,000 30,943,575 (3,687,104) 3,809,583 945,990,021 $ 831,688 255,357 2,288,616 (6,614,805) (2,681,976) 93,216,739 (105,248,525) (1,133,500) (21,857,171) (12,783,349) (1,561,947) 450,199 (856,606) 6,962 (4,614,818) 14,912 (61,753,099) 2% 1% 28% -29% 0% 0% -4% 78% -44% -5% -67% -4% -17% 5% -16% 1% -18% 9,184,541 $ 65,905,835 10,414,513 9,572,696 32,390,811 20,635,741 (759,198) 759,188 148,104,126 $ 3,234,310 $ 138,101,062 4,947,203 11,002,286 83,930,883 46,517,107 (504,355) 504,316 287,732,812 $ 3,234,310 $ 145,357,609 8,433,950 14,095,518 82,887,133 58,072,488 (472,243) 454,232 312,062,997 $ 4,795,228 $ 62,223,358 6,921,689 12,635,314 62,774,150 37,054,577 (313,456) 318,180 186,409,040 $ 4,140,000 $ 149,587,080 5,888,740 11,188,424 91,379,000 37,818,423 (877,966) 927,422 300,051,123 $ (905,690) (4,229,471) 2,545,210 2,907,094 (8,491,867) 20,254,065 12,011,874 -28% -3% 30% 21% -10% 35% 0% 0% 4% $ (107,164,696) -5% 1,811,299,848 $ 1,995,397,540 $ 2,018,667,829 153 $ 1,668,601,524 $ 2,125,832,525 100% 0% 0% -7% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code (Continued) FY 2004-05 ACTUAL GENERAL FUND PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONNEL SERVICES 795 PERSONNEL SERVICES ALLOC OUT 796 PERSONNEL SERVICES ALLOC IN SUBTOTAL SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 805 SUPPLIES - ALLOCATION OUT 806 SUPPLIES - ALLOCATION IN 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 RENT & OPERATING LEASES 825 REPAIRS AND MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 841 TRAVEL 842 EDUCATION & TRAINING 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 855 INTEREST EXPENSE 872 SERVICES - ALLOCATION OUT 873 SERVICES - ALLOCATION IN 880 TRANSFERS OUT SUBTOTAL CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 950 DEBT SERVICE 955 CAPITAL - ALLOCATION OUT 956 CAPITAL - ALLOCATION IN SUBTOTAL FUND TOTAL $ $ $ $ $ $ $ FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE % FY 2006-07 ADOPTED 261,342,697 $ 4,125,475 3,821,467 74,158,603 2,498,997 (21,726,058) 5,426,744 329,647,924 $ 282,114,997 $ 3,254,774 2,403,917 91,477,871 48,316,676 (29,241,897) 8,091,637 406,417,975 $ 306,622,694 $ 3,209,735 2,977,754 96,855,338 22,239,784 (25,007,664) 7,547,352 414,444,993 $ 290,915,419 $ 3,927,461 4,175,938 89,295,049 3,976,264 (24,557,774) 6,840,728 374,573,085 $ 337,259,922 $ 4,670,008 3,189,512 110,513,632 39,334,314 (27,348,870) 7,917,230 475,535,748 $ 13,467,478 $ 719,648 2,229,601 2,200,958 (1,283,182) 537,276 30,385,482 2,349,455 36,030,063 10,548,804 11,426,812 299,844,891 18,310,625 3,600,074 4,122,081 325,804 10,127,058 1,480 (2,498,871) 82,541 188,349,747 630,877,823 $ 13,046,355 $ 498,491 1,958,095 5,514,577 (1,782,983) 118,365 53,701,419 2,522,855 140,368,285 13,290,816 14,218,215 271,788,612 18,090,424 3,808,413 3,709,559 563,774 11,514,535 (2,826,217) 384,700 162,472,234 712,960,524 $ 11,619,101 $ 509,836 1,677,714 14,216,879 (1,659,580) 143,718 56,280,941 8,447,366 99,885,790 13,283,267 14,427,042 270,701,591 19,288,163 4,236,855 3,909,061 659,462 11,467,788 (3,012,793) 588,086 202,614,672 729,284,959 $ 11,806,503 $ 553,625 2,623,297 465,062 (1,666,135) 189,007 56,052,383 2,741,547 41,173,408 10,895,044 13,690,924 267,793,118 18,030,353 4,159,202 4,266,166 458,158 11,441,130 (2,786,610) 223,833 204,271,970 646,381,986 $ 10,935,569 $ 690,911 2,209,256 26,209,544 (1,636,860) 159,843 57,160,481 3,098,765 198,819,837 13,978,968 30,201,686 287,894,801 21,554,285 430,624 3,766,366 5,036,038 728,000 14,541,298 (2,850,433) 218,004 215,942,665 889,089,648 $ 7,472,295 $ 1,004,229 3,708,461 3,338,246 (527,445) 246,832 15,242,617 $ 16,339,390 $ 416,140 4,866,500 17,615,965 (196,824) 15,902 39,057,073 $ 16,339,390 $ 692,451 5,188,600 17,897,354 (214,796) 15,902 39,918,901 $ 4,895,831 $ 779,149 5,192,989 3,998,120 (193,184) 81,917 14,754,823 $ 29,746,836 $ 279,697 4,832,750 16,931,721 (289,079) 17,592 51,519,517 $ (13,407,446) 412,754 355,850 965,633 (11,600,616) -82.1% 59.6% 6.9% 5.4% 0.0% 0.0% -29.1% $ (232,496,060) -19.6% 975,768,365 $ 1,158,435,572 $ 1,183,648,853 154 $ 1,035,709,893 $ 1,416,144,913 (30,637,228) (1,460,273) (211,758) (13,658,294) (17,094,530) 2,341,206 (369,878) (61,090,755) -10.0% -45.5% -7.1% -14.1% -76.9% 9.4% -4.9% -14.7% 683,532 5.9% (181,075) -35.5% (531,542) -31.7% (11,992,665) -84.4% 0.0% 0.0% (879,540) -1.6% 5,348,601 63.3% (98,934,047) -99.0% (695,701) -5.2% (15,774,644) -109.3% (17,193,210) -6.4% (2,266,122) -11.7% (430,624) 470,489 11.1% (1,126,977) -28.8% (68,538) -10.4% (3,073,510) -26.8% 0.0% 0.0% (13,327,993) -6.6% (159,804,689) -21.9% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code (Continued) FY 2004-05 ACTUAL SPECIAL REVENUE PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONNEL SERVICES 795 PERSONNEL SERVICES ALLOC OUT 796 PERSONNEL SERVICES ALLOC IN SUBTOTAL SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 805 SUPPLIES - ALLOCATION OUT 806 SUPPLIES - ALLOCATION IN 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 RENT & OPERATING LEASES 825 REPAIRS AND MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 841 TRAVEL 842 EDUCATION & TRAINING 843 POSTAGE/FREIGHT/SHIPPING 845 SUPPORT AND CARE OF PERSONS 850 UTILITIES 855 INTEREST EXPENSE 872 SERVICES - ALLOCATION OUT 873 SERVICES - ALLOCATION IN 880 TRANSFERS OUT SUBTOTAL CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 940 INFRASTRUCTURE 950 DEBT SERVICE 955 CAPITAL - ALLOCATION OUT 956 CAPITAL - ALLOCATION IN SUBTOTAL FUND TOTAL $ $ $ $ $ $ $ FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE % FY 2006-07 ADOPTED 198,605,312 $ 2,330,293 10,055,635 61,222,710 4,848,412 (16,031,786) 26,750,628 287,781,203 $ 231,043,299 $ 2,126,186 3,652,107 83,275,291 40,956,091 (16,216,383) 31,394,739 376,231,330 $ 252,230,371 $ 2,003,508 3,893,976 87,097,803 28,242,798 (12,891,534) 25,577,028 386,153,950 $ 229,826,794 $ 2,103,745 8,887,985 77,378,516 12,889,522 (12,436,052) 25,823,551 344,474,062 $ 254,670,050 $ 2,409,046 3,904,212 89,672,500 27,558,063 (13,595,770) 26,839,063 391,457,164 $ (2,439,679) (405,538) (10,236) (2,574,697) 684,735 704,236 (1,262,035) (5,303,214) -1.0% -20.2% -0.3% -3.0% 2.4% 5.5% -4.9% -1.4% 24,174,898 $ 16,823,295 1,840,390 4,812,625 (1,549,577) 2,304,518 269,670 16,750,346 40,558,316 7,523,953 14,889,293 15,440,839 14,147,192 3,578,995 1,228,779 1,567,070 5,444,618 23 (3,893,599) 5,875,343 114,907,194 286,694,178 $ 24,326,805 $ 16,563,215 1,684,891 7,304,039 (1,562,387) 3,229,874 1,283,562 12,738,700 92,973,840 6,893,049 16,802,424 23,172,431 12,922,802 3,781,906 831,791 276,500 9,535,263 (5,242,413) 7,702,516 88,965,238 324,184,046 $ 22,759,452 $ 16,469,121 1,879,889 8,189,123 (1,158,918) 2,677,226 1,017,727 12,746,390 91,424,047 6,884,065 15,532,890 21,052,326 13,235,269 3,750,419 1,166,860 306,500 9,579,081 (5,175,317) 7,597,020 88,562,193 318,510,275 $ 21,294,603 $ 17,817,232 2,466,228 2,536,439 (1,347,945) 2,701,875 259,731 18,650,763 52,285,209 6,864,298 14,779,447 11,067,377 13,534,662 1,432 3,594,450 751,947 1,202,746 8,274,021 (3,363,438) 5,978,075 88,347,193 267,696,346 $ 22,909,649 $ 16,902,400 2,614,593 2,820,652 (1,504,472) 2,911,381 936,939 15,486,229 103,831,155 7,813,282 21,856,549 16,661,269 15,291,196 944,115 3,987,228 1,089,171 231,000 11,175,847 (836,671) 3,591,579 112,806,266 361,519,357 $ (150,197) (433,279) (734,704) 5,368,471 80,788 (2,739,839) (12,407,108) (929,217) (6,323,659) 4,391,057 (2,055,927) (944,115) (236,809) 77,689 75,500 (1,596,766) (24,244,073) (43,009,082) -0.7% -2.6% -39.1% 65.6% 0.0% 0.0% 7.9% -21.5% -13.6% -13.5% -40.7% 20.9% -15.5% 3,872,608 $ 8,207,619 5,628,274 1,892,729 (231,753) 512,355 19,881,832 $ 14,885,616 $ 3,717,813 5,902,997 450,000 11,140,984 (276,241) 457,124 36,278,293 $ 9,696,435 $ 6,713,566 8,692,421 304,915 11,175,846 (249,624) 430,507 36,764,066 $ 5,483,284 $ 4,900,397 7,278,250 2,410,910 (117,221) 228,442 20,184,062 $ 22,193,350 $ 5,384,248 6,299,274 1,802,000 2,809,709 (588,887) 909,830 38,809,524 $ 594,357,213 $ FY 2004-05 ACTUAL 736,693,669 $ FY 2005-06 ADOPTED 741,428,291 $ FY 2005-06 REVISED 632,354,470 $ FY 2005-06 PROJECTED 791,786,045 $ -6.3% 6.7% 24.6% -16.7% 0.0% 0.0% -27.4% -13.5% (12,496,915) -128.9% 1,329,318 19.8% 2,393,147 27.5% (1,497,085) -491.0% 8,366,137 74.9% 0.0% 0.0% (2,045,458) -5.6% (50,357,754) -6.8% ADOPTED VS. REVISED VARIANCE % FY 2006-07 ADOPTED DEBT SERVICE SUPPLIES & SERVICES 880 TRANSFERS OUT SUBTOTAL $ $ 33,008,452 33,008,452 $ $ - $ $ - $ $ - $ $ - $ $ - SUBTOTAL $ $ 15,142,822 15,142,822 $ $ 17,416,902 17,416,902 $ $ 28,688,181 28,688,181 $ $ 30,345,479 30,345,479 $ $ 17,691,300 17,691,300 $ $ 10,996,881 10,996,881 38.3% 38.3% FUND TOTAL $ 48,151,274 $ 17,416,902 $ 28,688,181 $ 30,345,479 $ 17,691,300 $ 10,996,881 38.3% CAPITAL OUTLAY 950 DEBT SERVICE 155 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code (Continued) FY 2004-05 ACTUAL CAPITAL PROJECTS PERSONAL SERVICES 701 REGULAR PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONNEL SERVICES 796 PERSONNEL SERVICES ALLOC IN SUBTOTAL SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 812 OTHER SERVICES 820 RENT & OPERATING LEASES 825 REPAIRS AND MAINTENANCE 839 INTERNAL SERVICE CHARGES 842 EDUCATION & TRAINING 850 UTILITIES 880 TRANSFERS OUT SUBTOTAL CAPITAL OUTLAY 910 LAND 915 BUILDINGS AND IMPROVEMENTS 940 INFRASTRUCTURE 950 DEBT SERVICE SUBTOTAL FUND TOTAL $ $ $ $ $ FY 2005-06 ADOPTED 776,078 41,067 196,544 9,336 4,044,854 5,067,880 $ 121,377 5,932 1,214 9,924 24,318 5,131,018 52,872 652,545 802,450 1,422 6,751 9,186,823 15,996,646 $ $ $ $ $ 9,184,541 54,543,970 32,390,811 7,563 96,126,885 $ 117,191,410 SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 805 SUPPLIES - ALLOCATION OUT 806 SUPPLIES - ALLOCATION IN 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 RENT & OPERATING LEASES 825 REPAIRS AND MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 EDUCATION & TRAINING 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 855 INTEREST EXPENSE 865 DEPRECIATION 872 SERVICES - ALLOCATION OUT 873 SERVICES - ALLOCATION IN 880 TRANSFERS OUT SUBTOTAL CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 930 VEHICLES & CONSTRUCTION EQUIP 950 DEBT SERVICE 955 CAPITAL - ALLOCATION OUT 956 CAPITAL - ALLOCATION IN SUBTOTAL FUND TOTAL 18,716,032 63,045 18,779,077 $ 3,959,684 3,959,684 $ $ 15,000 18,814,797 63,045 18,892,842 $ $ $ 3,234,310 106,608,056 83,480,883 193,323,249 $ 216,062,110 FY 2004-05 ACTUAL ENTERPRISE PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONNEL SERVICES 795 PERSONNEL SERVICES ALLOC OUT 796 PERSONNEL SERVICES ALLOC IN SUBTOTAL 3,959,784 3,959,784 FY 2005-06 REVISED FY 2005-06 PROJECTED $ $ $ $ $ $ 3,234,310 119,055,529 82,582,218 204,872,057 $ 227,724,583 FY 2005-06 ADOPTED - $ (3,045) (358) 3,613,622 3,610,220 $ 4,086,534 4,086,534 15,148 $ 19,079,087 (1,407) 479,684 63,045 19,635,557 $ 21,004,500 415,000 21,419,500 $ $ 4,795,228 51,649,799 62,774,150 119,219,177 $ 142,464,954 FY 2005-06 REVISED ADOPTED VS. REVISED VARIANCE % FY 2006-07 ADOPTED $ $ $ $ $ $ $ (905,690) 21,408,635 (6,994,782) 13,508,163 $ 216,869,928 $ 10,854,655 FY 2005-06 PROJECTED 5,804,227 $ 3,000 40,736 1,600,565 2,115,813 (1,441,386) 1,272,555 9,395,511 $ 5,007,937 $ 79,293 70,910 2,622,957 1,046,980 (6,324,118) 2,957,610 5,461,569 $ - $ 1,786,626 $ 7,771,699 511 5,189 (69,431) 69,431 453 362,861,741 13,634,545 1,515,832 (3,485) 392,915 261,976 216,022 467,494 27,171 230,477 2,747,702 (12,237,250) 3,787,175 34,272 383,501,065 $ 1,034,299 $ 3,525,703 3,000 (112,676) 112,677 74,813,733 3,276,213 782,540 119,900 167,914 688,435 690,300 99,417 (3,729,895) 118,911 470,318 82,060,789 $ 274,561 $ 869,711 750 (28,169) 28,169 77,634,826 7,206,143 726,206 179,975 96,664 41,979 208,885 195,075 29,354 (932,474) 895,266 470,318 87,897,239 $ 109,562 $ 1,323,288 199 750 (33,310) 35,037 77,106,605 8,819,588 766,387 31,457 284,032 159,331 220,490 236,540 41,488 250,964 149,162 (1,595,693) 590,043 7,738,788 96,234,708 $ - $ $ - $ 24,389 38,191 (31,290) 31,290 62,580 $ - $ 6,097 9,548 (7,823) 7,823 15,645 $ - $ 6,096 (3,051) 7,821 10,866 $ - $ $ 16,963 16,963 $ 409,414,399 $ - $ $ $ $ 87,540,957 $ 97,308,395 156 $ 101,707,143 $ -3.2% -3.2% 100.0% -11.6% 100.0% -13.4% -28.0% 18.0% -8.5% 6.6% 4.8% ADOPTED VS. REVISED VARIANCE % FY 2006-07 ADOPTED 706,260 $ 12,000 69,200 4,712,960 86,000 (4,938,778) 4,769,946 5,417,588 $ $ 15,000 (2,189,703) (415,000) 63,045 (2,526,658) 4,140,000 97,646,894 89,577,000 191,363,894 21,719,802 $ 91,089 402,516 3,508,761 64,044 (2,557,898) 2,668,057 25,896,371 $ $ (126,850) (126,850) 5,804,227 3,000 40,736 1,600,565 2,115,813 (1,441,386) 1,272,555 9,395,511 100.0% 100.0% 100.0% 100.0% 100.0% -100.0% 100.0% 100.0% 274,561 869,711 750 77,634,826 7,206,143 726,206 179,975 96,664 41,979 208,885 195,075 29,354 470,318 87,897,239 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% $ 6,097 9,548 15,645 100.0% 100.0% 0.0% 0.0% 100.0% $ 97,308,395 100.0% $ $ 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Consolidated Expenditures by Fund Type / Object Code (Continued) FY 2004-05 ACTUAL INTERNAL SERVICE PERSONAL SERVICES 701 REGULAR PAY 705 TEMPORARY PAY 710 OVERTIME 750 FRINGE BENEFITS 790 OTHER PERSONNEL SERVICES 796 PERSONNEL SERVICES ALLOC IN SUBTOTAL SUPPLIES & SERVICES 801 GENERAL SUPPLIES 802 MEDICAL SUPPLIES 803 FUEL 804 NON-CAPITAL EQUIPMENT 810 LEGAL SERVICES 811 HEALTH CARE SERVICES 812 OTHER SERVICES 820 RENT & OPERATING LEASES 825 REPAIRS AND MAINTENANCE 830 INTERGOVERNMENTAL PAYMENTS 839 INTERNAL SERVICE CHARGES 842 EDUCATION & TRAINING 843 POSTAGE/FREIGHT/SHIPPING 850 UTILITIES 855 INTEREST EXPENSE 880 TRANSFERS OUT 890 LOSS ON FIXED ASSETS SUBTOTAL CAPITAL OUTLAY 915 BUILDINGS AND IMPROVEMENTS 920 CAPITAL EQUIPMENT 930 VEHICLES & CONSTRUCTION EQUIP 950 DEBT SERVICE SUBTOTAL FUND TOTAL $ $ $ $ $ FY 2005-06 ADOPTED 5,269,356 12,707 112,066 1,555,902 94,842 56,493 7,101,366 $ 8,086,472 40 29,519 83,531 5,140,879 33,327,051 20,699,703 1,905,279 2,892,096 447,225 1,547,423 34,190 10,067 5,415,954 63,762 942,150 80,625,340 $ $ $ $ $ 1,202,664 235,961 254,382 1,693,007 $ 89,419,714 FY 2005-06 REVISED 5,877,864 4,169 132,361 1,888,062 44,070 64,532 8,011,058 $ 2,590,382 4,539,500 54,737 3,434,608 47,974,084 21,977,829 1,617,397 2,632,130 352,000 1,898,908 57,710 8,300 5,441,796 871,082 93,450,463 $ $ $ $ $ 268,000 813,250 208,400 305,065 1,594,715 $ 103,056,236 FY 2004-05 ACTUAL FY 2005-06 PROJECTED 6,135,741 54,169 136,305 1,919,881 103,145 64,532 8,413,773 $ 2,689,879 4,473,600 49,953 3,434,608 47,917,269 21,975,199 1,617,313 2,631,741 354,140 1,898,908 56,744 5,807 5,252,534 871,082 93,228,777 $ $ $ $ $ 266,255 1,027,933 208,400 301,559 1,804,147 $ 103,446,697 FY 2005-06 ADOPTED 5,554,635 27,429 186,326 1,771,573 57,816 88,394 7,686,173 $ 2,666,805 6,272,247 32,660 3,719,268 42,785,980 21,338,039 1,850,645 2,508,125 470,943 1,900,949 34,267 3,413 5,474,209 871,082 65,698 89,994,330 $ $ $ $ $ 194,443 1,242,143 157,979 300,068 1,894,633 $ 99,575,136 FY 2005-06 REVISED ADOPTED VS. REVISED VARIANCE % FY 2006-07 ADOPTED 6,374,211 54,169 138,130 2,018,363 37,501 80,851 8,703,225 $ 2,681,087 5,990,336 41,314 5,317,832 23,302,059 20,879,009 1,852,101 2,570,584 452,000 2,281,009 49,110 8,200 5,226,430 811,209 71,462,280 $ $ $ $ $ 224,795 56,400 385,693 666,888 $ 80,832,393 $ FY 2005-06 PROJECTED $ FY 2006-07 ADOPTED (238,470) (1,825) (98,482) 65,644 (16,319) (289,452) 8,792 (1,516,736) 8,639 (1,883,224) 24,615,210 1,096,190 (234,788) 61,157 (97,860) (382,101) 7,634 (2,393) 26,104 59,873 21,766,497 266,255 803,138 152,000 (84,134) 1,137,259 22,614,304 -3.9% 0.0% -1.3% -5.1% 63.6% -25.3% -3.4% 0.3% -33.9% 17.3% -54.8% 51.4% 5.0% -14.5% 2.3% -27.6% -20.1% 13.5% -41.2% 0.5% 6.9% 23.3% 100.0% 78.1% 72.9% -27.9% 63.0% 21.9% ADOPTED VS. REVISED VARIANCE % ELIMINATIONS SUPPLIES & SERVICES 803 FUEL 811 HEALTH CARE SERVICES 812 OTHER SERVICES 839 INTERNAL SERVICE CHARGES 880 TRANSFERS OUT SUBTOTAL FUND TOTAL $ $ $ - $ (23,724,061) (1,653,582) (50,623,794) (347,001,089) (423,002,527) $ (423,002,527) $ - $ (70,965,989) (252,841,917) (323,807,906) $ (323,807,906) $ - $ (27,279,636) (43,716,225) (292,581,310) (363,577,171) $ (363,577,171) $ 157 - $ (25,853,255) (46,410,218) (301,292,078) (373,555,551) $ (373,555,551) $ (5,071,598) $ (15,637,577) (47,231,449) (329,560,140) (397,500,764) $ (397,500,764) $ 5,071,598 (11,642,059) 3,515,224 36,978,830 33,923,593 33,923,593 -42.7% 8.0% 12.6% 9.3% 9.3% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules General Government Expenditure Summary FY 2005-06 ADOPTED DESCRIPTION General Fund (100) 4711 - General Contingency (unreserved) General Contingency 4711 - General Contingency (reserved) Compensation Reserve CASS Debt Service Reserve Health Reserve Health/Dental Premium Increase (unallocated) Justice Reserve Medical Examiner: Critical Physician Coverage Pappas Debt Service Public Fiduciary Computer Software Sheriff Overtime Special Needs Transportation Technology Reserve $ 19,936,065 $ - $ 23,410,172 $ (3,474,107) $ 32,693,265 4,088,812 4,788,838 6,549,271 14,000 300,000 325,000 10,000,000 82,403,812 $ 9,859,167 4,010,843 2,893,513 3,402,454 142,000 14,000 300,000 325,000 10,000,000 50,883,042 $ - $ 33,561,414 33,312,867 1,882,928 142,000 78,464 14,000 230,000 18,166,850 110,798,695 $ (23,702,247) (33,312,867) 4,010,843 2,893,513 1,519,526 (78,464) 300,000 95,000 (8,166,850) (59,915,653) $ $ $ Subtotal $ 4714 - Central Service Costs Annual County Wide Operational Maintenance Program $ Automated Inventory Management Base-Level Internal Service Charges Combined Charitable Campaign Enterprise Software License Internet Search Engine Lobbyist Contracts Maintenance Contracts New Building Utilities Ombudsman Security Building Parking Spaces Utilities Subtotal $ 3,600,000 15,119,810 6,500 2,339,967 392,727 5,373,912 43,489 200,000 10,783,848 37,860,253 $ $ Subtotal $ 4721 - Dues and Memberships Arizona Association of Counties Arizona-Mexican Commission County Supervisors Association Maricopa Association of Government National Association of Counties ADOPTED VS. REVISED VARIANCE FY 2006-07 ADOPTED 23,644,626 83,880 5,280 10,000 200,000 347,351 200,000 50,000 650,000 145,724,861 500,000 94,275 15,000,000 4,828,600 167,694,247 4716 - Debt Service/Cap. Lease 16.8m COP Admin. Fee Arbitrage Bond Attorney Current CIP Debt Debt Financing Financial Advisor Human Service Campus Debt Financing FY 2005-06 PROJECTED $ Subtotal $ 4712 - Other General Fund Programs Article V Procurement/SBE Board NW Regional Service Charges Board Resolution (9/11 Reward Fund) Citizens Tax Education Desktop/Laptop Refresh Program Downtown Juror/Employee Parking Shuttle Emergency Management: Disaster Fund Human Resources Peak Performers Improvement District Allocation Jail Excise Tax, Maintenance of Effort (MOE) Master Plans New Facility Operating Costs Orthophotography Program Outsourcing of Mail and Ballots Probation Recruitment Real Estate Evaluation, Acquisition & Divestiture Regional Development Services Special Health Care District Loan Special Health Care District Performance Bond Vehicle Replacement FY 2005-06 REVISED $ Subtotal $ 2,382,857 15,000 25,000 40,000 12,985,504 60,000 15,508,361 54,730 151,235 44,611 44,778 295,354 $ $ $ $ $ $ 158 $ 83,880 5,280 10,000 200,000 25,141 200,000 50,000 650,000 145,724,861 500,000 264,654 94,275 15,000,000 100,000 4,869,100 167,777,191 $ 3,600,000 15,119,810 6,500 2,339,967 392,727 5,373,912 43,489 200,000 10,783,848 37,860,253 $ 2,382,857 15,000 25,000 40,000 12,985,504 60,000 15,508,361 54,730 151,235 43,787 44,778 294,530 $ $ $ $ $ $ $ 83,880 5,280 200,000 200,000 289,038 145,724,861 500,000 264,654 73,398 15,000,000 35,331 4,869,100 167,245,542 $ 3,600,000 15,119,810 6,438 2,339,967 392,727 5,373,912 43,489 200,000 10,783,848 37,860,191 $ 2,382,857 15,000 25,000 40,000 60,000 2,522,857 54,730 151,235 43,386 43,653 293,004 $ $ $ $ $ $ $ 193,366 5,280 200,000 920,025 230,000 50,000 650,000 129,566 160,895,270 900,000 5,500,000 288,579 200,000 119,275 71,443 50,000 4,383,700 174,786,504 $ 4,094,500 180,000 18,079,938 6,500 2,339,967 30,000 397,727 6,239,456 1,667,273 43,489 200,000 12,174,359 45,453,209 $ 1,001,243 15,000 25,000 40,000 4,742,824 60,000 2,200,000 8,084,067 57,467 10,000 158,797 44,855 44,778 315,897 $ $ $ $ $ $ (109,486) 10,000 (894,884) (30,000) (129,566) (15,170,409) (400,000) (5,500,000) (23,925) (200,000) (25,000) (71,443) 15,000,000 50,000 485,400 (7,009,313) (494,500) (180,000) (2,960,128) (30,000) (5,000) (865,544) (1,667,273) (1,390,511) (7,592,956) 1,381,614 (4,742,824) 12,985,504 (2,200,000) 7,424,294 (2,737) (7,562) (1,068) (21,367) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules General Government Expenditure Summary (Continued) FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE FY 2006-07 ADOPTED DESCRIPTION 4722 - Taxes and Assessments City of Phx. Downtown Mun. Serv. Dist. $ 111,804 $ 162,469 $ 162,469 $ 162,469 $ 4724 - Consultants $ 790,272 $ 829,672 $ 806,752 $ 4,374,374 $ 4726 - Tuition Reimbursement $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 4732 - Major Maintenance $ 2,434,146 $ 2,434,146 $ 1,522,605 $ 10,000,000 $ (7,565,854) 4741 - Tax Appeal Cases $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 2,600,000 $ (1,100,000) 4742 - Judgments $ 500,000 $ 500,000 $ - $ 500,000 $ 4743 - Outside Legal Counsel $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,400,000 $ 4771 - Indigent Burial $ 400,000 $ 400,000 $ 200,000 $ 400,000 $ - 4774 - Non-Profit Funding $ 2,554,776 $ 2,554,776 $ 2,404,776 $ 2,174,776 $ 380,000 4775 - Accommodation Schools $ 530,000 $ 980,000 $ 530,000 $ - $ 980,000 4776 - Cooperative Extension $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ - Total General Fund $ 316,563,025 $ 285,664,440 $ 219,028,196 $ 364,029,991 $ (78,365,551) Waste Management Fund (210) 4751 - Dist. 1 Unincorp. Area Comm. Proj. $ 4752 - Dist. 2 Unincorp. Area Comm. Proj. 4753 - Dist. 3 Unincorp. Area Comm. Proj. 4754 - Dist. 4 Unincorp. Area Comm. Proj. 4755 - Dist. 5 Unincorp. Area Comm. Proj. 4756 - Dust Control 4757 - Illegal Dumping Program 4758 - Mobile Comm. Council Requests Total Waste Management Fund $ 65,535 105,833 55,954 110,035 70,171 100,000 56,746 564,274 $ 65,535 105,833 55,954 110,035 70,171 100,000 56,746 564,274 $ 10,323 10,323 $ 73,540 47,515 72,636 126,717 80,853 73,472 26,528 53,746 555,007 $ (8,005) 58,318 (16,682) (16,682) (10,682) (73,472) 73,472 3,000 9,267 General Government Grant Fund (249) 4711 - Expenditure Authority Reserve Compensation Reserve Internal Audit Grant Kids Vote Potential Fee Increases $ Subtotal $ 4712 - Pass Through Grants ASU College of Law Florence Crittenden Group Home Fountain Hills School District No. 98 Human Services Campus Internal Audit Grant Kids Vote Los Niños Hospital Maricopa Community College Mesa Unified School District NACO for SMI National Farm Workers Tempe Accelerated High School $ 7,500,000 15,000 35,000 10,841,844 18,391,844 Subtotal $ - Total Grant Fund $ 18,391,844 $ $ $ $ 5,168,534 6,158,594 11,327,128 $ 101,350 50,000 114,000 224,280 15,000 35,000 45,000 193,671 70,000 5,000 175,000 16,000 1,044,301 $ 12,371,429 159 $ $ $ $ 5,168,534 8,152,162 13,320,696 $ 101,350 50,000 114,000 245,516 20,014 35,000 45,000 193,671 70,000 5,000 175,000 16,000 1,070,551 $ 14,391,247 $ $ $ $ 5,168,534 15,872,970 21,041,504 $ $ $ $ 50,000 2,500 52,500 $ $ $ 21,094,004 $ (3,544,702) - (400,000) (9,714,376) (9,714,376) 101,350 114,000 224,280 15,000 35,000 45,000 193,671 70,000 2,500 175,000 16,000 991,801 (8,722,575) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules General Government Expenditure Summary (Continued) FY 2005-06 ADOPTED DESCRIPTION Detention Fund (255) 4711 - Unreserved Contingency FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE FY 2006-07 ADOPTED $ 9,381,000 $ 10,467,864 $ - $ 14,084,233 $ (3,616,369) $ 10,283,948 7,000,000 2,317,824 10,000,000 300,000 6,400,000 45,682,772 $ 6,181,666 6,630,245 1,462,848 3,329,302 300,000 6,400,000 34,771,925 $ - $ 14,918,882 1,110,584 5,000,000 1,000,000 36,113,699 $ (8,737,216) (1,110,584) 6,630,245 1,462,848 (5,000,000) 3,329,302 300,000 5,400,000 (1,341,774) $ 8,003,066 4,592 500,000 500,000 952,900 9,960,558 $ 4,592 500,000 500,000 952,900 1,957,492 $ 600,000 500,000 283,600 50,000 1,433,600 $ Subtotal $ 8,003,066 4,592 500,000 500,000 952,900 9,960,558 4714 - Central Service Costs Annual Detention Facilities Operational Program $ FMD - Electrical Technicians for Security Maintenance Maintenance Contracts Utilities Subtotal $ 1,400,000 1,491,126 7,810,000 10,701,126 $ $ $ 2,725,000 150,000 1,196,510 8,328,543 12,400,053 $ $ 1,307,810 1,231,286 6,689,867 9,228,963 $ $ 1,400,000 1,491,126 7,810,000 10,701,126 $ (1,325,000) (150,000) 294,616 (518,543) (1,698,927) $ 2,706,100 $ 2,706,100 $ 1,114,769 $ 7,500,000 $ (4,793,900) Total Detention Fund $ 69,050,556 $ 58,139,709 $ 12,301,224 $ 57,447,352 $ 692,357 $ 17,416,902 $ 28,688,181 $ 30,345,479 $ 17,691,300 $ 10,996,881 Total All Funds $ 421,986,601 $ 385,428,033 $ 276,076,469 $ 460,817,654 $ (75,389,621) 4711 - Reserved Contingency Compensation Reserve Detention Utility Increase Contingency Health Reserve Health/Dental Premium Increase (unallocated) Justice Reserve New Facilities Operating Costs Sheriff Overtime Technology Reserve Subtotal $ 4712 - Other Programs Debt Financing Desktop/Laptop Refresh Program Master Plans Sheriff Recruiting Vehicle Replacement Youth Supervisor Recruitment 4732 - Major Maintenance County Improvement Debt Fund (320) 4710 - County Improvement Debt $ $ $ 160 $ $ $ $ $ $ 8,003,066 4,592 (100,000) 669,300 (50,000) 8,526,958 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Appropriated Fund Balance Expenditure Summary DESCRIPTION General Fund (100) 4811 - General Contingency (unreserved) General Contingency FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE FY 2006-07 ADOPTED $ 23,552,218 $ 15,886,631 $ 3,075,000 $ 24,811,916 $ (8,925,285) $ $ 6,342,658 1,500,000 1,570,525 1,510,878 11,200 3,849,887 1,305,784 13,582,634 45,560,197 $ 3,075,000 $ 1,000,000 1,200,000 20,000,000 4,514,269 25,000,000 76,526,185 $ Subtotal $ 6,342,658 1,500,000 2,618,626 1,510,878 4,476,716 11,476,484 15,000,000 66,477,580 6,342,658 (1,000,000) 1,500,000 1,570,525 1,510,878 11,200 3,849,887 1,305,784 (1,200,000) (20,000,000) (4,514,269) (11,417,366) (30,965,988) 4812 - Other Programs ASRS Contributions Not Withheld $ Automated Inventory Management Claims Tail End Compensation Project County Contribution: Mid-Decade Special Census Survey Crime Prevention Grants eCivis Constables Protective Vests Emotional Intelligence Testing FMD- Floor Care FMD- Vehicle Replacement Gain sharing Program Awards Hall Settlement Health Plan FY 2004-05 Subsidy Carryover Health Plan Retention Incentive Health Plans Operating Subsidy Human Services: SAIL Relocation Long Term Care Plan B39Operating Subsidy Meth Project NE Justice Court Move One-Time Performance Awards Parks & Rec: Guadalupe Road Bridge Grant Match Parks Revitalization Plan Pest Abatement Public Health Preventative Medicine Residency Public Health Relocation Relocations/New Facility Start-Up Transfer to CIP funds Sheriff Central Service Complex Voice System Sheriff Records Management System Sheriff's Helicopter Overhaul/FLIR Replacement Special Health Care District IGA Succession Planning Program Superintendent of Schools Move Superintendent of Schools Move Related Costs (Furniture) Transfer to General Fund Cty. Improv. (445) Transfer for Parks Capital Projects Unfunded Liabilities UPS for Forensic Science Center West Nile Virus Subtotal $ 500,000 500,000 231,600 1,162,374 4,808,761 55,000 56,809 1,500,000 614,433 348,436 8,125,000 3,897,400 3,289,122 25,088,935 4811 - Reserved Contingency Items CIP Contingency FMLA Post Employment Health Plan Payout Health Care Consultant Reserve Health Plan Subsidy Health Reserve HR Liaison Certification Justice Reserve Long Term Care Operating Subsidy Probation Office Security Modifications Property Acquisition Regional Schools Deficit Transfer Technology Reserve $ $ $ 161 1,500,000 110,000 264,365 500,000 231,600 48,700 13,710 5,000 71,773 72,000 37,104 12,000 24,200,000 1,451,363 10,665,447 260,721 4,808,761 55,000 350,000 56,809 3,100,000 570,401 227,878 614,433 348,436 626,829 2,625,000 211,000 120,000 8,125,000 3,842,400 50,000 3,289,122 68,464,852 $ $ $ 733,727 110,000 264,365 231,600 48,700 13,710 5,000 71,773 72,000 35,237 12,000 24,200,000 10,665,447 260,721 4,808,761 39,729 300,000 3,100,000 177,638 157,258 28,306 2,625,000 8,125,000 2,250,687 50,000 1,910,596 60,297,255 $ $ $ 1,500,000 231,600 6,000,000 2,500,000 500,000 56,809 188,084 63,000 347,763 1,500,000 36,531,812 614,433 191,178 598,523 150,000 211,000 120,000 10,457,765 39,542,235 3,289,122 104,593,324 $ $ $ 110,000 264,365 500,000 (6,000,000) 48,700 13,710 5,000 71,773 72,000 37,104 12,000 24,200,000 1,451,363 10,665,447 260,721 4,808,761 (2,500,000) 55,000 (150,000) 3,100,000 (188,084) (63,000) 222,638 (1,272,122) (36,531,812) 157,258 28,306 2,625,000 (150,000) 8,125,000 (10,457,765) (35,699,835) 50,000 (36,128,472) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Appropriated Fund Balance Expenditure Summary (Continued) FY 2005-06 ADOPTED DESCRIPTION 4813 - Infrastructure/CIP Buckeye Hills Public Shooting Range Design CIO Chambers Lease Corporate Sponsorship Debt Service Transfer Emergency Operations Center Glendale RCC/EDC Lease Terminations Public Health Lease Trial Courts: New Facility Start-Up Equipment $ Subtotal $ 4814 - Technology Projects Assessor CAMA Assessor GDAC Assessor Modeler CIO Server Upgrade Clerk of the Superior Court Financial System HR Imaging System MCSO Technology (LANDesk) Pathlore Renewal Pathlore Servers Public Health Digital X-Ray Equipment Public Wireless Access Schools New Financial System $ FY 2005-06 REVISED 25,341 274,306 2,500,000 204,092 3,003,739 Subtotal $ 571,085 509,705 320,000 430,513 1,831,303 4824 - Consultants $ 4832 - Major Maintenance $ $ $ 220,000 60,800 289,636 571,085 509,705 320,000 183,209 45,821 510,000 20,000 358,024 3,088,280 1,500,000 $ $ 15,205,244 Total General Fund $ Detention Fund (255) 4811 - General Contingency (unreserved) General Contingency 4811 - Reserved Contingency Items Justice Reserve Health Reserve Technology Reserve Subtotal 4812 - Other Programs Correctional Health New Facility Start-Up Detention Fund CIP Transfer FMD - Electrical Technicians for Security Maintenance FMD - Vehicle Replacement One-Time Performance Awards Sheriff Carryover Vehicles Sheriff Central Service Complex Voice System Sheriff Jail Surveillance System Sheriff New Detention Facility Start-Up Sheriff New Jail Pre-Booking System Sheriff Records Management System $ $ 25,328 274,306 92,000 1,657,298 534,127 204,092 2,787,151 $ 1,800,000 $ $ 15,205,244 113,106,801 $ $ 9,190,489 $ 725,000 50,000 5,000,000 14,965,489 $ $ 809,511 14,977,841 2,764,565 488,492 2,894,306 16,465 459,979 22,411,159 4832 - Major Maintenance $ 4834 - ICJIS Data Exchanges Project Overhead $ $ $ $ $ $ $ 756,668 $ 2,000,000 $ (200,000) $ 4,987,608 $ 21,471,836 $ (6,266,592) 137,234,312 $ 74,044,458 $ 212,381,047 $ (75,146,735) $ 13,493,589 $ - $ 14,885,300 $ (1,391,711) $ 725,000 50,000 5,000,000 19,268,589 $ - $ 14,885,300 $ 725,000 50,000 5,000,000 4,383,289 $ $ 809,511 14,977,841 192,000 75,000 919,900 2,764,565 389,141 2,894,306 16,465 451,016 23,489,745 11,456,000 $ $ Subtotal $ 1,653,900 977,406 2,631,306 Total Detention Fund $ 51,463,954 $ 209,511 14,977,841 68,678 124,596 1,134,459 195,633 381 16,711,099 5,966,000 $ 3,518,468 $ $ 1,670,281 995,661 2,665,942 $ 51,390,276 162 $ $ $ $ 25,341 92,000 20,000 (786,791) (3,490,806) 472,046 204,092 (3,464,118) 220,000 (200,000) 60,800 289,636 61,130 294,180 320,000 183,209 45,821 510,000 20,000 73,659 1,878,435 $ $ 274,306 786,791 3,490,806 2,027,954 6,579,857 200,000 509,955 215,525 284,365 1,209,845 $ $ ADOPTED VS. REVISED VARIANCE FY 2006-07 ADOPTED 220,000 60,800 289,636 61,130 294,180 313,696 183,209 45,821 494,261 39,880 2,140,777 $ $ 25,341 274,306 92,000 20,000 2,500,000 204,092 3,115,739 FY 2005-06 PROJECTED $ $ 600,000 38,670,475 114,700 398,000 1,630,106 546,052 451,016 42,410,349 $ $ 209,511 (23,692,634) (114,700) 192,000 75,000 521,900 1,134,459 389,141 2,348,254 16,465 (18,920,604) $ 14,115,600 $ (8,149,600) $ 647,673 235,538 883,212 $ 1,410,948 765,647 2,176,595 $ $ 21,112,778 $ 73,587,844 $ 259,333 230,014 489,347 (22,197,568) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Appropriated Fund Balance Expenditure Summary (Continued) FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE FY 2006-07 ADOPTED DESCRIPTION Intergovernmental Capital Projects (422) 4813 - Intergovernmental Capital Projects $ 5,227,447 $ 5,227,447 $ 287,582 $ 7,775,616 $ 4833 - Parks $ 463,901 $ 463,901 $ 208,100 $ 179,000 $ $ 5,691,348 $ 5,691,348 $ 495,682 $ 7,954,616 $ (2,263,268) County Improvement Fund (435) 4813 - Capital Projects $ 66,674,304 $ 73,837,250 $ 34,307,623 $ 34,489,709 $ 39,347,541 Capital Improvement Fund (445) 4813 - Capital Projects $ 8,320,128 $ 9,672,912 $ 6,190,258 $ 21,420,983 $ (11,748,071) 4833 - Parks $ 1,942,276 $ 5,089,136 $ 1,152,104 $ 14,259,799 $ (9,170,663) Total Fund 445 $ 10,262,404 $ 14,762,048 $ 7,342,362 $ 35,680,782 $ (20,918,734) $ 22,800,000 $ 22,799,883 $ 8,341,596 $ 19,550,787 $ 3,249,096 $ 269,998,811 $ 305,715,117 $ 145,644,500 $ 383,644,785 $ (77,929,668) Total Fund 422 Detention Capital Projects (455) Total All Funds 163 (2,548,169) 284,901 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Health Care Mandates Revenue and Expenditure Detail Report FY 2004-05 ACTUAL Description FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2006-07 ADOPTED FY 2005-06 PROJECTED ADOPTED VS. REVISED VARIANCE REVENUES Administration Disproportionate Share Refund Pre-AHCCCS Liability Refund Long Term Care Residual $ 29,583 83,530,100 737 - $ 63,366,600 52,848 $ 63,366,600 52,848 $ 63,366,600 6,611 46,237 $ 63,366,600 52,848 $ - TOTAL GENERAL FUND REVENUE $ 83,560,420 $ 63,419,448 $ 63,419,448 $ 63,419,448 $ 63,419,448 $ - EXPENDITURES Administration $ 7,764,991 $ 2,561,085 $ 3,649,967 $ 2,992,881 $ 5,142,783 $ (1,492,816) Indigent Behavioral Health Arnold v. Sarn General Mental Health $ $ $ 33,232,833 4,856,580 38,089,413 $ $ 31,194,319 4,856,580 36,050,899 $ $ 31,232,833 4,856,580 36,089,413 $ $ 32,089,626 5,099,404 37,189,030 $ $ 29,601,729 4,856,576 34,458,305 (2,000,000) (2,000,000) Disproportionate Share Match $ 83,530,100 $ 63,366,600 $ 63,366,600 $ 63,366,600 $ 63,366,600 $ - Indigent Health Care AHCCCS Contribution Pre-AHCCCS Liability $ 45,813,477 4,558,763 50,372,240 $ 31,959,200 25,000,000 56,959,200 $ 31,959,200 25,000,000 56,959,200 $ 31,959,200 25,000,000 56,959,200 $ 24,523,800 25,000,000 49,523,800 $ 7,435,400 7,435,400 1,905,888 345,171 2,251,058 $ 6,588,317 6,588,317 $ 6,614,857 6,614,857 $ 6,538,642 0 6,538,643 $ 6,442,960 6,442,960 $ $ $ 130,003,100 180,462 130,183,562 $ $ 130,003,100 193,046 130,196,146 $ $ 130,003,100 180,462 130,183,562 $ $ 125,610,000 69,282 125,679,282 $ 150,313,300 276,388 150,589,688 Medical Education $ 3,547,901 $ 3,547,900 $ 3,547,900 $ 3,547,896 $ 3,547,900 $ Trial Delivery Mental Health Orders Mental Health Testimony $ $ $ $ 50,000 643,547 693,547 $ $ 26,636 239,750 266,386 $ $ 50,000 288,000 338,000 $ $ 50,000 288,000 338,000 $ (355,547) (355,547) $ $ (16,400) (16,400) SUBTOTAL SUBTOTAL Pre-AHCCCS Liability Management Litigation Support Arbitration SUBTOTAL Indigent Long Term Health Care ALTCS Contribution Long Term Care Residual SUBTOTAL $ $ $ $ $ $ $ $ $ $ $ $ SUBTOTAL $ 15,875 217,875 233,750 Infectious Disease Control & Treatment Tuberculosis Hospitalization SUBTOTAL $ $ 83,062 83,062 $ $ 500,000 500,000 $ $ 483,600 483,600 $ $ 483,600 483,600 $ $ 500,000 500,000 TOTAL GENERAL FUND EXPENDITURES $ 307,920,688 $ 301,233,694 $ 301,245,683 $ 300,389,667 $ 317,896,691 164 $ $ $ 171,897 171,897 $ (20,310,200) (83,342) $ (20,393,542) - $ (16,651,008) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Results Initiatives Summary FY 2006-07 ADOPTED ALL FUNDS 110 ADULT PROBATION Communications Center Fugitive Apprehension Presentence Division Pretrial Initial Appearance Release Staffing Standard Probation $ SUBTOTAL 160 CLERK OF THE SUPERIOR COURT Comprehensive Mental Health Court Courtroom Clerk Staffing Study Critical Calendar Caseflow Family Court Night Court (Northeast) Juvenile Night Court (Durango) New Criminal Trial Division Settlement Conference Division (Criminal Dept) 9th Grand Jury $ $ SUBTOTAL 190 COUNTY ATTORNEY Auto Theft Bureau Crime Prevention Education Program Fraud and Identity Theft Bureau Expansion Meth and Illegal Drug Bureau $ $ 769,438 257,315 1,140,745 197,854 512,674 2,878,026 $ 101,152 736,563 302,289 64,041 94,446 101,152 101,961 99,339 1,600,943 $ $ $ 872,337 299,759 1,017,675 837,423 3,027,194 $ $ 439,438 200,683 1,140,745 196,054 874,748 2,851,668 96,152 699,063 287,289 118,081 168,888 96,152 96,961 94,339 1,656,925 SUBTOTAL $ 872,337 299,759 1,017,675 837,423 3,027,194 SUBTOTAL $ $ 2,229,862 2,229,862 $ $ 1,097,017 1,097,017 SUBTOTAL $ $ 357,561 357,561 $ $ 355,771 355,771 SUBTOTAL $ $ 1,141,357 1,141,357 $ $ 1,129,431 1,129,431 $ 2,843,650 89,973 2,933,623 $ 2,843,650 89,973 2,933,623 500,000 207,790 276,238 244,413 245,361 1,473,802 $ 210 ELECTIONS Elections Reg Voters Inc, HAVA, DOJ, Prop 200 230 INTERNAL AUDIT New Audit Staff 270 JUVENILE PROBATION Expansion of Juvenile Court Services Activity 360 RECORDER Technology Upgrades Volume Increase SUBTOTAL 440 PLANNING & DEVELOPMENT Contracted Plan Review Services Vehicles Vehicles and Two Way Radios Field Supervisor and Resource Unit Planning Services Branch $ $ SUBTOTAL 165 FY 2007-08 ADOPTED $ $ $ 1,500,000 235,113 236,961 1,972,074 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Results Initiatives Requests Summary (Continued) FY 2006-07 ADOPTED 500 SHERIFF Property and Evidence Bar Coding System Seriously Mentally Ill Intervention Pilot Program Sheriff Technology - Equipment and Cost Increases Sheriff's Civil Division Sheriff's Criminal Investigations Bureau Sheriff's Training Department Vehicle $ SUBTOTAL 670 SOLID WASTE W. Valley Waste Tire Collection Disposal of Legacy Stockpile Tires at CRM Morristown Transfer Station $ $ SUBTOTAL 800 TRIAL COURTS Civil Admin Case Processing Personnel Commissioner Trial Division in Criminal Dept Comprehensive Mental Health Court Continuation of Family Drug Court Critical Calendar Case flow Support Team Family Court Night Court (Northeast) In Home Intervention - Juvenile Justice Programs Juvenile Night Court (Durango) New Criminal Trial Division Self Service Center (Downtown CCC and San Tan RCC) Settlement Conference Division (Criminal Dept) $ $ SUBTOTAL 850 AIR QUALITY Air Monitoring Dust Control/Earth Moving Media and Com Outreach Program Media and Com Outreach Prg. - Training $ $ SUBTOTAL 860 PUBLIC HEALTH Sexually Transmitted Disease Testing & Treatment West Nile Virus $ $ SUBTOTAL TOTAL INITIATIVES 166 $ $ 66,279 1,175,991 208,465 89,878 419,178 4,000 1,963,791 1,622,823 585,000 408,092 2,615,915 87,875 289,915 323,218 68,076 240,128 227,614 77,239 213,992 102,853 199,038 289,915 2,119,863 168,000 38,300 65,281 65,281 336,862 751,045 198,200 949,245 23,628,044 FY 2007-08 ADOPTED $ $ $ $ $ $ $ $ $ $ $ 66,279 949,054 208,465 86,492 419,178 4,000 1,733,468 194,125 36,540 230,665 85,075 211,215 314,818 42,076 228,928 455,233 74,439 427,988 163,007 483,740 211,215 2,697,734 38,300 55,031 55,031 148,362 726,545 726,545 20,560,477 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Results Initiatives Requests Summary (Continued) FY 2006-07 ADOPTED GENERAL FUNDS 110 ADULT PROBATION Communications Center Fugitive Apprehension Presentence Division Pretrial Initial Appearance Release Staffing Standard Probation $ SUBTOTAL 160 CLERK OF THE SUPERIOR COURT Comprehensive Mental Health Court Courtroom Clerk Staffing Study Critical Calendar Caseflow Family Court Night Court (Northeast) Juvenile Night Court (Durango) New Criminal Trial Division Settlement Conference Division (Criminal Dept) 9th Grand Jury $ $ SUBTOTAL 190 COUNTY ATTORNEY Auto Theft Bureau Crime Prevention Education Program Fraud and Identity Theft Bureau Expansion Meth and Illegal Drug Bureau $ $ 439,438 200,683 1,140,745 196,054 417,924 2,394,844 $ 101,152 736,563 302,289 64,041 94,446 101,152 101,961 99,339 1,600,943 $ $ $ 872,337 299,759 1,017,675 837,423 3,027,194 $ $ 439,438 200,683 1,140,745 196,054 874,748 2,851,668 96,152 699,063 287,289 118,081 168,888 96,152 96,961 94,339 1,656,925 SUBTOTAL $ 872,337 299,759 1,017,675 837,423 3,027,194 SUBTOTAL $ $ 2,229,862 2,229,862 $ $ 1,097,017 1,097,017 SUBTOTAL $ $ 357,561 357,561 $ $ 355,771 355,771 SUBTOTAL $ $ 1,141,357 1,141,357 $ $ 1,129,431 1,129,431 SUBTOTAL $ $ 89,973 89,973 $ $ 89,973 89,973 $ 66,279 1,175,991 208,465 89,878 419,178 1,959,791 $ 66,279 949,054 208,465 86,492 419,178 1,729,468 210 ELECTIONS Elections Reg Voters Inc, HAVA, DOJ, Prop 200 230 INTERNAL AUDIT New Audit Staff 270 JUVENILE PROBATION Expansion of Juvenile Court Services Activity 360 RECORDER Volume Increase 500 SHERIFF Property and Evidence Bar Coding System Seriously Mentally Ill Intervention Pilot Program Sheriff Technology - Equipment and Cost Increases Sheriff's Civil Division Sheriff's Criminal Investigations Bureau SUBTOTAL 167 FY 2007-08 ADOPTED $ $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Results Initiatives Requests Summary (Continued) FY 2006-07 ADOPTED 800 TRIAL COURTS Civil Admin Case Processing Personnel Commissioner Trial Division in Criminal Dept Comprehensive Mental Health Court Continuation of Family Drug Court Critical Calendar Case flow Support Team Family Court Night Court (Northeast) In Home Intervention - Juvenile Justice Programs Juvenile Night Court (Durango) New Criminal Trial Division Self Service Center (Downtown CCC and San Tan RCC) Settlement Conference Division (Criminal Dept) $ SUBTOTAL 860 PUBLIC HEALTH Sexually Transmitted Disease Testing & Treatment West Nile Virus $ $ SUBTOTAL TOTAL GENERAL FUND INITIATIVES 168 $ $ FY 2007-08 ADOPTED 87,875 289,915 323,218 68,076 240,128 227,614 77,239 213,992 102,853 199,038 289,915 2,119,863 $ 751,045 198,200 949,245 15,870,633 $ $ $ $ 85,075 211,215 314,818 42,076 228,928 455,233 74,439 427,988 163,007 483,740 211,215 2,697,734 726,545 726,545 15,361,726 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Results Initiatives Requests Summary (Continued) FY 2006-07 ADOPTED SPECIAL REVENUE 110 ADULT PROBATION Communications Center Fugitive Apprehension Pretrial Initial Appearance Release Staffing Standard Probation $ SUBTOTAL $ 330,000 56,632 1,800 94,750 483,182 SUBTOTAL $ $ 2,843,650 2,843,650 $ $ 2,843,650 2,843,650 $ $ $ 1,500,000 235,113 236,961 1,972,074 360 RECORDER Technology Upgrades 440 PLANNING & DEVELOPMENT Contracted Plan Review Services Vehicles Vehicles and Two Way Radios Field Supervisor and Resource Unit Planning Services Branch $ $ - SUBTOTAL $ 500,000 207,790 276,238 244,413 245,361 1,473,802 SUBTOTAL $ $ 4,000 4,000 $ $ 4,000 4,000 $ 1,622,823 585,000 408,092 2,615,915 $ 194,125 36,540 230,665 168,000 38,300 65,281 65,281 336,862 7,757,411 $ 500 SHERIFF Sheriff's Training Department Vehicle 670 SOLID WASTE W. Valley Waste Tire Collection Disposal of Legacy Stockpile Tires at CRM Morristown Transfer Station SUBTOTAL 850 AIR QUALITY Air Monitoring Dust Control/Earth Moving Media and Com Outreach Program Media and Com Outreach Prg. - Training $ $ SUBTOTAL TOTAL SPECIAL REVENUE FUND INITIATIVES 169 FY 2007-08 ADOPTED $ $ $ $ $ 38,300 55,031 55,031 148,362 5,198,751 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Eliminations Summary 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. Interdepartmental charges from the Reprographics (print shop) fund to various County departments are one example. 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. The expenditure and revenue is therefore budgeted twice within the overall 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 expenditures and revenues. The following schedule lists the various items that are eliminated in the budget: FY 2005-06 ADOPTED DESCRIPTION Maricopa County: Fund Transfers (see schedule) $ Internal Service Charges Total Maricopa County $ 252,841,917 FY 2005-06 REVISED $ 70,965,989 323,807,906 292,581,310 FY 2005-06 PROJECTED $ 70,995,861 $ 363,577,171 301,292,078 FY 2006-07 ADOPTED $ 72,263,473 $ 170 373,555,551 329,560,140 ADOPTED VS. REVISED VARIANCE % $ 67,940,624 $ 397,500,764 $ $ 36,978,830 12.6% (3,055,237) -4.3% 33,923,593 33 923 593 9.3% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Transfers In by Fund FY 2005-06 ADOPTED 7,451,655 7,420,672 25,500 5,483 $ FY 2005-06 REVISED 7,451,655 7,420,672 25,500 5,483 FY 2005-06 PROJECTED $ 7,098,922 7,067,939 25,500 5,483 GENERAL FUND Central Service Allocation Transfer from Parks Donation Fund Transfer from Park Enhancement Fund $ SPECIAL REVENUE $ 145,804,861 $ 146,150,163 $ 146,150,163 $ 160,978,270 208 JUDICIAL ENHANCEMENT Transfer fund balance from Trial Courts Special Revenue Fund $ - $ 345,302 345,302 $ 345,302 345,302 $ - 241 PARKS ENHANCEMENT FUND Transfer from Parks Souvenir Fund $ 35,000 35,000 $ 35,000 35,000 $ 35,000 35,000 $ 38,000 38,000 255 DETENTION OPERATIONS Jail Excise Tax Maintenance of Effort $ 145,724,861 145,724,861 $ 145,724,861 145,724,861 $ 145,724,861 145,724,861 $ 160,895,270 160,895,270 265 PUBLIC HEALTH FEES Vital Statistics $ 45,000 45,000 $ 45,000 45,000 $ 45,000 45,000 $ 45,000 45,000 DEBT SERVICE $ 2,571,736 $ 2,571,736 $ 4,229,034 $ 9,337,196 320 COUNTY IMPROVEMENT DEBT COPS and Capital Lease Refinancing CIP Debt Service $ 2,571,736 2,571,736 $ 2,571,736 2,571,736 $ 4,229,034 4,229,034 $ 9,337,196 1,069,994 8,267,202 CAPITAL PROJECTS $ 91,042,530 $ 96,469,183 $ 96,254,183 $ 152,222,613 234 TRANSPORTATION CAPITAL PROJECT Transfer from Transportaiton Operating Fund $ 67,475,788 67,475,788 $ 66,727,441 66,727,441 $ 66,727,441 66,727,441 $ 66,383,561 66,383,561 422 INTERGOVERNMENTAL CAP PROJ Transfer from Parks Grant Fund Transfer from Parks Enhancement Fund Transfer from Parks Donation Fund $ 463,901 150,000 250,901 63,000 $ 463,901 150,000 250,901 63,000 $ 248,901 185,901 63,000 $ 179,000 150,000 29,000 - 445 GENERAL FUND CTY IMPROV Transfer from General Fund Project Reserve Transfer from General Fund Appropriated Fund Balance $ 8,125,000 8,125,000 $ 14,300,000 14,300,000 $ 14,300,000 14,300,000 $ 46,989,577 46,989,577 455 DETENTION CAPITAL PROJECTS Transfer from Detention Operations Fund $ 14,977,841 14,977,841 $ 14,977,841 14,977,841 $ 14,977,841 14,977,841 $ 38,670,475 38,670,475 ENTERPRISE $ 5,971,135 $ 39,938,573 $ 47,559,776 $ - 541 HEALTH PLAN Transfer from General Fund to Cover Deficit Transfer Balance From Health Plan Fund Transfer from Long Term Care Fund to Cover Deficit $ 1,162,374 1,162,374 - $ 35,129,812 35,129,812 - $ 36,070,695 35,129,812 11,955 928,928 $ - 551 LONG TERM CARE PLAN Transfer from General Fund to Cover Deficit Transfer from Health Plan Fund to Cover Deficit Tranfer Balance from Health Plan Fund $ 4,808,761 4,808,761 - $ 4,808,761 4,808,761 - $ 10,663,802 4,808,761 5,842,076 12,965 $ - 561 SENIOR SELECT Transfer from Health Plan Fund to Cover Deficit $ - $ - $ 825,279 825,279 $ - TOTAL BEFORE ELIMINATIONS $ 252,841,917 $ 292,581,310 $ 301,292,078 $ 329,560,140 ELIMINATIONS $ (252,841,917) $ 171 (292,581,310) $ $ FY 2006-07 ADOPTED 7,022,061 7,022,061 - (301,292,078) $ (329,560,140) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Transfers Out by Fund FY 2005-06 ADOPTED 162,472,234 $ 145,724,861 45,000 1,162,374 4,808,761 2,382,857 141,659 47,220 8,125,000 34,502 - FY 2005-06 REVISED 202,614,672 $ 145,724,861 45,000 10,665,447 4,808,761 2,382,857 141,659 47,220 8,125,000 3,100,000 3,075,000 264,365 24,200,000 34,502 - FY 2005-06 FY 2006-07 PROJECTED ADOPTED 204,271,970 $ 215,942,665 145,724,861 160,895,270 45,000 45,000 10,665,447 4,808,761 2,382,857 1,001,243 141,659 51,563 47,220 17,188 2,200,000 4,742,824 8,125,000 3,100,000 10,457,765 3,075,000 264,365 24,200,000 1,657,298 34,502 36,531,812 GENERAL FUND Jail Excise Tax Maintenance of Effort Public Health Vital Statistics Transfer to Health Plans to Cover Deficit Transfer to ALTCS to Cover Deficit General Govn't COPS/Capital Lease Refinancing MCSO COPS/Capital Lease Refinancing Medical Examiner COPS/Capital Lease Refinancing Transfer to Debt Service/Human Service Campus Transfer to Debt Service/Current CIP Transfer to General Fund County Improvement Cap. Fund Transfer to Gen. Fund County Improvement/Parks CIP Transfer to Gen. Fund County Improvement/CIP Transfer to Health Plans/Claims Tail Transfer to Health Plans/Carryover FY 2004-05 Subsidy Transfer to Debt Service/lease reversion savings Central Service Allocation - Research and Reporting Restated Transfer to County Improvement Fund for Capital Projects $ SPECIAL REVENUE $ 88,965,238 $ 88,562,193 $ 88,347,193 207 PALO VERDE Central Service Allocation - General Fund $ 24,282 24,282 $ 24,282 24,282 $ 24,282 24,282 $ 17,646 17,646 215 EMERGENCY MANAGEMENT Central Service Allocation - General Fund $ 62,952 62,952 $ 62,952 62,952 $ 62,952 62,952 $ 57,101 57,101 217 CDBG, HOUSING TRUST Central Service Allocation - General Fund $ 26,537 26,537 $ 26,537 26,537 $ 26,537 26,537 $ 25,380 25,380 222 HUMAN SERVICES GRANTS Central Service Allocation - General Fund $ 845,243 845,243 $ 845,243 845,243 $ 845,243 845,243 $ 934,317 934,317 226 PLANNING AND DEVELOPMENT FEES Central Service Allocation - General Fund $ 371,093 371,093 $ 371,093 371,093 $ 371,079 371,079 $ 369,758 369,758 230 PARKS & REC. GRANTS Transfer to Intergovernmental Cap. Projects $ 150,000 150,000 $ 150,000 150,000 $ - $ - 150,000 150,000 232 TRANSPORTATION OPERATIONS Central Service Allocation - General Fund Transportation CIP Transfer $ 69,060,233 1,584,445 67,475,788 $ 68,311,886 1,584,445 66,727,441 $ 68,311,886 1,584,445 66,727,441 $ 68,093,970 1,710,409 66,383,561 235 DEL WEBB SPECIAL FUND Central Service Allocation - General Fund $ 7,586 7,586 $ 7,586 7,586 $ 7,600 7,600 $ 5,147 5,147 239 PARKS SOUVENIR FUND Transfer to Parks Enhancement Fund $ 35,000 35,000 $ 35,000 35,000 $ 35,000 35,000 $ 38,000 38,000 241 PARKS ENHANCEMENT FUND Transfer to Intergovernmental Cap. Projects Transfer to General Fund for Entry Station Project $ 256,384 250,901 5,483 $ 256,384 250,901 5,483 $ 191,384 185,901 5,483 $ 29,000 29,000 - 243 PARKS DONATIONS FUND Transfer to Intergovernmental Cap. Projects Transfer to General Fund for Entry Station Project $ 88,500 63,000 25,500 $ 88,500 63,000 25,500 $ 88,500 63,000 25,500 $ - 255 DETENTION OPERATIONS Transfer to Detention Capital Projects $ 14,977,841 14,977,841 $ 14,977,841 14,977,841 $ 14,977,841 14,977,841 $ 38,670,475 38,670,475 259 TRIAL COURTS SPECIAL REVENUE Transfer to Judicial Enhancement Fund $ - $ - 345,302 345,302 $ 345,302 345,302 $ - 265 PUBLIC HEALTH FEES Central Service Allocation - General Fund $ 202,918 202,918 $ 202,918 202,918 $ 186,278 186,278 202,918 202,918 172 $ $ 112,806,266 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Transfers Out by Fund (Continued) FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED $ 38,660 38,660 FY 2006-07 ADOPTED $ 39,845 39,845 290 WASTE TIRE Central Service Allocation - General Fund $ 38,660 38,660 $ 38,660 38,660 503 AIR QUALITY GRANT Central Service Allocation - General Fund $ 69,102 69,102 $ 69,102 69,102 $ 69,102 69,102 $ 69,018 69,018 504 AIR QUALITY FEES Central Service Allocation - General Fund $ 259,522 259,522 $ 259,522 259,522 $ 259,522 259,522 $ 234,784 234,784 506 ENVIRONMTL SVCS ENV HEALTH Central Service Allocation - General Fund $ 322,066 322,066 $ 322,066 322,066 $ 322,066 322,066 $ 378,412 378,412 532 PUBLIC HEALTH GRANTS Central Service Allocation - General Fund $ 1,564,748 1,564,748 $ 1,564,748 1,564,748 $ 1,564,748 1,564,748 $ 1,512,162 1,512,162 572 ANIMAL CONTROL LICENSE/SHELTER Central Service Allocation - General Fund Transfer to Debt Service Fund $ 368,797 $ 368,797 - 1,683,050 436,898 1,246,152 573 ANIMAL CONTROL GRANTS Central Service Allocation - General Fund $ 574 ANIMAL CONTROL FIELD OPERATION Central Service Allocation - General Fund Transfer to Debt Service Fund $ 580 SOLID WASTE MANAGEMENT Central Service Allocation - General Fund $ 50,381 50,381 $ 50,381 50,381 $ 50,381 50,381 $ 35,838 35,838 $ 63,045 $ 63,045 $ 63,045 $ - $ 63,045 63,045 $ 63,045 63,045 $ 63,045 63,045 $ - $ 470,318 $ 470,318 $ 7,738,788 $ - CAPITAL PROJECTS 234 TRANSPORTATION CAPITAL PROJECT Central Service Allocation - General Fund ENTERPRISE 368,797 $ 368,797 14,275 14,275 $ 169,118 $ 169,118 - 368,797 $ 368,797 14,275 14,275 $ 169,118 $ 169,118 - 14,275 14,275 $ 14,168 14,168 169,118 $ 169,118 - 261,917 183,691 78,226 540 HEALTH PLAN-OLD Transfer balance to Health Plan Fund $ - $ - - $ - 11,955 11,955 $ - 541 HEALTH PLAN Central Service Allocation - General Fund Transfer to Long Term Care Fund Deficit Transfer to Senior Select Deficit $ 235,325 $ 235,325 - 235,325 $ 235,325 - 6,726,188 58,833 5,842,076 825,279 $ - 550 LONG TERM CARE PLAN-OLD Transfer balance to Long Term Care Fund $ - $ - - $ - 12,965 12,965 $ - 551 LONG TERM CARE PLAN Central Service Allocation - General Fund Transfer to Health Plan Fund Deficit $ 234,993 $ 234,993 - 234,993 $ 234,993 - 987,680 58,752 928,928 $ - $ 871,082 $ 871,082 $ 871,082 $ 811,209 654 EQUIPMENT SERVICES Central Service Allocation - General Fund $ 403,417 403,417 $ 403,417 403,417 $ 403,417 403,417 $ 356,086 356,086 673 REPROGRAPHICS Central Service Allocation - General Fund $ 54,836 54,836 $ 54,836 54,836 $ 54,836 54,836 $ 50,483 50,483 675 RISK MANAGEMENT Central Service Allocation - General Fund $ 119,335 119,335 $ 119,335 119,335 $ 119,335 119,335 $ 117,932 117,932 681 TELECOMMUNICATIONS Central Service Allocation - General Fund $ 293,494 293,494 $ 293,494 293,494 $ 293,494 293,494 $ 286,708 286,708 TOTAL BEFORE ELIMINATIONS $ 252,841,917 $ 292,581,310 $ 301,292,078 ELIMINATIONS $ INTERNAL SERVICE (252,841,917) $ 173 (292,581,310) $ $ 329,560,140 (301,292,078) $ (329,560,140) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Summary of Budgeted Positions by Full-Time Equivalents In order to more accurately follow past staffing and human resource allocation decisions by program, a ten-year history of full-time equivalents by department is presented in the chart below. FTEs reflect the hours budgeted for part-time positions converted to an equal number of full-time positions (based on a standard of 40 hours per week.) Budgeted FTEs ADULT PROBATION AIR QUALITY ANIMAL CARE & CONTROL APPROPRIATED FUND BALANCE ASSESSOR CLERK OF THE BOARD 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 CHIEF INFORMATION OFFICER CLERK OF THE SUPERIOR COURT COMMUNICATIONS COMMUNITY DEVELOPMENT CONSTABLES CONTRACT COUNSEL CORRECTIONAL HEALTH COUNTY MANAGERS OFFICE COUNTY ATTORNEY ELECTIONS EMERGENCY MANAGEMENT EMPLOYEE HEALTH INITIATIVES ENVIRONMENTAL SERVICES EQUIPMENT SERVICES FACILITIES MANAGEMENT FINANCE GENERAL GOVERNMENT HEALTH CARE DELIVERY SYSTEM HEALTH CARE MANDATES HOUSING HUMAN RESOURCES HUMAN SERVICES INDIGENT REPRESENTATION INTEGRATED CRIMINAL JUST INFO INTERNAL AUDIT JUDICIAL MANDATES JUSTICE COURTS JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER MANAGEMENT & BUDGET MARICOPA MANAGED CARE SYSTEMS MATERIALS MANAGEMENT MEDICAL ELIGIBILITY MEDICAL EXAMINER PARKS & RECREATION PLANNING & DEVELOPMENT PUBLIC DEFENDER PUBLIC FIDUCIARY PUBLIC HEALTH RECORDER RESEARCH & REPORTING RISK MANAGEMENT SHERIFF SOLID WASTE SUPERINTENDENT OF SCHOOLS SUPERIOR COURT TELECOMMUNICATIONS TRANSPORTATION TREASURER TRIAL COURTS Total Departments FY 1996-97 Actual 851.00 120.00 297.00 7.00 4.00 3.00 3.00 3.00 4.00 10.00 106.00 596.25 10.00 26.00 135.78 12.00 737.30 57.00 14.00 238.60 63.00 183.40 53.00 7.00 2,630.50 1.00 64.00 96.00 256.00 349.19 8.00 228.75 540.00 22.00 377.50 53.00 337.50 45.50 76.84 54.00 41.00 503.25 63.00 14.50 12.00 2,108.00 45.00 28.00 677.60 42.00 511.00 66.00 12,792.46 FY 1997-98 Actual 937.00 125.00 334.00 7.00 4.00 4.00 4.00 3.00 4.00 20.00 70.00 589.00 11.00 27.00 165.00 13.00 742.00 55.00 14.00 245.00 65.00 158.00 49.00 7.00 2,099.00 1.00 63.00 81.00 286.00 421.00 10.00 244.00 589.00 21.00 444.00 47.00 342.00 47.00 77.00 66.00 37.00 460.00 66.00 14.00 19.00 2,188.00 19.00 29.00 764.00 45.00 522.00 64.00 12,717.00 FY 1998-99 Actual 949.00 135.00 329.00 7.00 4.00 3.00 4.00 3.00 3.00 20.00 64.00 596.00 10.00 29.00 177.00 15.00 796.00 53.00 14.00 272.00 60.00 158.00 46.00 1.00 1,812.00 1.00 64.00 82.00 281.00 459.00 12.00 294.00 679.00 22.00 361.00 38.00 263.00 50.00 74.00 65.00 33.00 441.00 65.00 8.00 19.00 2,235.00 17.00 29.00 819.00 41.00 512.00 64.00 12,588.00 FY 1999-00 Actual 1,045.00 130.00 325.00 7.00 4.00 4.00 4.00 3.00 4.00 32.00 62.00 599.00 10.00 29.00 223.00 13.00 831.00 54.00 14.00 267.00 60.00 192.00 42.00 11.00 1,766.00 1.00 64.00 79.00 295.00 446.00 16.00 36.00 280.00 794.00 24.00 353.00 39.00 298.00 52.00 80.00 93.00 33.00 479.00 69.00 7.00 19.00 2,428.00 18.00 29.00 873.00 42.00 511.00 64.00 13,253.00 FY 2000-01 Actual 1,120.50 146.00 1.00 326.00 7.00 4.00 4.00 4.00 3.00 4.00 33.00 67.00 620.00 10.00 30.00 220.40 16.00 850.00 54.00 15.00 266.75 62.00 202.50 36.00 9.00 3,013.25 46.00 64.00 81.00 287.00 466.25 1.00 15.00 287.01 784.00 18.00 345.70 38.00 292.50 54.00 86.50 108.00 35.00 459.24 69.00 34.50 19.00 2,482.50 18.00 30.00 910.20 42.00 511.50 64.00 14,773.30 174 FY 2001-02 Actual 1,175.00 132.50 321.80 7.80 3.00 3.00 4.00 4.00 3.50 33.00 67.00 666.00 10.00 30.00 8.25 263.75 18.00 828.50 54.00 15.00 15.00 283.00 63.00 235.00 43.00 1.00 3,326.01 41.00 64.00 67.25 368.00 14.00 16.00 300.06 827.50 53.00 69.00 22.00 357.47 39.00 291.50 64.00 98.46 115.00 433.30 35.00 523.48 71.25 9.50 20.00 2,465.00 12.00 30.00 981.00 42.00 504.00 64.00 15,611.88 FY 2002-03 FY 2003-04 Acutal Acutal 1,092.00 1,144.00 140.00 143.60 322.00 321.00 8.00 7.00 3.00 3.00 3.00 3.00 3.50 3.50 4.00 4.00 3.50 3.50 34.00 33.00 66.50 62.00 689.00 695.00 7.50 9.00 10.00 10.00 30.00 30.00 7.25 7.25 264.78 363.75 11.33 13.50 917.25 987.55 54.00 54.00 15.00 15.00 16.00 24.00 273.50 300.50 60.75 63.00 248.25 269.00 44.00 42.00 1.00 3,326.01 3,528.29 34.00 31.00 64.00 66.20 51.00 369.00 436.00 15.00 21.00 16.00 15.00 868.50 919.00 60.50 63.50 74.75 79.00 22.00 21.00 357.47 415.43 40.00 35.00 63.00 66.00 104.00 87.00 125.00 159.00 430.30 435.80 35.00 34.00 534.89 567.60 71.25 70.25 6.75 8.75 19.00 19.00 2,487.75 2,731.50 14.00 13.00 30.00 32.00 43.00 42.00 477.75 479.00 64.00 57.00 1,273.31 1,247.33 15,423.79 16,273.35 FY 2004-05 Actual 1,166.00 134.00 151.00 321.00 7.00 3.00 3.00 3.00 3.00 3.00 33.00 106.17 683.00 10.00 30.00 9.50 380.63 21.00 996.50 55.00 16.00 30.00 194.84 59.75 301.00 44.00 3,691.44 31.00 55.00 478.20 18.00 15.00 962.00 78.50 96.00 25.00 364.49 35.00 66.00 88.00 185.00 470.10 37.00 564.05 80.25 8.75 20.00 3,223.50 12.00 32.00 477.00 59.75 1,376.03 17,313.45 FY 2005-06 Actual 1,169.00 142.00 149.00 365.00 8.35 3.00 3.00 3.00 3.00 3.00 33.00 108.00 736.50 10.00 31.00 11.50 357.20 21.50 998.80 61.00 15.00 23.00 202.84 55.75 262.00 48.00 34.00 55.00 474.75 16.00 15.00 951.00 80.00 96.00 32.50 403.67 35.00 70.00 88.00 190.00 475.50 36.00 558.50 82.25 7.25 21.00 3,782.00 13.00 33.00 479.00 60.75 1,463.51 14,376.12 FY 2006-07 Adopted 1,237.00 164.00 158.00 358.00 9.00 3.00 3.00 3.00 3.00 3.00 33.00 109.00 771.50 7.00 31.00 11.50 367.95 25.50 1,036.65 58.00 14.50 24.00 204.75 55.00 264.00 56.00 43.00 53.00 470.75 16.00 20.00 951.00 82.00 96.00 35.30 37.00 73.00 90.00 214.00 476.60 36.00 587.46 84.25 6.50 21.00 3,835.00 18.00 33.00 484.00 62.75 1,523.51 14,359.47 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules Significant Staffing Variances Adult Probation: Increase in staff to address increased demand as demonstrated by increased caseloads in Standard Probation. Air Quality: Increase in staff to address demand for permitting and enforcement activities. Animal Care and Control: Increase in staff to address unmet demand for service for verification and follow-up on dog vaccinations and licenses. Clerk of the Court: Increase in staff to address increase demand as demonstrated by an increase in caseload and implement process improvements such as court decentralization. Correctional Health: Increase in staff to meet unmet demand due to increase in inmate population. Health Care Mandates: Increase in staff to address the run-out operations of Maricopa Managed. Finance: Increase in staffing to support document imaging process improvement, cash management function and overall improved customer service. Maricopa Managed Care: Reduction in staff as a result of Maricopa Managed Care ceasing operations on Sept 30, 2005. Planning and Development: Increase in staff to improve results in the Code Enforcement, Inspection and Planning activities. Public Health: Increase in staff to address unmet demand in addressing Sexually Transmitted Disease Testing and Treatment, West Nile Virus; Tuberculosis Services, HIV Surveillance, HIV Counseling & Testing. Sheriff: Increase in staff to address demand in Law Enforcement; expand output and improve results in the Inmate Fingerprinting Activity; support the process improvement of a Bar Coding System in the Property and Evidence Activity; improve results and output associated with investigating abuse cases in the Investigations Activity; and for process improvement and improved results associated with the SMI Intervention pilot program in the SMI Apprehension Intervention Activity. Trial Courts: Increase in staff to meet increased demand demonstrated by increased cases and implement process improvements to insure compliance with standards developed by the Arizona Supreme Court. 175 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Budget Summary Schedules 176 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Mandates Mandates Introduction Although approximately 95% of the services provided by Maricopa County government are mandated, a significant portion of these are unfunded mandates from the State and Federal governments. Mandated services drive Maricopa County’s strategic planning process, operating policies and financial structure. Mandates, as defined for this study, are functions or services that are required by the Constitution, statute, or court order from either the Federal or State government. These mandates are generally not funded by the State or Federal government. As such, they comprise the portion of the County budget over which the Board of Supervisors has little or no discretion. Mandated Expenditures $2,500,000,000 $103,854,654 $2,000,000,000 $176,930,874 $549,678,012 $495,547,509 $1,500,000,000 $1,000,000,000 $1,472,299,859 $1,322,919,157 Administrative mandates, as used throughout this document, refer to essential support $500,000,000 functions for State or federally mandated $programs without which mandated services FY 2005-06 FY 2006-07 would either cease to exist or function in a less Mandates Administrative Mandates Non-Mandates than complete capacity. Due to the necessary nature of these services, all summary schedules, charts and tables provided within this section combine mandates and administrative mandates (unless specifically listed separately). Individual mandated programs and administrative mandates, including their associated costs, are located in the Department Summaries section of this Annual Business Strategies document. Please refer to the table of contents to find specific department information. Executive Summary Maricopa County remains one of the fastest growing counties in the nation in terms of population, employment and personal income. While the population growth, which hovers around 3.5% annually, directly impacts the demand for County services, its impact on primary County revenues (such as property, sales and vehicle license taxes) is less direct. As a result, growth in demand for County services often outpaces revenue growth. In addition, County property tax revenue, which currently comprises one-third of the County’s General Fund revenue, is artificially limited and controlled by State Statute. Property taxes on existing property are capped at an annual growth rate of 2%. The population growth rate for FY 2006-07 is projected at just below 3%. During that same period, total expenditures are increasing 6.5% and mandated expenditures are anticipated to increase 11.2%. Throughout 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. Detailed descriptions of specific services provided by County departments can be found in Program and Activity Purpose Statements schedule in the Attachments section, which lists the purpose statements for all of the County’s programs and activities. As illustrated in the table below, over $1.47 billion (69%) of Maricopa County’s budget directly supports mandated services. $550 million in expenditures is associated with administrative mandates and 4.9% of the County’s budget (approximately $104 million) supports non-mandated services. 177 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Education Culture & Recreation General Government Highways & Streets Health, Welfare & Sanitation Public Safety Mandates Summary of FY 2006-07 Expenditures % of Administrative % of Mandates Budget Mandates Budget Non-Mandates $ 10,577,651 0.5% $ 457,766 0.0% $ 105,317 0.0% 0.0% 11,161,863 272,375,466 12.8% 404,657,935 19.0% 6,797,244 167,648,467 7.9% 11,687,079 0.5% 361,472,347 17.0% 30,765,099 1.4% 85,565,636 660,225,928 31.1% 102,110,134 4.8% 224,594 $ 1,472,299,859 69.3% $ 549,678,012 25.9% $ 103,854,654 % of Budget 0.0% 0.5% 0.3% 0.0% 4.0% 0.0% 4.9% Note: Nearly 89% of non-mandated Health, Welfare and Sanitation expenditures are funded through grants. The chart to the right reflects the distribution of mandated and non-mandated expenditures by these categories. Public safety comprises the largest portion of the budget, followed by health, welfare and sanitation. The distribution of the budget by category is relatively consistent yearto-year. Mandated expenditures are distributed among all fund types within the County. However, as shown in the graph below, the General Fund accounts for more than 2/3 of all mandated expenditures. Special revenue funds, including the Detention Fund, comprise 18% of mandated services, while capital project, debt service and Comparison of Expenditures $1,600,000,000 $1,200,000,000 $800,000,000 $400,000,000 $0 FY 06 FY 07 Mandates Mandates Debt Service Fund 1% Internal Service Fund 2% Special Revenue Fund 18% FY 06 FY 07 NonNonMandates Mandates Education Culture & Recreation General Government Highw ays & Streets Health, Welfare & Sanitation Public Safety internal service funds comprise the remaining 13%. The table below provides some additional detail on mandated expenditures by fund type. Mandated Expenditures by Fund Type Capital Projects Fund 10% FY06 FY 07 Admin. Admin. Mandates Mandates General Fund 69% General Fund Special Revenue Fund Debt Service Fund Internal Service Fund Capital Projects Fund Consolidated Mandates - By Fund Type Expenditure Type General Fund $ Special Revenue Fund Capital Projects Debt Service Fund Internal Service Fund Totals $ FY 2006-07 Budgeted Expenditures 1,416,153,623 441,846,419 216,869,928 17,691,300 33,271,255 2,125,832,525 FY 2006-07 Mandated Expenditures $ 1,401,345,084 366,145,149 203,525,083 17,691,300 33,271,255 $ 2,021,977,871 178 Percent of FY 2006-07 NonBudget Mandated Expenditures 99.0% $ 14,808,539 82.9% 75,701,270 93.8% 13,344,845 100.0% 100.0% 95.1% $ 103,854,654 Percent of Budget 1.0% 17.1% 6.2% 0.0% 0.0% 4.9% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Mandates Education Mandates The Maricopa County Superintendent of Schools 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 Superintendent of Schools is the only department within the Education category. Mandated expenditures for Education activities total $11 million, less than 0.6% of the County’s total mandated expenditures. The distribution of mandates versus non-mandates for Education in FY 2005-06 and FY 2006-07 is shown in the table below. Education Mandates Administrative Mandates Non-Mandates Total FY 2005-06 2,690,378 485,354 179,853 $ 3,355,585 $ FY 2006-07 $ 10,577,651 457,766 105,317 $ 11,140,734 % Change 293% -6% -41% 232% Overall expenditures in the Education area are increasing due to the decision to budget special revenue funds within the Superintendent of Schools office that were not previously budgeted. The decrease in the nonmandated expenditures is attributed to a reduction in budgeted Public Information Services. Culture and Recreation Mandates The quality of life in Maricopa County is enhanced by the Cultural and Recreational services offered by the 11 park facilities, extensive trail system and entertainment venue operated by the County. Maricopa County provides summer recreation programs, interpretive programs, community service opportunities, and facilities that can be rented for special uses. Archery ranges, ball fields, equestrian facilities, trails, competitive tracks, camping and picnicking facilities, and special events are also provided by the Parks and Recreation Department and the Maricopa Events Center. 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 2005-06 and 2006-07 expenditures for Culture and Recreation. Culture & Recreation Mandates Administrative Mandates Non-Mandates Total FY 2005-06 9,173,870 $ 9,173,870 $ FY 2006-07 11,161,863 $ 11,161,863 $ % Change 0% 0% 22% 22% The increase in expenditures for Culture and Recreation activities is primarily associated with Capital Improvement Program projects to develop the Maricopa Trail System and enhance the County’s parks. Project details can be found in the Major Maintenance and Capital Improvement Program section of this document. 179 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Mandates General Government Mandates The General Government category includes a broad range of mandated citizen oriented services. Taxation, elections, property assessment, revenue and expenditure accountability, support and care of persons, and legal proceedings make up the majority of these services. The governing body of the County, the Board of Supervisors is also a mandated function. General Government Expenditures Non-Mandates, $6,797,244 , 1% Mandates, $272,375,466 , 40% Of the $684 million budgeted for General Government expenditures, $677 million is mandated. General Government mandates comprise 33.5% of the total County Mandates. The table below illustrates the mandated versus non-mandated expenditures in FY 2005-06 and FY 2006-07. Administrative Mandates, $404,657,935 , 59% Mandates Administrative Mandates Non-Mandates General Government Mandates Administrative Mandates Non-Mandates Total FY 2005-06 254,025,104 346,427,322 4,373,002 $ 604,825,428 $ FY 2006-07 $ 272,375,466 404,657,935 6,797,244 $ 683,830,644 % Change 7% 17% 55% 13% The increase in General Government mandated services is primarily due to mid-term elections and improvements in the property valuation process and system in the Assessor’s Office. The General Government Schedule in the Budget Summary Schedules and the Assessor and Elections department reports in the Departmental Strategic Plan and Budget section provide additional information on the changes in these areas. General Government administrative mandated services are increasing due to the rise in expenditures for major maintenance, building and grounds, and energy management. There is also a substantial increase in funding reserved for debt service for future capital construction. These amounts are mitigated to a degree by the decrease in budgeted expenditures related to employee benefits, which is the direct result of enrollment changes and the loss of participants from the Special Health Care District, which no longer purchases benefits from the County. The General Government spending for non-mandated activities is associated with matching funds for grants for county-wide initiatives. The schedule of expenditures for General Government in the Budget Summary Schedules section of this document provides detailed information of these expenditures. Highways and Streets Mandates The Maricopa County Department of Transportation is responsible to design, construct, and maintain roads and bridges, coordinate traffic information, and provide emergency and event control services. All of the activities in the category of Highways and Streets are mandated. The expenditures for these mandates total more than $179 million or approximately 9% of the County’s mandated expenditures. The table on the following page reflects the FY 2005-06 and 2006-07 expenditures for Highways and Streets. 180 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Mandates Highways & Streets Mandates Administrative Mandates Non-Mandates Total FY 2005-06 151,991,775 14,246,789 $ 166,238,564 $ FY 2006-07 $ 167,648,467 11,687,079 $ 179,335,546 % Change 10% -18% 0% 8% Mandated expenditures are increasing as a result of increased expenditures in the Roadway Construction activity. Details on each of the construction projects can be found in the Major Maintenance and Capital Improvement Program section of this document. The increase in mandated activity spending is partially mitigated by a reduction in expenditures associated with administrative services. More information can be found in the Department of Transportation section within the Departmental Strategic Plan and Budget section of this document. Health, Welfare & Sanitation Mandates Maricopa County is responsible for providing a broad range of health-related services. The Public Health Department provides testing and treatment for communicable diseases, immunizations, lab and pharmacy services. In Non-Mandates, addition, this department is responsible for $85,565,636 , 18% aggregating and reporting disease and health Administrative Mandates, statistics, and maintaining birth and death $30,765,099 , 6% records. The Air Quality and Environmental Services departments enforce standards related to air pollution, water contamination, Mandates, $361,472,347 , 76% and food handling, and provide preventative health services such as mosquito abatement and trip reduction coordination. The Animal Care and Control Department provides Mandates Administrative Mandates Non-Mandates enforcement, shelter, licensing and animal adoption services. Expenditures for the Medical Examiner’s Office, which provides medicolegal investigations, and the Health Care Mandates Department, which provides indigent and inmate health-related risk management services, are also included in this category. Health, Welfare, and Sanitation Expenditues The FY 2006-07 budget includes over $85 million for non-mandated Health, Welfare and Sanitation services. These services are primarily (89%) grant-funded, and include community development, Head Start, workforce development, HIV/AIDS services, tobacco cessation, and nutrition. Mandated expenditures for Health, Welfare and Sanitation activities total $392.2 million or 19.4% of the County’s total mandated expenditures. The distribution of mandates versus non-mandates for Health, Welfare & Sanitation in the FY 2005-06 and FY 2006-07 budgets is shown in the table below. Health, Welfare & Sanitation Mandates Administrative Mandates Non-Mandates Total FY 2005-06 340,625,501 26,871,921 162,951,053 $ 530,448,475 $ 181 FY 2006-07 $ 361,472,347 30,765,099 85,565,636 $ 477,803,082 % Change 6% 14% -47% -10% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Mandates The decrease in the non-mandated expenditures is the result of the County no longer operating its managed care plans. These services are now being provided by other vendors. Moderate increases in the administrative mandated expenditures can be attributed to the increase in the administration in the various departments delivering the services. The largest mandated expenditure increase is the County’s mandated contribution to the ALTCS program. Public Safety Mandates Public Safety expenditures provide for the safety of Maricopa County citizens while protecting their unalienable rights by providing due process. Maricopa County funds prosecutors, defenders, the Judicial Branch, jails and policing activities, among other Criminal Justice activities. The departments of Contract Counsel, Emergency Management, Legal Defender, Office of Legal Advocate, Public Defender, Clerk of Superior Court, Constables, County Attorney, Adult Probation, Juvenile Probation, Trial Courts, and the Sheriff’s Office carry out these activities. Public Safety mandates total $762.3 million or 37.7% of total the County’s mandated expenditures. Less than 3/100th of one percent of Public Safety expenditures are for non-mandated activities. The table below illustrates the distribution of Public Safety expenditures for Fiscal Years 2005-06 and 2006-07. Public Safety Mandates Administrative Mandates Non-Mandates Total FY 2005-06 573,586,399 107,516,123 253,096 $ 681,355,618 $ FY 2006-07 $ 660,225,928 102,110,134 224,594 $ 762,560,656 % Change 15% -5% -11% 12% Administrative mandate expenditures are decreasing due to reductions in the Court Security and Sheriff Intelligence activities. This is offset to a degree by increases in departmental administration. Mandated expenditures are increasing due to numerous new and ongoing initiatives throughout the criminal justice system, such as patrol activities (these expenses are reimbursed to the County from other local governments), intervention for seriously mentally ill offenders, criminal investigations, inmate addiction recovery, juror-related services, and a variety of specialty courts. Market-based salary increases for prosecuting and defense attorneys have also contributed to the overall increase in mandated expenditures. 182 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast Financial Forecast Executive Summary Since 1994, the Maricopa County Office of Management and Budget has developed a financial forecast to assist in both short- and long-range financial planning. The FY 2006-07 version forecasts revenues, expenditures and ending fund balances for five years, beginning with the FY 2006-07 Adopted Budget. Following is a summary and detailed narrative description of the assumptions used in this forecast. Also included are graphs and narratives discussing the primary economic drivers on which the forecasts are based. Although two forecast scenarios, “Most Likely” and “Pessimistic,” are developed each year, this document only includes the “Most Likely” scenario for the funds listed below. “Pessimistic” versions and years 6-10 for both versions of these schedules are not published in this document, but may be provided on request. Forecasted funds: General Fund Transportation - Operating and Capital Projects Detention (Jail Excise Tax) Fund This forecast provides a conservative estimate of the County’s fiscal condition through the next five years given realistic economic forecasts, current Board policies and existing laws. The forecast does not incorporate possible policy changes, out of pattern spending priorities, or proposed new revenue sources; as such, the forecast provides the County with a useful assessment of the long-term impact of current policies. Overall Fiscal Position The overall forecast is based on econometric forecasts of major revenues and demographic/economic cost drivers developed for Maricopa County by the consulting firm of Elliott D. Pollack and Company. In keeping with conservative planning practices, forecast information is provided to the County under both “most likely” and “pessimistic” scenarios; a “high” or “optimistic” scenario is provided in some instances, but is not considered in the County’s financial plan. Key to this forecast are the following assumptions: • Continued steady growth in assessed values, but at lower levels than current. As Maricopa County’s primary (general operating) property tax levy hit its constitutional limit in FY 2005-06, increases in assessed values due to market appreciation have and will continue to drive reductions in the primary property tax rate. • Normalized revenue growth in other State Shared Sales Tax, Vehicle License Tax, and Sales Tax (Detention Fund) revenues. These revenue sources have seen unprecedented growth over the last year, but this growth is not sustainable. Revenues will continue to grow, but at a more moderate pace. • Discontinuation of Maricopa County’s role as a managed care plan provider for the Arizona Health Care Cost Containment System (AHCCCS) and Arizona Long Term Care System (ALTCS) health plans, and no further patient care liabilities for these plans beyond FY 2006-07. The County will, nonetheless, continue to make mandated contributions to the State to fund the non-Federal match for these programs overall. The County’s discontinuation of its ALTCS plan will cause an increase in capitation rates, which will drive up County contributions in the near term. • The County’s continued policy of “pay-as-you-go” financing of capital improvements. In the Most Likely scenario, a substantial portion of General Fund operating surpluses are applied to debt service payments associated with funding the Capital Improvement Program in lieu of a bond issue supported by dedicated taxes. • Escalating costs associated with jail and juvenile detention operations due to opening of new facilities, 183 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast as well as the general impact of criminal justice system caseloads that are increasing faster than the growth in the overall population. • Sizable increases in mandated payments to the State of Arizona for health care, in particular the ALTCS program. On a positive note, the FY 2006-07 budget reflects permanent reductions in the base AHCCCS contribution. These reductions were made in exchange for Maricopa County’s assumption of funding responsibility for Juvenile Probation. Nonetheless, the growth in these programs, will continue to strain County resources. • Steady increases in employee compensation and health care, including continuing efforts to restore salary levels to market-competitive levels. • Funding requirements for the Capital Improvement Program. The Most Likely scenario in this year’s forecast indicates that the health of the General Fund will decline throughout this forecast period, as property tax levy limits do not meet increasing service demands and cost drivers. The General Fund forecast reflects modest operating surpluses through the forecast period, though one-time expenditures (largely associated with capital projects and major maintenance) are projected to contribute to a decline in the unreserved fund balance. The Pessimistic scenario indicates a General Fund operating deficit beginning in FY 2008-09, with the fund balance exhausted the following year. In the Most Likely scenario, annual General Fund revenue growth declines slightly over the five year period, while expenditures and fund transfers increase by 6.6%-9.0%. In the Pessimistic scenario, General Fund revenue growth rates are lower, ranging from 3.8% to 4.7%, while expenditure increases are higher. The Detention Fund Most Likely scenario projects operating surpluses to continue throughout the forecast period, while continuing to support the detention capital program though annual fund transfers. The Pessimistic scenario also maintains a positive position throughout the forecast period, but less is available for capital construction. The County is in the process of updating its detention capital improvement plan, so fund transfers identified in the forecasts may or may not be sufficient to cover associated costs. If shortfalls were to occur in the Detention Fund, they would likely need to be offset by additional transfers from the General Fund, if available. If not, there could be a need to research other funding sources not available today. Economy Maricopa County Actual/Forecast After more than two years of continued improvement the Maricopa County economy is starting to show signs of a slowing growth. During the past two years, local residents have tapped into their newly found housing wealth which has pushed retail sales to unsustainable levels according to local economist Elliott D. Pollack. Increasing interest rates have caused a slowing in the housing market which is expected to continue, and is causing a modest decrease in housing appreciation. This will likely limit household spending and as a result will decrease the amount of sales tax collections. On the other hand, the local employment market remains strong and people continue to prefer Greater Phoenix as a place to relocate. Job and wage gains should soften the impact of a slower local residential real estate market.. 15.0% 10.0% Percent Change 5.0% 0.0% -5.0% Population Employment Personal Income Retail Sales 184 2002 2003 2004 2005 2006 3.3% -0.2% 2.9% -0.3% 3.3% 1.2% 5.3% 2.0% 3.9% 4.2% 6.7% 8.2% 3.1% 6.2% 7.2% 9.8% 3.3% 6.0% 4.1% 15.0 Source: Elliott D. Pollack & Co. Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast Factors affecting the County’s current economic condition include population, employment, personal income and retail sales. The growth of these indicators is shown in the chart at the right. Population continues to grow at a steady pace while local employment increased significantly in 2006 and retail sales showed a considerable increase, which is expected to slow somewhat in the remainder of 2006. Population Projections According to a statewide economic study prepared by Eller College of Business & Public Administration at the University of Arizona, annual population and employment growth is expected to be 3.3% and 3.4% respectively. The state’s employment to population ratio will continue to increase. Incremental Population Growth Comparison 4.0% 3.5% Incremental Growth The chart at the right compares Maricopa County’s incremental population growth to that of Arizona and the United States. Population growth in Maricopa County is expected to continue to outpace that of Arizona and the nation as a whole. Maricopa County is expected to gain 75,198 citizens in the coming year, reflecting a 2.2% increase in population. 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% 2003 2004 2005 2006 2007 2008 2009 2010 1.0% 1.0% 0.9% 1.0% 1.0% 1.0% 1.0% 1.0% 3.1% Arizona Maricopa County 3.3% 3.6% 3.4% 3.1% 2.8% 2.8% 2.8% 2.8% 3.9% 3.1% 3.3% 3.0% 3.0% 3.0% 3.0% United States Source: U.S. Census Bureau, Arizona Department of Economic Security, Elliott D. Pollack & Co. 185 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast 4,762 Maricopa County’s current population and population projections through the year 2014 are displayed in the chart to the left. Projections are based on estimated births, deaths and net migration. The County’s growth reflects a national trend of population shifts to the Sunbelt states. Employment opportunity is the most significant migration driver in Maricopa County. 4,867 4,655 4,547 4,438 4,328 4,105 3,992 3,879 3,764 3,648 3,537 3,406 3,296 Thousands 6,000 3,192 Maricopa County Population Projections 4,000 According to the economic consulting firm, Elliott D. Pollack & Company, the number of births in Maricopa County is expected to rise due to the increase in net migration, which is projected to rise over the next 10 years due to the increases in the national population and changes in the age structure of the population. 2,000 0 2002 2004 2006 2008 2010 2012 2014 2016 Source: Arizona Department of Economic Security Maricopa County Migration Trends Births 160 140 120 Thousands migration, as used within this document, represents the sum of number of people moving into County and those moving out of the Migration flows to and from County are primarily with other U.S. mainly California and other neighboring states, or more distant populous states such as New York Illinois. Deaths Net Migration Net Net Change the Maricopa County. Maricopa states, 100 80 but and 60 40 20 0 As provided in the chart to the right, the -20 largest portion of our current -40 population lies in the 25-34 and 3544 age 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 groups. Significant growth is projected Source: University of Arizona, Arizona Department of Economic Security, Elliott D. Pollack & Co. in the 35-44 and the 45-54 age groups by 2010. Such trends must be considered in the County’s long range financial forecast, as average citizen age may impact revenues (through changes in consumer spending patterns) and expenditures (as a result of services needs). Employment Projections Between 2000 and 2005, employment growth in the Greater Phoenix area exceeded that for the nation as a whole byMaricopa a factor of 10. Typically, metro area&employment growth exceeds the nation by a factor of 2.5. County Population Thousands Employment Growth The Arizona Department of Economic Security statistics office recently revised its employment estimates for 2005 and prior years. For 2005, Greater Phoenix employment grew by 6.2%, the highest rate of growth 4,500 since 1996. This translated into the creation of over 103,000 local jobs in 2006. Additionally, the PhoenixMesa 4,000 area regained its position as the fastest growing large employment center in the nation. 3,500 Population The March Greater Phoenix Blue Chip forecast calls for 4.2% growth in wage and salary employment in Trend 3,000 2,500 2,000 1,500 Employment Trend 1,000 Employment Growth 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 0 2000 500 Population Growth Source: Elliot D. Pollack & Co 186 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast employment in 2006. However, this estimate is likely conservative given recent historical trends. Wage and salary employment in Greater Phoenix grew by an estimated 6.2% in 2005, 3.9% in 2004, 1.5% in 2003, and declined by 0.1% in 2002. The trends in population and employment growth, shown at the left, continue to increase, although at a slower rate than that of a decade ago. Retail Sales Projections Maricopa County Aggregate Annual Retail Sales Retail Sales Actual/Forecast Retail Sales Trendline $60 $50 Millions Maricopa County’s retail sales to increase at a greater rate than Arizona as a whole. Maricopa retail sales represent nearly 70% of sales in the state. Aggregate retail sales for Maricopa County are in the chart at the right. The yearretail sales growth trend line shows growth through FY 2007-08. $42.5 $40 $30.5 $31.1 $33.7 $37.0 $46.1 $49.4 continue that of County’s total retail annual provided over-year moderate $30 A portion of the surge in County sales tax $20 revenues is related to the rapid growth in the local housing market. $10 Unfortunately, this activity will not continue forever. In 2005, housing activity exceeded $0 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 the underlying trend in Maricopa County Source: Elliot D. Pollack & Co As by between 5,000 to 10,000 units. a result, this many fewer units will be constructed in the County in FY 2007. Greater Phoenix will slow by even more units because a large portion of the metro area’s housing market is outside of Maricopa County. In addition, homeowners have been drawing on the equity in their appreciated home values to a significant degree. It is reported that nationally, more than $200 billion of home equity was “cashed out” during mortgage refinancing in 2005. This is up from about $142 billion in 2004 and an average of about $20 billion through most of the 1990’s. This extraordinary inflow of cash into consumers’ pockets has not only increased confidence but provided the funds necessary to push retail sales to the highest level in twenty years in Maricopa County. As home appreciation rates slow, or even decline, fewer dollars will be spent and taxed. Maricopa County’s contracted economist, Elliott D. Pollack, analyzed the transitory or one-time revenue collection resulting from growth in the local housing market. Using an economic and fiscal impact model that captures both direct and indirect effects of reductions in economic activity, it was determined that $10 to $20 million of FY 2006 sales tax collections were transitory and may not be collected in FY 2007 specifically due to weaker housing development and housing price appreciation. This analysis only captures the portion of County receipts pertaining to state-shared sales tax receipts and may be conservative. Construction and Real Estate Market Projections Maricopa County residents continue to benefit from low interest rates and affordable housing. Maricopa 187 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast County is part of the Arizona Affordable Housing Profile which determines the affordability of housing and identifies efforts undertaken to produce new affordable units by community, county and statewide. One of the objectives in the housing profile is to identify the “affordability gap” for the State. The “gap” is the difference between the number of households within each income range and the number of housing units affordable to the households. It typically occurs at the lower end of the income range where there are more households than affordable units. For these households to find housing in the community, they must invest more than 28% of their income in shelter. For the first quarter in 2005, the Housing Opportunity Index indicates that Phoenix-Mesa is at 60.1% of the share of homes affordable for median income of $58,300 which is ranked 87th compared to other cities in the United States. Single Family Homes Median Prices As indicated in the chart at the left, the median price of single-family homes (resale and new) have increased by $27,789 since last year, an average of $6,947 per quarter. Home sales continued to grow as well. The increase in single-family home sales may be due to the continually low interest rates and the relative ease of obtaining a mortgage. According to Elliott D. Pollack & Company “as much as 25% of the recent housing market activity can be attributed to investors, second home purchases, and those moving from apartments or double occupancies. For Calendar Year 2005 $150 New $282 $260 $259 $260 $241 $236 $200 $218 $250 $203 Thousands Resale $300 $100 $50 $0 1st Qtr 2nd Qtr 3rd Qtr Elliott D. Pollack & Company further states “despite concerns about the housing bubble 4th Qtr Source: Elliot D. Pollack & Co bursting in the Greater Phoenix Area, the County can consider this a low probability event. Current supply/demand imbalances would assure that even if large quantities of investor homes enter the market at the same time, the excess supply would be consumed within a matter of months, rather than years.” Single Family Housing Units Authorized Arizona Maricopa County Total 80,000 Maricopa County Unincorporated 74,030 70,408 70,000 60,000 58,647 54,913 51,258 46,382 50,000 Maricopa County’s housing permits continue to increase at record levels. As indicated on the chart to the right, of the 70,408 single-family housing units authorized in Arizona during FY 2004-05*, 39,587 or 56% were authorized for Maricopa County. 4,052 County units, or nearly 6% of Maricopa County’s total single-family housing units, were authorized for unincorporated areas. 40,000 32,812 39,587 36,875 32,365 30,000 20,000 10,000 0 4,725 FY 01-02 5,302 FY 02-03 5,289 FY 03-04 4,052 FY 04-05 4,412 FY 05-06 Source: Elliot D. Pollack & Co Recent numbers also show that Maricopa County still has a strong forward momentum in home sales, housing starts and house prices. Housing permits for the first quarter of FY 2004-05 were only 3,622 less than the total number issued for FY 2003-04. Revenues Property Taxes: Property taxes are based on Net Assessed Values, which include: • locally assessed real property and improvements, • secured and unsecured personal property, and 188 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Financial Forecast centrally assessed real property and improvements. The assessed value of each of these elements changes from year to year due to market trends, legislative changes and addition of new taxable property. For purposes of this forecast, each component of change was projected separately for each category of property. Market and growth estimates are based on historical trends; the impacts of legislative changes are also factored in where they are known. The forecasts should be considered conservative. In February, the Maricopa County Assessor’s office released property valuation notices that reflect values for tax year 2007. Residential market values increased between 23% for manufactured housing and 51% for single family residential. The full cash value of vacant land increased 30% while commercial property increased an average of 12% over tax year 2006. Although forecasted assessed valuations have been revised to reflect these tremendous increases, Property tax revenue growth is statutorily restricted. The primary property tax levy on existing property cannot grow by more than 2% each year. The County has reduced its primary property tax rate for the last two fiscal years due to this restriction, and will need to continue to do so over the forecast period. Continued growth and new construction throughout the County will help to buoy property tax growth despite these rate reductions. Penalties and Interest: The base forecast assumes that revenue from this source will remain at current levels relative to property tax collections. Licenses and Permits: Overall, license and permit revenue is forecast to grow in line with the Consumer Price Index. General Fund license and permit revenue sources include liquor licenses, fiber optic franchise permits, and permits for peddlers and pawnbrokers. Intergovernmental Revenue (Excluding State Shared Sales Tax and Vehicle License Tax): Intergovernmental revenue is projected to grow in line with inflation; where appropriate, population growth is also considered. The major sources of intergovernmental revenue are Sheriff’s Office Patrol Service reimbursements, election reimbursements, Justice of the Peace salary reimbursements, and Disproportionate Share (though this revenue is essentially a pass-through between the State and the Special Health Care District). Election reimbursements are adjusted to coincide with the timing of primary and general elections. State Shared Sales Taxes: Sales tax revenue is projected to grow over 15% in FY 2005-06. This growth is unprecedented, and is not expected to continue. Historically, sales tax collection boom periods following recessions producing rapid rates of growth often end quickly. It is possible that the double digit rates of growth will disappear by FY 2007, FY 2008 at the latest. The financial forecast shows State-shared sales tax revenue growth declining to 6-7% beginning in FY 2007-08. State Shared Vehicle License Taxes: Vehicle license tax collections have seen growth similar to that of Stated Shared Sales Taxes over the last year. However, concerns about rising short term interest rates and their direct impact on automobile loan rates is expected to temper this growth in the coming years. Because the existing stock of vehicles continually depreciates, growth in VLT is dependent on sales of new vehicles and importation of existing vehicles from out of state by new residents. Movements to cut or eliminate VLT by the State Legislature could reduce the amount of revenue to Maricopa County. Charges for Services: Major sources of charges for services are recording fees, court fees, and tax sale fees. Most charges for service are expected to increase in line with County population growth. Fines and Forfeits: General Fund fine and forfeit revenue is primarily from Justice Court traffic fines. Fines are expected to grow in line with County population growth. The forecast assumes no change in fine rates. Patient Revenue: Patient charges collected in the General Fund consist of partial reimbursements by County residual long-term care patients for their cost of care. These revenues are projected to decline gradually in line with expenditures for residual long-term care, which are decreasing as the capped patient population decreases. Interest Earnings: Interest earnings are forecasted proportionate to recent historical interest earnings relative to total revenue and fund balances. Miscellaneous Revenue: Major sources of miscellaneous revenue include Trial Courts fees for copies and other miscellaneous services, Recorder fees for micro-graphics, and Assessor Map and Copy fees. The 189 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast forecast assumes no change in current miscellaneous fee rates. Sale of Fixed Assets: No major property liquidations are anticipated through the forecast period. No revenue is projected through the forecast period. Operating Transfers-In: Operating transfers-in represent General Fund Departments’ central service cost allocation. Prior years also reflected the reimbursement from the Maricopa Integrated Health System for Disproportionate Share withholding, which is now reflected as an Intergovernmental Revenue as a result of the creation of the Special Health Care District. The forecast assumes that Central Service transfers-in will increase with inflation. Expenditures Wages & Salaries: Wages and salaries include the performance pay increases of 3.5% in FY 2006-07, and similar levels annually thereafter. Employee Benefits: Fiscal Year 2006-07 forecasted benefit costs are predicated upon known and projected increases in all retirement plans. Annual increases to all retirement plans are assumed to continue for several more fiscal years thereafter. The forecast also predicts the continuing rise in employee health and dental insurance costs based on recent historical trends. Supplies and Services: Supplies and services are projected to increase at the anticipated rates of inflation and population growth. Capital Outlay: Capital outlay expenditures are projected to increase at the anticipated rates of inflation and population growth. General Government: General Government is presented as a separate item because it is comprised of many program elements that must be projected individually. These programs include the following: • General Contingency - the FY 2006-07 General Fund budget of approximately $23.4 million increases each year at 5%, similar to the increases in the overall General Fund budget. • Ongoing major maintenance for current facilities continues through the end of the forecast period. FY 2006-07 is projected to be the last year of deferred major maintenance, which has been covered with nonrecurring revenue sources historically. • Vehicle Replacement - replacement of vehicles operated by General Fund departments is projected to increase with inflation and population growth through the forecast period. • Debt service payments are included in the Most Likely scenario to support “pay-as-you-go” financing of capital improvement projects. Jail/Juvenile Detention Maintenance of Effort: The General Fund contribution is projected to continue at the required statutory base through the forecast period. The forecast does not include projected operating costs associated with new buildings that may result from the jail master plan, currently being updated. Depending on the results, it is possible that tax revenue combined with the General Fund Maintenance of Effort may not be sufficient to cover future detention facility operating costs. Election Costs: The incremental cost of administering primary and general elections is forecasted based on a four year recurring cycle. Health Care Mandates: Health Care Mandates include a variety of mandated and Board-sponsored health care related costs: the Arnold v. Sarn Court Order requirements for treatment of the seriously mentally ill, an intergovernmental agreement for general mental health assistance, and the Long Term Care Residual program. The Arnold v. Sarn Court Order forecast includes anticipated medical inflation and an additional 2% inflation to account for a possible change in the pharmaceuticals weighting in future Intergovernmental Agreement formulae. For certain programs in Health Care Mandates, no growth is projected, while costs for some programs are projected to increase based on population growth and medical inflation. 190 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast Capital Projects Capital Project expenditures are forecasted based on the current approved Five-Year Capital Improvement Program for the Detention Fund, Transportation, and Flood Control District. The Board of Supervisors will be revising the County’s Capital Improvement Plan and the Jail Master Plan during FY 2006-07 to address needs for a new downtown criminal court tower and regional court facilities, major park improvements, downtown office space for attorneys, administrative and support buildings for the Sheriff’s Office to replace leased space and clear the First Avenue Jail site for other uses, and future detention space. Given the uncertain nature of these plans at this date, detailed capital forecasts are not included in this section. However, funding has been set aside in the General Fund forecast to cover ongoing debt service payments associated with capital construction, and funds are projected to be transferred each year from the Detention Fund to the Detention Capital Improvement fund to cover future construction. 191 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast General Fund Forecast Adopted FY 2006-07 Most Likely Sources of Funds: Revenue Property Taxes Tax Penalties & Interest Licenses & Permits Other Intergovernmental Payments in Lieu of Taxes State Shared Sales Tax State Shared Vehicle License Tax Internal Service Charges Other Charges for Services Patient Service Revenue Fines & Forfeits Interest Earnings Miscellaneous Revenue Total Revenue Net Growth Rate Fund Transfers-In Central Service Allocation Total Transfers In Total Sources Net Growth Rate Uses of Funds: Expenditures: Personal Services Supplies & Services Capital Outlay General Government AHCCCS/ALTCS Contributions Transfer Out to Detention Fund Other Mandated Health Care Disproportionate Share Match Total Uses Net Growth Rate Projected Operating Surplus/Deficit: Percent of Total Expenditures Fund Balance: Beg. Unreserved Balance Designation for Cash Flow Designation for Budget Stabilization Designation for Health Plans Unreserved/Undesig. Balance Net Surplus/Deficit Appropriated Fund Balance Ending Unres./Undesig. Fund Bal. Ending Unres. Fund Balance $ 2 FY 2007-08 3 FY 2008-09 4 FY 2009-10 5 FY 2010-11 398,725,245 12,700,000 2,066,000 80,315,343 8,782,492 491,811,670 144,035,674 5,732,994 24,869,084 46,237 15,044,128 10,003,265 2,618,383 $ 1,196,750,515 433,152,559 $ 460,492,577 $ 496,501,323 $ 520,643,311 13,641,000 14,819,000 15,754,000 16,986,000 2,112,434 2,163,121 2,216,671 2,273,224 80,970,446 80,969,846 79,618,346 81,911,146 9,011,644 9,157,358 9,300,008 9,465,889 526,568,330 559,215,566 593,886,932 629,520,147 157,944,493 169,000,608 180,830,650 193,488,796 5,366,934 5,485,007 5,611,162 5,745,830 25,944,497 27,352,863 28,842,588 30,129,093 39,636 15,494,900 15,959,300 16,437,600 16,930,300 4,641,424 4,244,671 4,070,657 4,484,981 2,600,150 2,679,051 2,762,505 2,847,551 $ 1,277,488,448 $ 1,351,538,969 $ 1,435,832,441 $ 1,514,426,268 6.7% 5.8% 6.2% 5.5% $ $ $ $ 7,022,061 7,022,061 $ 7,160,000 7,160,000 $ $ 7,320,000 7,320,000 $ $ 7,490,000 7,490,000 $ $ 7,670,000 7,670,000 $ 1,203,772,576 $ 1,284,648,448 $ 1,358,858,969 $ 1,443,322,441 $ 1,522,096,268 6.7% 5.8% 6.2% 5.5% $ $ 435,982,313 78,623,898 7,239,683 203,134,721 174,837,100 160,895,270 79,692,991 63,366,600 $ 1,203,772,576 $ $ $ $ $ 484,560,058 $ 531,964,857 $ 573,055,316 $ 623,200,894 83,942,715 88,478,800 87,675,732 95,607,170 7,495,244 7,775,041 8,073,175 8,390,935 212,400,525 218,476,816 224,905,541 231,758,977 185,674,060 195,210,585 204,222,601 213,865,458 170,332,201 174,079,509 178,083,338 182,357,338 59,092,322 52,899,440 55,528,865 58,315,162 63,366,600 63,366,600 63,366,600 63,366,600 $ 1,266,863,724 $ 1,332,251,649 $ 1,394,911,167 $ 1,476,862,534 5.2% 5.2% 4.7% 5.9% $ 0.0% 396,226,606 (85,471,404) (80,010,234) (18,363,921) 212,381,047 (212,381,047) 183,845,559 $ $ $ $ 17,784,724 $ 1.4% 183,845,559 (92,900,000) (63,343,186) 27,602,373 17,784,724 (33,500,000) 11,887,097 168,130,283 192 $ $ $ $ 26,607,320 $ 2.0% 168,130,283 (98,800,000) (66,612,582) 2,717,701 26,607,320 (33,500,000) (4,174,979) 161,237,603 $ $ $ $ 48,411,274 $ 3.5% 161,237,603 (106,500,000) (69,745,558) (15,007,955) 48,411,274 (32,000,000) 1,403,319 177,648,877 $ $ $ $ 45,233,734 3.1% 177,648,877 (111,700,000) (73,843,127) (7,894,250) 45,233,734 (32,000,000) 5,339,484 190,882,611 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast Detention Fund Forecast Adopted FY 2006-07 2 FY 2007-08 3 FY 2008-09 4 FY 2009-10 5 FY 2010-11 Most Likely Sources of Funds Revenues: Jail Excise Tax Jail Per Diem & Miscellaneous Charges for Services Interest Income Total Revenues $ 143,738,033 25,314,341 8,900 2,400,000 $ 171,461,274 $ 158,592,628 26,595,247 9,078 $ 185,196,953 $ 168,425,371 27,995,752 9,278 76,425 $ 196,506,826 $ 178,867,744 29,498,844 9,491 194,713 $ 208,570,793 $ 189,599,809 31,113,021 9,719 331,683 $ 221,054,232 Fund Transfers In: Base Maintenance of Effort Total Transfers In Total sources $ 160,895,270 $ 160,895,270 $ 332,356,544 $ 170,332,201 $ 170,332,201 $ 355,529,154 $ 174,079,509 $ 174,079,509 $ 370,586,335 $ 178,083,338 $ 178,083,338 $ 386,654,131 $ 182,357,338 $ 182,357,338 $ 403,411,570 $ 199,640,515 45,706,511 1,330,022 $ 246,677,048 $ 216,685,155 48,019,260 1,397,321 $ 266,101,736 $ 227,244,297 50,547,955 1,470,904 $ 279,263,155 $ 238,320,116 53,261,874 1,549,877 $ 293,131,867 $ 249,937,984 56,176,364 1,634,686 $ 307,749,034 $ $ $ $ $ Uses of Funds: Operating Expenditures Personal Services Supplies & Services Capital Outlay Subtotal - Current Operations 57,447,352 42,783,122 43,587,750 45,033,769 46,523,379 Non-Departmental/Contingencies (Includes Major Maintenance) Total Operating Expenditures $ 304,124,400 $ 308,884,858 $ 322,850,906 $ 338,165,636 $ 354,272,414 Operating Surplus/(Deficit) $ 28,232,144 $ 46,644,296 $ 47,735,429 $ 48,488,495 $ 49,139,157 $ 32,740,774 $ 15,200,000 $ 15,500,000 $ 15,900,000 $ 16,300,000 $ 2,176,595 $ $ 34,917,369 $ 15,200,000 $ 15,500,000 $ 15,900,000 $ 16,300,000 Transfer to Detention Cap. Projects $ 38,670,475 $ 30,000,000 $ 30,000,000 $ 30,000,000 $ 30,000,000 Total Non-Operating Expenditures $ $ 45,200,000 $ 45,500,000 $ 45,900,000 $ 46,300,000 Total Expenditures (Operating Plus Non-Operating) $ 377,712,244 Total Projected Surplus/Deficit (Operating Plus Non-Operating) $ (45,355,700) $ $ 45,355,700 $ (45,355,700) $ Non-Recurring Expenditures Appropriated Fund Balance Integ. Crim. Justice Info. Sys. Projects Sub-Total Non-Recurring Fund Balance: Beginning Fund Balance Projected Surplus/Deficit Ending Fund Balance $ 73,587,844 - $ 354,084,858 193 $ - $ - $ - $ 368,350,906 $ 384,065,636 $ 400,572,414 1,444,296 $ 2,235,429 $ 2,588,495 $ 2,839,157 1,444,296 1,444,296 $ 1,444,296 2,235,429 3,679,725 $ 3,679,725 2,588,495 6,268,220 $ 6,268,220 2,839,157 9,107,377 $ $ $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Financial Forecast Transportation Forecast Adopted FY 2006-07 2 FY 2007-08 3 FY 2008-09 4 FY 2009-10 5 FY 2010-11 OPERATIONS (FUND 232) Most Likely Sources of Funds: Revenue Licenses & Permits Other Intergovernmental State Shared Highway User Rev. State Shared Vehicle License Taxes Interest Earnings Miscellaneous Revenue Gain on Fixed Assets Total Sources Net Growth Rate Uses of Funds: Expenditures Personal Services Supplies & Services Capital Outlay Total Expenditures Net Growth Rate Fund Transfers Out Gen. Fund-Central Service Alloc. Capital Projects Fund Total Transfers Out $ 3,351,416 $ 3,520,998 $ 3,706,413 $ 3,905,411 $ 4,119,115 320,990 327,410 334,613 342,309 350,524 99,100,000 104,602,889 108,834,097 113,340,128 118,425,923 9,300,000 9,951,000 10,647,570 11,392,900 12,190,403 1,147,042 1,105,933 1,153,672 1,204,560 1,261,476 230,791 235,407 240,586 246,119 252,026 204,800 208,896 213,492 218,402 223,644 $ 113,655,039 $ 119,952,533 $ 125,130,443 $ 130,649,829 $ 136,823,111 7.15% 5.54% 4.32% 4.41% 4.73% $ $ $ 26,242,211 $ 26,798,760 3,276,344 56,317,315 $ 8.04% 1,710,409 $ 66,383,561 $ 68,093,970 $ Total Uses $ 124,411,285 Projected Surplus/Deficit: $ (10,756,246) $ $ $ 10,756,246 $ (10,756,246) $ $ $ Fund Balance: Beginning Unreserved Balance Net Surplus/Deficit Ending Balance 28,106,787 $ 28,154,777 3,341,871 59,603,435 $ 5.84% 30,136,852 $ 29,637,408 3,415,392 63,189,651 $ 6.02% 32,312,603 $ 31,228,640 3,493,946 67,035,189 $ 6.09% 34,644,438 32,937,471 3,577,801 71,159,710 6.15% 1,846,416 58,502,682 60,349,098 2,000,576 59,940,216 61,940,792 2,171,139 61,443,501 63,614,639 2,360,037 63,303,364 65,663,401 $ 119,952,533 $ $ $ $ $ $ $ 125,130,443 $ 130,649,829 $ 136,823,111 - $ - $ - $ - - $ - $ - $ - $ $ $ CAPITAL PROJECTS (FUND 234) Most Likely Sources of Funds: Revenue Fund Transfers In Total Sources Uses of Funds: Fund Balance: Beginning Unreserved Balance Sources Less Uses Ending Unreserved Fund Balance 39,513,191 66,383,561 $ 105,896,752 $ 119,194,034 $ $ $ 40,303,455 58,502,682 98,806,137 41,190,131 59,940,216 $ 101,130,347 42,137,504 61,443,501 $ 103,581,005 43,148,804 63,303,364 $ 106,452,168 $ 69,711,346 $ 70,811,346 $ $ 29,249,892 $ (13,297,282) 15,952,610 $ 15,952,610 29,094,791 45,047,401 $ 45,047,401 30,319,001 75,366,402 $ 194 $ $ $ 51,406,346 75,366,402 52,174,659 $ 127,541,060 $ 81,356,346 $ 127,541,060 25,095,822 $ 152,636,882 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Judicial Branch INTEGRATED JUDICIAL BRANCH OF ARIZONA IN MARICOPA COUNTY Judges of the Superior Court of Arizona in Maricopa County Judicial Executive Committee Juvenile Court (Phoenix Durango and Southeast) Juvenile Probation Department Criminal Department Civil Department Adult Probation Department Conciliation Services Presiding Judge and Associated Presiding Judge Family Court Department Court Administration Expedited Services Advisory Committees Probate/ Mental Health Department Tax Court Special Assignment Department Northeast Superior Court Facility Southeast Superior Court Facility Northwest Superior Court Facility - Operations and Caseflow Management . - Budget and Management - Litigant Support Services - Human Resources - Court Technology Services (CTS) - Community and Media Relations - Training and Development - E-Courts & Electronic Records - Court Security - Law Library - Collections - Alternative Dispute Resolution - Jury Office Court Jurisdiction The Judicial Branch of Arizona is responsible for the operational oversight of both general and limited jurisdiction courts in Maricopa County. Superior Court is a court of general jurisdiction and is funded both through the County and by the State of Arizona. Superior Court of Arizona in Maricopa County presides over legal cases relating to; criminal (felonies), juvenile, family, probate/mental health, tax and civil (proposed settlements of 10,000 dollars or more). The Superior Court is part of an integrated judicial system in the State under administrative authority of the Arizona Supreme Court. Maricopa County Over 3.8 million of Arizona’s 6.2 million people reside in Maricopa County. The land mass of Maricopa County is approximately 10,000 square miles and has the largest population of the 15 counties in Arizona. The Court has five facilities and is located throughout Maricopa County, the locations are; downtown Phoenix (four buildings), Durango (Phoenix, juvenile cases only), Southeast (Mesa), Northwest (Surprise) and Northeast (Scottsdale). 195 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Judicial Branch Judges of the Court Superior Court’s judicial bench is comprised of 94 judges and 52 commissioners. Under the Merit Selection System, patterned after the ‘Missouri Plan’, judges are appointed by the governor and 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 utilizes volunteer judges called ‘pro tempores’ who are attorneys in good standing with the Arizona Bar. These attorneys are utilized on an ‘as needed’ basis. Court Judicial Departments The Court is comprised of five departments; family, criminal, tax, probate/mental health, and civil. Each department has an assigned presiding judge and administrator. The departmental presiding judges generally serve in that assignment for two to four years. The Court rotates judges’ calendar assignments approximately every two years. After the filing process, cases are assigned to a calendar and will remain with that calendar until adjudication. When a judge leaves a calendar for rotation purposes, already assigned cases will remain with the calendar and not the judge. The Presiding Judge The Court’s presiding judge oversees the Trial Courts, Adult and Juvenile Probation departments in Maricopa County, both the Superior Court and the justice courts (limited jurisdiction courts). 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 Court Administrator The Court Administrator functions in the capacity of assisting the Presiding Judge charged with the responsibility of overseeing non-judicial personnel for the Superior Court, long-term future growth, caseflow management and is involved with many national and statewide committees committed to sharing information and pursuing excellence in the field of court administration. Non-Judicial Staffing Court Administration, Adult Probation, Juvenile Probation, and the Clerk of the Court comprise the four groups of non-judicial staff. Within the Court Administration ancillary services such as Court Technical Services, Human Resources, Budget and Finance, Community and Media Relations, Court Security, Jury Administration, Law Library, Conciliation Services, Collections, and Alternate Dispute Resolution provides needed services to the Court and the public. 196 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Judicial Branch INTEGRATED JUDICIAL BRANCH OF MARICOPA COUNTY Judicial Executive Committee Presiding Judge Judicial Branch Management Committee Judicial Branch Administrator Community Relations Director Special Deputy Court Administrator Judicial Formation and Fairness Studies Chief Technology Officer Court Technology Services Deputy Court Administrator Space Planning & Facilities Administrative Services Director Deputy Court Administrator Superior Court Operations & Caseflow Management Deputy Court Administrator Court-wide Support Services Limited Jurisdiction Court Administrator Public Information Officer Adult Probation Department Chief Probation Officer Juvenile Probation Department Chief Probation Officer Presiding Superior Court Judge – Biography HON. BARBARA RODRIGUEZ MUNDELL Hon. Barbara Rodriquez Mundell, Presiding Judge – Superior Court Barbara Rodriguez Mundell was appointed to the Superior Court of Arizona bench in 1991. She is presently serving a 5-year term as the Presiding Judge for the Maricopa County Superior Court as of July 1, 2005. In her tenure as a judge, she has served on Civil, Juvenile, Family Court, Criminal, and Probate and Mental Health assignments. Prior to her appointment, Judge Mundell was with the juvenile department as a Maricopa County Superior Court Commissioner. As an attorney, she was in private practice, specializing in Workers’ Compensation and Social Security cases. She received her B.A. and J.D. degrees from Arizona State University. Judge Mundell has served on a number of Arizona Supreme Court committees including the Committee on Keeping the Record, the Fiduciary Advisory Committee, the Committee on Superior Court, and as the past chair of the Commission on Judicial Conduct. She is a member of a number of civic and professional organizations including the Maricopa County Bar Association and the Los Abogados Hispanic Bar Association. 197 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Judicial Branch Maricopa County Judges and Justices of the Peace Judge Thomas W. O'Toole Ronald S. Reinstein Ruth H. Hilliard Barry C. Schneider Jeffrey A. Hotham Michael O. Wilkinson Kenneth L. Fields Pamela J. Franks David R. Cole Thomas Dunevant, III Gregory H. Martin Paul A. Katz Steven D. Sheldon Colin F. Campbell Silvia R. Arellano J. Kenneth Mangum Johnathan H. Schwartz Brian R. Hauser Barbara R. Mundell Dennis W. Dairman Michael R. McVey Louis A. Araneta Anna M. Baca Brian K. Ishikawa Norman J. Davis Mark F. Aceto Michael D. Jones Marion J. Hoag James H. Keppel Linda A. Akers Crane McClennen Eddward P. Ballinger, Jr. Judge Robert H. Oberbillig Peter C. Reinstein David M. Talamante Bethany G. Hicks F. Pendleton Gaines, III Edward O. Burke Cathy M. Holt Maria del Mar Verdin Arthur T. Anderson Joseph B. Heilman Eileen S. Willett Alfred M. Fenzel Karen L. O’Connor Warren J. Granville John M. Gaylord Margaret H. Downie Emmet J. Ronan Douglas L. Rayes J. Richard Gama Gary E. Donahoe Janet E. Barton Robert A. Budoff Carey Snyder Hyatt Colleen A. McNally Roland J. Steinle, III John R. Ditsworth John A. Buttrick Cari A. Harrison Sherry K. Stephens Andrew G. Klein Teresa A. Sanders Richard J. Trujillo Department Associate Civil Family Tax Northwest Judge David K. Udall Connie Contes Craig Blakey Linda H. Miles Margaret R. Mahoney Robert C. Houser Harriett Chavez Larry Grant George H. Foster, Jr. Peter B. Swann Raymond Lee Sally S. Duncan John Rea Rosa Mroz Jeanne M. Garcia Michael W. Kemp Helene F. Abrams Bruce R. Cohen Jo Lynn Gentry-Lewis Kristin C. Hoffman Timothy J. Ryan Michael D. Gordon Paul J. McMurdie John R. Hannah, Jr. Robert E. Miles Glenn M. Davis Lisa Daniel Flores Jose S. Padilla Karen A. Potts Christopher T. Whitten Department Trial Courts Juvenile Criminal Probate/Mental Health Southeast Northeast Judicial Officer Hon. B. Rodriguez Mundell Hon. E. Willett Hon. J. Keppel Hon. K. O’Connor Hon. E. Ronan Hon. E. Ballinger Justice of the Peace G Michael Osterfeld C Steven McMurry Keith Frankel Mark Chiles Carlos Mendoza Michael W Orcutt John R Ore, Presiding Justice of the Peace Joe B Getzwiller Gary Handley Andy Gastelum Lester Pearce Gerald A. Williams Precinct Estrella Mountain Encanto San Marcos East Mesa Downtown Arcadia Biltmore University Lakes Justice of the Peace John Keegan Sam Goodman Pamela C Gutierrez Joe “Pep” Guzman Clayton Hamblen Rachel Torres Carrillo Elizabeth Rogers Precinct Lake Pleasant San Tan South Mountain Agua Fria West Mesa West McDowell Kyrene Ironwood Manistee Maryvale North Mesa North Valley Chris Mueller Jacqueline McVay Michael Reagan Rebecca Macbeth Hassayampa Dreamy Draw McDowell Mountain Moon Valley 198 Judicial Officer Hon. M. Downie Hon A. Baca Hon. Norman Davis Hon. T. Dunevant Hon C. McNally Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Adult Probation Analysis by Ryan Wimmer, Senior Management & Budget Analyst Departmental Information Organizational Chart Presiding Judge Judicial Branch Administrator Barbara Broderick Barbara Broderick Chief Probation Officer Chief Probation Officer Administration, Budget & Finance Community Supervision Assessment & Development Mission The Mission of the Maricopa County Adult Probation Department (MCAPD) is to provide assistance and adult pre-trial 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 Crime Reduction Actual Projected Projected By the end of FY 2006-07, Adult Probation will enhance public safety by: FY2004-05 FY2005-06 FY2006-07 Reducing the number of probationers committed to the Department of 25% 22.5% 20% Corrections to 20% Reducing the number of probationers convicted of a new felony 11% 10.4% 10% offense to 10% 66% 65.5% 65% Increase the rate of successful completions from probation to 65% Increase the rate of successful completions from Pretrial Supervision 79% 79.5% 80% to 80% 199 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Compensation/Retention By the end of FY 2006-07, Employee resignations from Adult Probation because of pay will be reduced to 30% Actual Projected Projected FY2004-05 FY2005-06 FY2006-07 34% 32% 30% Comment: Resignations due to pay declined from 47% in FY 2004 to 34% in FY 2005. Process Improvement Actual Projected Projected By the end of FY 2006-07, Adult Probation will improve case processing as FY2004-05 FY2005-06 FY2006-07 evidenced by: Maintaining at least a 97% on-time rate for submitting pre-sentence 98% 97.5% 97% reports to the Court without a continuance 85% 82.5% 80% Increasing the rate of restitution collected to 80% 50% 49.5% 50% Increasing the rate of community work service completed to 50% Increasing use of the Offender Screening Tool to 75% for newly n/a 100% 100% sentenced probationers Making use of the Field Reassessment Offender Screening Tool to see n/a 67% develop case management plans at least 67% of the time comment Comment: The Field Reassessment Offender Screening Tool (FROST) was fully implemented department-wide in the 2nd quarter of FY 2005-06. Customer Satisfaction By the end of FY 2006-07, Adult Probation improve customer satisfaction Actual Projected Projected as evidenced by increases in customer satisfaction: FY2004-05 FY2005-06 FY2006-07 60% of victims will be satisfied with services provided by Adult 65% 62.5% 60% Probation see 67% of offenders will be satisfied with services provided by Adult 67% n/a comment Probation see 75% of criminal court judges will be satisfied with services provided by 75% n/a comment Adult Probation Staff satisfied with Adult Probation will improve to an overall 5.47 5.47 5.50 satisfaction score of 5.50 on the Employee Satisfaction Survey The percentage of community and criminal justice partners satisfied see 90% n/a with Adult Probation will be maintained at 90% or higher comment Comment: Baselines for these surveys have not yet been established. The Offender Satisfaction Survey and the Judicial Satisfaction Survey are under development it is anticipated that both surveys will be administered at the end of FY 2005-06. It is anticipated that the Community Partners Survey will be completed by the end of FY 2005-06. 200 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Infrastructure By the end of FY 2006-07, Adult Probation will have the equipment, facilities, support services and technological interconnectivity with agencies to provide efficient and effective probation services, and promote staff Actual Projected Projected safety as evidenced by: FY2004-05 FY2005-06 FY2006-07 A minimum mean score of 5 on a scale of 2 to 8 on employee surveys Equip: 5.93 5.00 5.0+ that rate staff's satisfaction level with equipment, facilities, support Safety: 5.41 services and staff safety services Attaining 100% of technology standards and replacement schedules n/a 65% 100% recommended by the County Chief Information Officer Comment: The Department continues to upgrade its IT capabilities, as seen in the following areas: Completion of the Arizona Department of Corrections Interface (DOC Offender Release Data Feed); Upgraded Arizona Criminal Justice Information System (ACJIS) and the Justice Web Interface to more efficiently share information with other Maricopa County municipalities and police justice agencies; Improved booking efficiency with an upgrade of the Maricopa County Sheriff’s Office Pre-Booking Application; Improved officer safety with new Dispatch Call Center emergency procedures; Urinalysis testing accounts with a private vendor via an electronic feed; improvements to the interface with Value Options. Department Performance Information The Standard Probation, Intensive Probation, and Presentence Activities are the three largest Activities in the Adult Probation budget. Historical performance data for these Activities and commentary on significant variances is included below. ADULT PROBATION - STANDARD PROBATION Reduction in State aid prior to funding shift to County 64.0% 25,000 28,900 27,305 23,957 15,000 26,091 62.0% 20,000 25,400 Standard Probationers 30,000 60.0% 58.0% 10,000 56.0% 5,000 0 Successful Completion Rate 66.0% 35,000 54.0% FY03 FY04 FY05 FY06 Proj FY07 Proj Average Standard Probationer Caseload Percent of Standard Probationers that successfully complete probation In January 2003, the State Supreme Court reduced State Aid for Standard Probation positions, reducing probationer caseload capacity significantly. During FY 2003-04, primary funding for Standard Probation shifted to Maricopa County, including the responsibility to restore the January 2003 reduction in State funding. Subsequently, the number of individuals on Standard Probation status has increased steadily each fiscal year. Increased funding for additional Probation Officers was included in the FY 2006-07 Adopted budget to reduce average caseloads sizes, which is projected to improve the successful completion rate of probationers. 201 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch ADULT PROBATION - INTENSIVE PROBATION 2,000 46.0% 1,400 45.0% 44.0% 43.6% 1,456 1,000 43.0% 42.0% 1,343 400 1,079 800 1,750 1,200 600 45.0% 42.0% Percent Not Revoked Reduction in State aid prior to funding shift to County 1,600 1,267 Intensive Probationers 1,800 41.0% 200 40.0% 0 FY03 FY04 FY05 FY06 Proj FY07 Proj Average Number of Intensive Probationers Percent of Intensive Probationers who exit IPS and are not revoked to prison or jail As with Standard Probation, in January 2003 the State Supreme Court reduced State Aid for Intensive Probation positions, reducing caseload capacity from approximately 1,700 to about 900 probationers. During FY 2003-04, primary funding for Intensive Probation shifted to Maricopa County, including the responsibility to restore the January 2003 reduction in State funding. Subsequently, the number of individuals on Intensive Probation status initially increased in FY 2004-05, but is projected to decrease from FY 2004-05 to FY 2005-06 by 4%. The Court has not placed individuals on Intensive Probation as rapidly as the Department had forecasted. The Department expects that the number of individuals placed on Intensive Probation will increase significantly in FY 2006-07. 18,000 $480 17,500 $460 17,000 $440 16,500 $420 16,000 $400 15,500 $380 15,000 $360 14,500 Cost/Presentence Report No. of Presentence Investigation Reports Presentence Activity Performance $340 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output Cost Per Presentence Report Adult Probation Presentence screeners conduct investigation, screening, and assessments of offenders for judges so that the Court can make informed sentencing decisions. The number of Presentence reports ordered by the Court is projected to continue to increase steadily. Since the Department has not been able to keep up with the increasing demand in a timely manner, the FY 2006-07 Adopted budget includes 8.0 additional Presentence screeners, driving up the average cost per Presentence report. 202 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 11BC - BEHAVIORAL CHANGE EDUC - EDUCATION ACTIVITY PRES - PRESENTENCE ACTIVITY PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION ACTIVITY TTAC - TRANSITION & TREATMNT ACTIVITY $ FY 2005-06 ADOPTED 4,744,845 1,323,171 1,077,259 96,003 2,248,412 $ FY 2005-06 REVISED 4,112,317 480,066 833,393 218,858 2,580,000 $ FY 2005-06 PROJECTED 3,752,611 480,066 833,393 218,856 2,220,296 $ FY 2006-07 ADOPTED 4,450,545 654,938 406,335 195,694 208,256 2,985,322 $ ADOPTED TO REVISED VARIANCE % 3,821,403 455,926 888,435 150,000 175,000 2,152,042 $ 68,792 (24,140) 55,042 150,000 (43,856) (68,254) 1.8% -5.0% 6.6% -20.0% -3.1% 11CJ - COMMUNITY JUSTICE CMRS - COMMUNITY RESTORATION ACTIVITY ICMA - IN-CUSTODY MANAGEMENT ACTIVITY INPB - INTENSIVE PROBATION ACTIVITY STDP - STANDARD PROBATION ACTIVITY WARR - WARRANTS ACTIVITY $ 9,592,126 147,313 760,856 1,670,906 7,013,050 - $ 10,370,627 191,830 753,370 1,983,950 7,441,477 - $ 10,737,170 191,899 753,653 2,083,950 7,707,668 - $ 10,217,711 111,607 1,082,057 1,709,219 7,313,827 1,000 $ 10,168,291 72,000 1,035,000 1,763,000 7,296,660 1,631 $ (568,879) (119,899) 281,347 (320,950) (411,008) 1,631 -5.3% -62.5% 37.3% -15.4% -5.3% 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 11BC - BEHAVIORAL CHANGE EDUC - EDUCATION ACTIVITY PRES - PRESENTENCE ACTIVITY PTBB - PRETRIAL BAIL/BOND REVIEW PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION ACTIVITY TTAC - TRANSITION & TREATMNT ACTIVITY $ $ $ $ 65,127 19,125 (193,063) 14,228,159 $ $ $ $ 14,482,944 $ $ $ $ 14,489,781 $ $ $ $ 45,375 695,574 15,409,205 $ $ $ $ 56,739 695,574 14,742,007 $ $ $ $ 56,739 695,574 252,226 $ 14,674,175 694,409 6,371,125 3,154,999 4,453,642 $ 15,988,088 755,121 6,416,596 172,830 3,822,018 4,821,523 $ 15,933,525 743,394 6,786,097 173,503 1,018,134 2,986,659 4,225,738 $ 14,684,687 759,926 6,366,472 50,653 1,236,519 2,768,434 3,502,683 $ 16,407,400 762,840 7,974,683 183,396 1,263,726 3,125,255 3,097,500 $ (473,875) (19,446) (1,188,586) (9,893) (245,592) (138,596) 1,128,238 -3.0% -2.6% -17.5% -5.7% -24.1% -4.6% 26.7% 11CJ - COMMUNITY JUSTICE CMRS - COMMUNITY RESTORATION ACTIVITY ICMA - IN-CUSTODY MANAGEMENT ACTIVITY INDS - INDIRECT SERVICES ACTIVITY INPB - INTENSIVE PROBATION ACTIVITY STDP - STANDARD PROBATION ACTIVITY WARR - WARRANTS ACTIVITY $ 40,281,829 2,363,378 2,102,973 598,936 8,320,687 25,939,874 955,981 $ 44,192,322 2,337,501 2,079,917 1,048,333 9,374,692 28,040,237 1,311,642 $ 46,020,123 2,508,619 2,292,027 988,755 9,405,492 29,302,808 1,522,422 $ 44,192,226 2,368,446 2,376,979 742,041 9,059,013 28,658,011 987,735 $ 49,861,381 2,979,265 2,571,764 695,775 10,322,791 31,640,822 1,650,964 $ (3,841,258) (470,646) (279,737) 292,980 (917,299) (2,338,014) (128,542) -8.3% -18.8% -12.2% 29.6% -9.8% -8.0% -8.4% 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ 3,395,705 1,733,805 60,085,514 $ $ $ $ 3,123,144 1,536,384 64,839,938 $ $ $ $ 3,644,654 1,656,133 67,254,435 $ $ $ $ 3,324,816 2,610,768 64,812,498 $ $ $ $ 3,231,524 1,609,212 303,755 71,413,272 $ $ $ $ 413,130 46,921 (303,755) (4,158,837) 11.3% 2.8% 1.7% -6.2% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 4,751,660 9,281,757 107,898 86,844 14,228,159 $ 52,902,521 1,438,440 5,436,761 307,792 60,085,514 $ $ $ FY 2005-06 REVISED 5,499,944 8,843,000 90,000 50,000 14,482,944 $ 59,222,994 586,580 4,422,575 607,789 64,839,938 $ $ $ FY 2005-06 PROJECTED 5,140,240 9,209,541 90,000 50,000 14,489,781 $ 60,717,785 1,075,601 4,495,611 965,438 67,254,435 $ 203 $ $ FY 2006-07 ADOPTED 4,853,711 9,646,269 795,224 114,000 15,409,205 $ 58,856,550 970,047 4,128,277 857,624 64,812,498 $ $ $ ADOPTED TO REVISED VARIANCE % 4,001,433 9,830,000 800,574 110,000 14,742,007 $ 65,358,634 1,248,848 3,771,843 1,033,947 71,413,272 $ $ $ (1,138,807) 620,459 710,574 60,000 252,226 -22.2% 6.7% 789.5% 120.0% 1.7% (4,640,849) (173,247) 723,768 (68,509) (4,158,837) -7.6% -16.1% 16.1% -7.1% -6.2% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Total Budget by Fund FY 2004-05 ACTUAL REVENUE 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS ALL FUNDS EXPENDITURES 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 9,349,420 4,878,739 14,228,159 $ 46,957,508 7,921,696 5,206,310 60,085,514 $ $ $ FY 2005-06 REVISED 8,843,000 5,639,944 14,482,944 $ 50,303,044 8,896,950 5,639,944 64,839,938 $ $ $ FY 2005-06 PROJECTED 9,209,541 5,280,240 14,489,781 $ 52,136,037 9,838,158 5,280,240 67,254,435 $ $ $ FY 2006-07 ADOPTED 10,349,685 5,059,520 15,409,205 $ 49,903,089 9,839,888 5,069,520 64,812,498 $ $ $ ADOPTED TO REVISED VARIANCE % 10,595,574 4,146,433 14,742,007 $ 55,280,402 11,986,437 4,146,433 71,413,272 $ $ $ 1,386,033 (1,133,807) 252,226 15.0% -21.5% 1.7% (3,144,365) (2,148,279) 1,133,807 (4,158,837) -6.0% -21.8% 21.5% -6.2% Personnel by Fund 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS TOTAL FUNDS • • • • • • FY 2005-06 ADOPTED 915.80 178.70 98.50 1,193.00 FY 2005-06 REVISED 905.80 182.70 80.50 1,169.00 FY 2006-07 ADOPTED 966.80 189.70 80.50 1,237.00 ADOPTED TO REVISED VARIANCE % 61.00 7% 7.00 4% 0% 68.00 6% 7.0 additional Probation Officer Supervisor positions are included in the Fees Fund (201) to staff the Quality Assurance Project. 14.0 additional Dispatcher positions are included in the General Fund (100) to staff the Communications Center Results Initiative. 4.0 additional Probation Officer positions are included in the General Fund (100) to staff the Pretrial Initial Appearance Release Staffing Activity Results Initiative. 18.0 additional positions are included in the General Fund (100) to staff the Standard Probation Activity Results Initiative. 4.0 additional positions are included in the General Fund (100) to expand the Warrants Activity Results Initiative to seek out high-risk offenders. 21.0 additional positions are included in the General Fund (100) for the Presentence Activity Results Initiative to replace grant positions and expand the Presentence capacity. Base Adjustments • Shift Standard Probation Activity to Probation Fees Fund ($695,574): Beginning in FY 2005-06, the proceeds of a five-dollar probation surcharge assessed on civil and criminal traffic violations are deposited in the Adult Probation Fees Fund (201) General Government Activity. This revenue increase allows $695,574 in budgeted expenditures for the Standard Probation Activity to be shifted from the General Fund (100) to the Fees Fund. • In-Custody Management and Standard Probation Fee Revenue Increase ($690,459): As Standard Probation caseloads continue to increase, In-Custody Management and Standard Probation Activities fee revenue collected from probationers is increasing proportionately. The Adopted budget includes additional fee revenue of $690,459 in the Probation Fees Fund (201). • Reduced Grant Funding in Transition and Treatment, In-Custody Management, Indirect Services, Intensive Probation, and Standard Probation Activities ($-1,493,511): Reduced funding from various grants in FY 2006-07 requires a $1,493,511 reduction from FY 2005-06 in 204 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch budgeted Grants Fund (227) revenue and expenditures. The Adopted budget includes a reduction in revenue and expenditure appropriation in the Transition and Treatment, In-Custody Management, Indirect Services, Intensive Probation, and Standard Probation Activities. • Compensation Market Adjustments ($11,153): A market adjustment completed in FY 200506 for Presentence Screeners was revised. The Adopted budget includes $5,732 in the FY 2006-07 General Fund (100) Presentence Activity to complete funding of the market adjustment. A market adjustment completed in FY 2005-06 for Case Administrators was revised. The Adopted budget includes $5,421 in the FY 2006-07 General Fund Standard Probation Activity to complete funding of the market adjustment. • Pay for Performance Funding ($264,705): Since the Adopted budget includes an increase in budgeted Fees Fund (201) revenue, an expenditure appropriation increase of $264,705 is included to fund Pay for Performances increases. • Standard Probation and Intensive Probation Capital Leases ($143,587): Since the Adopted budget includes an increase in budgeted Fees Fund (201) revenue, an expenditure appropriation increase of $143,587 is included to fund Intensive Probation computer replacement costs. • Quality Assurance Project - Fund Balance ($407,681): The Adopted budget includes funding of $407,681 to implement a three-year Quality Assurance Project to train staff to deliver more effective probation services and achieve improved results. Since the Quality Assurance Project is limited to a defined period of three years, it will be funded from fund balance in the Probation Fees Fund (201). • Reserve for FY 2006-07 Market Increases ($494,522): The Adopted budget includes a reserve of $494,522 in expenditure authority in the Fees Fund (201) Office of the Director Activity to fund market increases in FY 2006-07. This funding will be necessary in the event that salary market increases are recommended during FY 2006-07. • Non-Recurring Equipment Replacement - Fund Balance ($500,000): Funding of $500,000 from Probation Fees Fund (201) fund balance is included in the Office of the Director Activity to allow the Department to fund the move of wireless equipment to its new Communications Center at an estimated cost of between $250,000 and $400,000. Funding is also included to replace outdated equipment such as copiers, computers, printers, etc. that were purchased with Fees funding and have become obsolete. • Increase Budgeted Personnel Savings ($-1,258,775): The Adopted budget includes increased General Fund (100) savings of ($1,046,420) to 6.5% of pay and benefits funding and of ($212,355) to 8.0% of pay and benefits funding in the Probation Fees Fund (201). Increased Personnel Savings will more accurately reflect current actual expenditure patterns in the Department. Future market increases, especially for the Probation Officer range, would reduce the vacancy rate and could require additional funding to reduce personnel savings. 205 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Results Initiatives The following Results Initiatives were included in the FY 2005-06 Adopted budget: • Standard Probation Field Services - $783,092 ($860,949 annualized) Initiative added 19.0 FTE to meet current and projected increases in demand. Expected Result: The percentage of offenders who successfully complete probation will be maintained, and slightly increased to 64%. Actual Result: Through the first two quarters of FY 2005-06, 62.5% of offenders successfully completed probation. • Pre-trial Supervision and Electronic Monitoring Services - $558,486 ($543,006 annualized) Initiative added 12.0 FTE and associated supplies and equipment to meet increased demand in the Pre-trial Supervision Activity. Expected Result: The percentage of defendants who successfully complete release conditions without termination during the reporting period will be increased from a projected 78 percent in FY 2004-05 to 81 percent in FY 2005-06 and 82 percent in FY 2006-07. Actual Result: During the second quarter of FY 2005-06, 80% of defendants who successfully complete release conditions without termination (first quarter data is unavailable). • Pre-trial Services Bail/Bond Unit - $172,830 ($164,980 annualized) Initiative added 4.0 FTE to start a new Bail/Bond Review Activity. The new Activity will allow for review of in-custody defendants who are awaiting adjudication to determine if there is a change in status that would allow a modification to their release decision. Expected Result: 25% of inmates reviewed will be appropriately released from custody, thereby relieving jail overcrowding. Actual Result: The Department is waiting for the Court’s approval to begin this Activity. The following Results Initiatives are included in the FY 2006-07 Adopted budget: • Communications Center - $769,438 ($439,438 General Fund annualized; $330,000 Probation Fees Fund non-recurring): Initiative replaces existing radio equipment and to expand the Communications Center. The Center is used to maintain radio contact with officers in the field. The Adopted budget includes annualized funding in the amount of $439,438 from the General Fund and non-recurring funding of $330,000 from Adult Probation Fees Fund fund balance. Expected Result: The Department will be able to maintain radio contact with field officers and expand coverage to all Adult Probation and Juvenile Probation field officers, contributing to their safety and well-being. • Presentence Division - $1,140,745 annualized, General Fund: Initiative replaces a federal Drug Enforcement Agency (DEA) pass-through grant to fund 9.0 Probation Officers and 4.0 Judicial Clerks that conduct Drug Court drug testing. Citing County Internal Audit and a federal OMB circular, the Department asserts that federal regulations prohibit the use of federal funds for services mandated by State law or Administrative Order and that the funding will be reduced and likely eliminated. Initiative also adds 8.0 additional Presentence Screeners due to increased demand. The Adopted budget includes annualized funding in the amount of $1,140,745 in the General Fund (100) for expansion of the Presentence Activity. 206 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Expected Result: The percent of presentence investigation reports submitted to the Court for which the Department did not request a continuance will be increased from 97% in FY 2005-06 to 99% in FY 2006-07. • Pretrial Initial Appearance Release Staffing - $197,854 ($196,054 General Fund annualized; $1,800 Probation Fees Fund non-recurring): Initiative adds 4.0 additional Probation Officers and associated equipment due to an increase in demand for Initial Appearance defendant packets resulting from a number of rule changes in the Court. The Adopted budget includes annualized funding in the amount of $196,054 from the General Fund and non-recurring funding of $1,800 from Adult Probation Fees Fund fund balance. Expected Result: The Department will increase the percent of Pretrial Initial Appearance Defendant Packets submitted to the Court within the 24-hour statutory mandate to 100% in FY 2006-07 from 99% in FY 2005-06. • Standard Probation - $930,594 ($874,820 General Fund annualized; $94,750 Probation Fees Fund non-recurring): Initiative adds two Probation Officer/Surveillance Officer teams (4.0 FTE) for the sex offender cases, 7.0 Standard Field Probation Officers, one Probation Officer/Case Administrator team (2.0 FTE) for Report and Review, and 2.0 Probation Officers for Interstate Compact. Initiative also adds one Probation Officer Supervisor and two Justice System Clerks as support staff. The additional positions are necessary because of increased demand in Sex Offender, Standard Field, Report and Review, and Interstate Compact cases. The Adopted budget includes six months of funding to phase in officers in FY 2006-07 in the amount of $417,924 ($874,748 annualized) from the General Fund and non-recurring funding of $94,750 from Adult Probation Fees Fund fund balance. OMB recommends that the current Standard Probation Activity be broken into multiple Activities to reflect the differentiated case management used by the Department. Furthermore, OMB recommends reviewing possible revisions to and updates of caseload ratios based on the Department’s implementation of evidence-based practices. Expected Result: The Department will increase the percentage of Standard Probationers who successfully complete probation to 65% in FY 2006-07 from 62.5% in FY 2005-06. • Fugitive Apprehension - $257,315 ($200,683 General Fund annualized; $56,632 Probation Fees Fund non-recurring): Initiative adds 2.0 Probation Officers and 2.0 Surveillance Officers to remove more of the growing number of probation fugitives from the community and return them to the Court. The Adopted budget includes annualized funding in the amount of $200,683 from the General Fund (100) and non-recurring funding of $56,632 from Adult Probation Fees Fund (201) fund balance. OMB intends to work with the Department to revise the performance measures in the Warrants Activity to better reflect its purpose. Expected Result: The Department will increase the percent of warrants cleared during the reporting period to 89% in FY 2006-07 from 86% in FY 2005-06. 207 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 50,303,044 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Adjustment $ Instructor, Judicial Assistant, CIP, and Judicial Court Clerk Market Adjustment Case Administrator and Presentence Screener Market Adjustment Collector and Collections Supervisor Market Adjustment Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of FY 2006 Initiatives FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ - 74,144 18,622 1,641,485 $ - 51,944,529 $ - 398,552 $ 616,941 (23,330) 134,112 187,049 1,358,546 2,671,870 $ - $ 54,616,399 $ - $ 11,153 $ (695,574) (1,046,420) (1,730,841) $ - $ 52,885,558 $ - $ $ Subtotal $ 439,438 200,683 1,140,745 196,054 417,924 2,394,844 $ - $ 55,280,402 $ - BASE ADJUSTMENTS: Compensation Market Adjustments Shift Standard Probation Activity to Probation Fees Fund Increase Budgeted Personnel Savings Subtotal $ FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Communications Center Fugitive Apprehension Presentence Division Pretrial Initial Appearance Release Staffing Standard Probation FY 2006-07 ADOPTED BUDGET: General Fund Non-Recurring Items – Appropriated Fund Balance Recruitment, $125,000 208 1,233,472 315,247 - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Adult Probation Fees (201) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 8,896,950 $ 8,843,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Mid-Year Adjustments $ 366,541 $ 366,541 FY 2005-06 REVISED RESTATED BUDGET: $ 9,263,491 $ 9,209,541 80,388 $ 118,538 (590,394) (53,950) 25,582 101,181 264,705 (53,950) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance Annualization of FY 2006 Initiatives FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: $ In-Custody Management and Standard Probation Fee Revenue Increase Standard Probation and Intensive Probation Capital Leases Pay for Performance Funding Shift Standard Probation Activity to Probation Fees Fund Quality Assurance Project - Fund Balance Reserve for FY 2006-07 Market Increases Non-Recurring Equipment Replacement - Fund Balance Increase Budgeted Personnel Savings Subtotal $ FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Communications Center (non-recurring) Fugitive Apprehension (non-recurring) Pretrial Initial Appearance Release Staffing (non-recurring) Standard Probation (non-recurring) FY 2006-07 ADOPTED BUDGET: 209 9,209,541 $ 9,209,541 - $ 143,587 264,705 695,574 407,681 494,522 500,000 (212,355) 2,293,714 $ 690,459 695,574 1,386,033 $ 11,503,255 $ 10,595,574 $ $ Subtotal $ 330,000 56,632 1,800 94,750 483,182 $ - $ 11,986,437 $ 10,595,574 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Adult Probation Fees (201) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 3,501,347 $ $ $ 9,349,420 7,921,696 1,427,724 $ 4,929,071 FY 2005-06 ADOPTED 3,861,921 $ FY 2005-06 REVISED 3,861,921 FY 2005-06 PROJECTED $ 4,929,104 $ 8,843,000 $ 8,896,950 (53,950) $ 9,209,541 $ 9,838,158 (628,617) $ $ 3,807,971 3,233,304 $ $ $ FY 2006-07 ADOPTED 5,438,900 10,349,685 9,839,888 509,796 $ $ 10,595,574 11,986,437 (1,390,863) 5,438,900 $ 4,048,037 Adult Probation Grants (211) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 5,639,944 $ 5,639,944 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ 5,639,944 $ 5,639,944 FY 2006-07 BUDGET TARGET: $ 5,639,944 $ 5,639,944 BASE ADJUSTMENTS: Reduced Grant Funding in Transition and Treatment, In-Custody Management, Indirect Services, Intensive Probation, and Standard Probation Activities $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ (1,493,511) $ (1,493,511) $ 4,146,433 (1,493,511) (1,493,511) $ 4,146,433 FY 2005-06 PROJECTED $ (464,724) $ FY 2006-07 ADOPTED (474,724) Adult Probation Grants (211) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL (137,158) $ FY 2005-06 ADOPTED FY 2005-06 REVISED - $ - 5,639,944 5,639,944 - $ $ 5,280,240 5,280,240 - $ $ 4,878,739 $ 5,206,310 (327,571) $ $ 5,059,520 $ 5,069,520 (10,000) $ $ (464,729) $ - $ - $ (474,724) $ 210 4,146,433 4,146,433 (474,724) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Adult Probation, Judicial Branch Mandates 110 ADULT PROBATION MANDATED EXPENDITURES 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on factors including recent shifts from State to County funding in several Activities. See the Base Adjustments section above for additional detail. Program Activity BEHAVIORAL CHANGE EDUCATION ACTIVITY PRESENTENCE ACTIVITY PRETRIAL BAIL/BOND REVIEW PRETRIAL INIT AP RELEASE INFO PRETRIAL SUPERVISION ACTIVITY TRANSITION & TREATMNT ACTIVITY COMMUNITY JUSTICE COMMUNITY RESTORATION ACTIVITY IN-CUSTODY MANAGEMENT ACTIVITY INDIRECT SERVICES ACTIVITY INTENSIVE PROBATION ACTIVITY STANDARD PROBATION ACTIVITY WARRANTS ACTIVITY Purpose The purpose of the Behavioral Change Program is to provide assessment, treatment and education services to offenders so that they can experience positive behavioral change. The purpose of the Education Activity is to provide education classes and services for adult students so that they can develop new life skills as evidenced by their successful completion of the education program. The purpose of the Presentence Activity is to provide timely investigation, screening and assessments of offenders for judges so that they (judges) can make informed sentencing decisions The purpose of the Pretrial Bail/Bond Review Activity is to provide the court with a review and report of the defendant’s bail/bond and custody status so that the court can modify the bail/bond custody status, if appropriate. The purpose of the Pretrial Jail Initial Appearance Release Information Activity is to provide information on arrested defendants to the Initial Appearance Court so that the court can make appropriate release decisions in a timely manner. The purpose of the Pretrial Supervision Activity is to provide supervision of conditionally released defendants so they can successfully complete release conditions without termination. The purpose of the Transition and Treatment Activity is to provide treatment services to probationers so that they can make behavioral change as evidenced by successful completion of the treatment 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. The purpose of the Community Restoration Activity is to provide services to victims and members of the community so that they can recover from the financial and emotional harm caused by crime The purpose of the In-Custody Management Activity is to provide case management of jailed probationers for field probation officers so that they can be relieved of community supervision responsibility while the probationer is incarcerated. The purpose of the Indirect Services Activity is to provide administrative services for probationers who reside outside the county or in prison, so that their cases can be monitored and processed until returned to active supervision or terminated from supervision Mandate A.R.S. §12-299 A.R.S. §12-251; A.R.S. §12-253; A.R.S. §13-701; A.R.S. §13-914; A.R.S. §13-4410; A.R.S. §13-4424 A.R.S. §13-3967 A.R.S. §13-3967 A.R.S. §13-3967 A.R.S. §12-299; A.R.S. §13-3422; A.R.S. §13-901 A.R.S. §12-299; A.R.S. §13-914; A.R.S. §916; A.R.S. §13-3825; A.R.S. §13-4415 A.R.S. §13-901 A.R.S. §31-461 through A.R.S. §31-467 A.R.S. §13-913 through A.R.S. §13-920 The purpose of the Intensive Probation Activity is to provide community supervision of highrisk probationers so that they can be held accountable and not be committed to the Department of Corrections A.R.S. §12-251; A.R.S. §3422 The purpose of the Standard Probation Activity is to provide community supervision of probationers so that they can be held accountable and not be committed to the Department of Corrections. The purpose of the Warrants Activity is to provide investigation and apprehension services for A.R.S. §13-901; A.R.S. §916 the Court so that absconded probationers are returned to the Court. 211 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Juvenile Probation Analysis by Ryan Wimmer, Senior Management & Budget Analyst Departmental Information Organizational Chart Mission The Mission of the Maricopa County Juvenile Probation Department is to provide information, services, and programs to county residents so they can resolve problems associated with juvenile crime. Vision We envision Maricopa County as being a place where: Juveniles who come into contact with the Department become responsible citizens; Victims of juvenile crime experience justice; the Public feels safer. Strategic Goals • To reduce the dangers to children and staff and the increased expenses resulting from overcrowding, by July 2006 our detention facilities will be at or below capacity every day. Status: The department continues to address overcrowding by expanding alternatives to secure care detention to their funded capacity. During the first quarter of FY 2005-06, the Durango Center was over capacity 81 of 92 days (88%) and the Southeast Facility was over capacity 14 days (15%). The Department forecasts that in FY 2005-06, through continued focus on alternatives to detention, the detention facilities will be at or below capacity on 20% of the days. The Department anticipates that the detention facilities will be at or below capacity 45% of the days in FY 2006-07. 212 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch • To provide high quality services to juveniles, and to provide awareness of that to the public, by July 2006 our detention facilities will be accredited by the American Correctional Association. Status: Due to the resignations of the past two American Correctional Association (ACA) Coordinators, the Department does not anticipate that it will achieve the goal by July 2006. The Department projects that a new ACA Coordinator will be hired by April 1, 2006 and progress toward achievement of the goal will be much more rapid. • We will retain and develop staff positions to achieve the following retention rates by July 2006: Goal Youth Supervisors: 0 - 2 years 3 - 5 years Over 5 years All Other Positions: 0 - 2 years 3 - 5 years Over 5 years Average positions filled FY06 - Q1 FY06 - Q2 85% 90% 95% 51% 70% 95% 59% 82% 87% 90% 90% 95% 96.5% 64% 100% 89% 86.4% 60% 58% 89% 85.4% • Status: The department continues to experience significant difficulties surrounding the recruiting, hiring and retaining of Youth Supervisors for the Juvenile Detention Program and in other areas. Although several recent market adjustments will help the retention rate improve in some areas, the Department does not expect to achieve the retention rates stated in the goal by July 2006. The Department anticipates an average staffing retention rate of 75% in FY 2005-06 and 70% in FY 2006-07. • To provide a higher level of service to those families whose primary language is Spanish, by July 2006 all documents used by the public will be printed in both Spanish and English; 15% of our staff will be proficient in Spanish. Status: The Juvenile Probation Department is presently involved in a project with Juvenile Court Administration and the Office of the Court Interpreter to review all department documents used by the public to ensure their correct translation into the appropriate foreign language. In the first quarter of FY 2005-06, 13.6% of department staff received a language differential. The Department anticipates that it will achieve the goal within the stated time • To provide judicial officers with reliable and validated information about a juvenile’s risk to the community, and to facilitate the use of the Risk/Needs instrument as a casework tool for probation officers, by July 2007 computer programs will be written that incorporate the Risk/Needs Instrument required by statute in all probation officer reports and case plans. Status: The Department continues to work with Court Technology to define and refine business rules. This includes the conversion of data and processing platforms from the Juvenile On-Line Tracking System (JOLTS) to the Integrated Court Information System (iCIS). With the conversion complete, Risk/Needs results will be automatically included within the reports provided to the Court. The Department anticipates achieving this goal in FY 2006-07. 213 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch By July 2006 we will have reviewed all our programs and practices based on risk, needs, and benchmarks for successful outcomes. We will also match them to one or more of the competing needs of our stakeholders, including juveniles and their families. Status: Department staff is focusing on establishing baseline data for new FY 2005-06 performance measures. The Department is aggressively moving toward achieving this goal by reviewing processes and practices, particularly within the Prevention and Early Intervention Programs. As new programs are developed, the department will focus on evidenced-based programs that reflect bestpractices. Department Performance Information The Juvenile Standard Probation Supervision Activity, Juvenile Intensive Probation Supervision Activity, and the Juvenile Secure Care (Detention) Activities are significant Activities in the Adult Probation budget. Historical performance data for these Activities and commentary on significant variances is included below. Average Daily Juvenile Standard Probationers 4,500 4,000 $3,000 $2,500 3,500 $2,000 3,000 2,500 $1,500 2,000 $1,000 1,500 1,000 $500 500 0 Daily Cost per probationer Juvenile Standard Probation Supervision Activity Performance $0 FY 2004-05 ACTUAL FY 2005-06 PROJECTEDFY 2006-07 ADOPTED Demand Output Daily Cost per Probationer The number of juveniles placed on Juvenile Standard Probation Supervision by the Court (demand) has declined each year since FY 2001-02. The demand is forecasted to continue to decline in FY 2006-07. 214 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Juvenile Intensive Probation Supervision Activity Performance $8,000 570 $7,000 560 $6,000 550 $5,000 540 $4,000 530 $3,000 520 $2,000 510 $1,000 500 Daily Cost per Probationer Average Daily Juvenile Intensive Probationers 580 Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch $0 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output Daily Cost per Probationer The number of juveniles placed on Intensive Probation by the Court (demand) has declined each year since FY 2001-02. The demand is forecasted to continue to decline in FY 2006-07. Juvenile Detention Average Daily Population 450 440 430 420 410 400 FY02 FY03 FY04 FY05 FY06 proj FY07 proj Juvenile Detention Average Daily Population is projected to decrease in FY 2005-06 and in FY 2006-07 due, in part, to increased funding for various methods of Treatment and for Alternatives to Juvenile Secure Care (Detention). 215 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 27EN - JUVENILE EARLY INTERVENTION DVRN - DIVERSION JVCP - JUVENILE CRIME PREVENTION FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 5,063,929 4,009,495 1,054,434 $ 5,596,985 1,980,382 3,616,603 $ 7,858,130 2,309,933 5,548,197 $ 6,201,322 2,038,217 4,163,105 $ 4,399,075 2,369,530 2,029,545 $ (3,459,055) 59,597 (3,518,652) -44.0% 2.6% -63.4% 27JT - JUVENILE TREATMENT CMDV - COMPETENCY DEVELOPMENT RTCA - RESIDENTIAL TREATMENT $ - $ - $ 218,618 218,618 - $ 98,428 98,428 - $ 394,904 128,330 266,574 $ 176,286 (90,288) 266,574 80.6% -41.3% 27JP - JUVENILE PROBATION SUPERVISION JCSA - JUV COURT SERVICES JIPS - JUV INTENSIVE PROB SUPERVISION JSTD - JUV STANDARD PROB SUPERVISION $ 9,052,664 813,784 236,423 8,002,457 $ 9,048,637 125,624 3,538,371 5,384,642 $ 8,656,489 135,799 3,609,556 4,911,134 $ 8,837,817 52,341 3,323,800 5,461,676 $ 1,541,884 131,605 273,814 1,136,465 $ (7,114,605) (4,194) (3,335,742) (3,774,669) -82.2% -3.1% -92.4% -76.9% 27JD - JUVENILE DETENTION $ DALT - ALTERNATIVE TO JUV SECURE CARE PDIS - JUV PRE-DISPO SECURE CARE PSYC - JUV DET BEHAVIORAL HEALTH - $ 786,634 686,634 100,000 $ 714,636 664,634 50,002 $ 697,213 209,426 446,122 41,665 $ 967,244 196,178 771,066 - $ 252,608 196,178 106,432 (50,002) 35.3% 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS 16.0% -100.0% $ $ $ $ 2,920,462 53,276 (1,666,371) 15,423,960 $ $ $ $ 8,001 53,276 15,493,533 $ $ $ $ 12,019 26,640 17,486,532 $ $ $ $ 51,339 22,196 15,908,315 $ $ $ $ 118,352 7,421,459 $ 106,333 $ (26,640) $ $ (10,065,073) 884.7% -100.0% $ 6,255,789 1,828,811 4,426,978 - $ 6,217,691 2,366,229 3,851,462 - $ 8,004,373 2,353,037 5,488,977 162,359 $ 6,830,123 2,340,917 4,186,094 303,112 $ 6,269,726 2,246,758 3,568,566 454,402 $ 1,734,647 106,279 1,920,411 (292,043) 21.7% 4.5% 35.0% -179.9% 27JT - JUVENILE TREATMENT CMDV - COMPETENCY DEVELOPMENT DRUG - DRUG TREATMENT NRTA - NON-RESIDENTIAL TREATMENT RTCA - RESIDENTIAL TREATMENT SEXT - SEX OFFENDER TREATMENT YRAA - YOUTH RECOVERY $ 1,684,753 1,684,753 $ 4,378,188 436,004 321,380 167,367 237,874 36,773 3,178,790 $ 4,653,018 542,485 316,172 211,239 280,086 126,762 3,176,274 $ 4,122,656 542,458 287,410 216,208 286,719 41,853 2,748,008 $ 5,104,633 597,422 323,537 316,545 252,748 57,982 3,556,399 $ (451,615) (54,937) (7,365) (105,306) 27,338 68,780 (380,125) -9.7% -10.1% -2.3% -49.9% 9.8% 54.3% -12.0% 27JP - JUVENILE PROBATION SUPERVISION JCMP - JUV COMP RESTORATION ACTIVITY JCSA - JUV COURT SERVICES JIPS - JUV INTENSIVE PROB SUPERVISION JSTD - JUV STANDARD PROB SUPERVISION $ 34,527,144 18,027,338 4,248,828 12,250,978 $ 14,642,099 600,000 4,113,231 3,039,445 6,889,423 $ 15,496,720 600,000 4,348,060 3,415,899 7,132,761 $ 14,835,346 581,890 4,264,077 2,941,574 7,047,805 $ 16,023,134 531,406 4,848,570 3,109,778 7,533,380 $ (526,414) 68,594 (500,510) 306,121 (400,619) -3.4% 11.4% -11.5% 9.0% -5.6% 27JD - JUVENILE DETENTION $ DALT - ALTERNATIVE TO JUV SECURE CARE JDAC - JUV DETENTION ASSESSMENT JMED - JUV DETENTION MEDICAL HEALTH PDIS - JUV PRE-DISPO SECURE CARE PDOS - JUV POST-DISPO SECURE CARE PSYC - JUV DET BEHAVIORAL HEALTH 1,645,262 1,645,262 - $ 26,583,257 1,774,431 1,026,621 2,165,446 20,009,056 886,837 720,866 $ 27,197,987 1,864,559 1,073,602 2,309,734 19,847,497 1,366,371 736,224 $ 25,153,682 1,602,379 813,900 2,357,307 19,798,073 46,018 536,004 $ 28,314,333 2,063,496 952,969 2,960,746 20,288,281 1,327,242 721,599 $ (1,116,346) (198,937) 120,633 (651,012) (440,784) 39,129 14,625 -4.1% -10.7% 11.2% -28.2% -2.2% 2.9% 2.0% - $ 408,444 408,444 $ 475,856 475,856 $ 451,641 451,641 $ - $ 475,856 475,856 100.0% 100.0% $ 3,317,047.04 $ 1,619,762 $ $ 56,330,258 $ $ $ $ 3,197,022 2,052,830 297,048 61,258,726 $ $ $ $ 128,477 (246,448) (297,048) (298,891) 3.9% -13.6% EXPENDITURES 27EN - JUVENILE EARLY INTERVENTION DVRN - DIVERSION JVCP - JUVENILE CRIME PREVENTION TEEN - TEEN COURT 27JI - JUVENILE INFORMATION FILE - JUVENILE INFO SYSTEM MGMNT $ 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 4,011,628.23 $ 1,827,229 $ $ 49,951,804 $ 3,687,408.00 $ 1,754,966 $ $ 57,672,053 $ 3,325,499.00 $ 1,806,382 $ $ 60,959,835 216 -57.6% -0.5% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 14,222,017 1,164,645 37,298 15,423,960 $ 42,364,270 2,355,303 4,877,798 50,045 304,388 49,951,804 $ $ $ FY 2005-06 REVISED 14,290,903 1,192,630 10,000 15,493,533 $ 48,192,650 1,496,664 7,470,748 511,991 57,672,053 $ $ $ FY 2005-06 PROJECTED 16,007,654 1,192,630 286,248 17,486,532 $ 49,730,376 2,402,720 8,182,583 644,156 60,959,835 $ $ $ FY 2006-07 ADOPTED 14,761,300 1,108,678 38,337 15,908,315 $ 47,008,334 1,882,331 6,988,872 450,720 56,330,258 $ $ $ ADOPTED TO REVISED VARIANCE % 6,218,829 1,192,630 10,000 7,421,459 $ 50,394,955 2,073,165 8,105,578 685,028 61,258,726 $ $ $ (9,788,825) (276,248) (10,065,073) -61.2% 0.0% -96.5% -57.6% (664,579) 329,555 77,005 (40,872) (298,891) -1.3% 13.7% 0.9% -6.3% -0.5% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 227 JUVENILE PROBATION GRANTS 228 JUVENILE PROBATION SPECIAL FEE 229 JUVENILE RESTITUTION FUND 275 JUVENILE PROBATION DIVERSION ALL FUNDS EXPENDITURES 100 GENERAL 227 JUVENILE PROBATION GRANTS 228 JUVENILE PROBATION SPECIAL FEE 229 JUVENILE RESTITUTION FUND 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION 455 DETENTION CAPITAL PROJECTS ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 25,071 14,197,482 882,272 16,227 302,909 15,423,960 12,111,279 14,149,027 916,150 27,240 22,237,473 184,469 326,166 49,951,804 $ $ $ $ 14,000 14,284,904 900,000 10,000 284,629 15,493,533 11,680,865 14,284,904 900,000 50,000 30,471,655 284,629 57,672,053 FY 2005-06 REVISED $ $ $ $ 14,000 16,277,903 900,000 10,000 284,629 17,486,532 12,348,117 16,277,903 900,000 50,000 31,099,186 284,629 60,959,835 FY 2005-06 PROJECTED $ $ $ $ 14,938 14,764,493 860,681 9,877 258,327 15,908,315 11,824,691 14,764,495 840,237 34,436 28,609,781 256,618 56,330,258 FY 2006-07 ADOPTED $ 14,000 6,212,830 900,000 10,000 284,629 7,421,459 $ $ $ 21,320,911 6,212,830 900,000 50,000 32,490,356 284,629 61,258,726 ADOPTED TO REVISED VARIANCE % $ $ $ $ (10,065,073) (10,065,073) 0.0% -61.8% 0.0% 0.0% 0.0% -57.6% (8,972,794) 10,065,073 (1,391,170) (298,891) -72.7% 61.8% 0.0% 0.0% -4.5% 0.0% -0.5% Personnel by Fund 100 GENERAL 227 JUVENILE PROBATION GRANTS 228 JUVENILE PROBATION SPECIAL FEE 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION TOTAL FUNDS • • • • • • FY 2005-06 ADOPTED 219.00 262.00 17.00 464.00 4.00 966.00 FY 2005-06 REVISED 181.00 262.00 16.00 487.00 5.00 951.00 FY 2006-07 ADOPTED 362.00 90.00 16.00 478.00 5.00 951.00 ADOPTED TO REVISED VARIANCE % 181.00 100% (172.00) -66% 0% (9.00) -2% 0% 0% 3.0 positions were added in the General Fund (100) during FY 2005-06 to expand Teen Court 7.0 Probation Officers and 1.0 Probation Officer Supervisor were eliminated from the Detention Operations Fund (255) after Youth Supervisor IV and Youth Supervisor V positions were created as a result of the Detention Staffing Plan and filled at the Durango Detention facility. 1.0 contract Licensed Practical Nurse in the Detention Operations Fund was replaced with a temporary position, which is not reflected as an FTE. 7.0 positions were shifted from the Grants Fund (227) to the General Fund (100) due to a reduction in grant funding from the State that was shifted to the General Fund. 12.0 Grants Fund (227) positions were eliminated due to reduced Federal and State Grant funding. 18.0 positions were added to the General Fund (100) to support the creation of a Preadjudication Investigative Unit as part of the Juvenile Court Services Activity Results Initiative. 217 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch 153.0 positions were shifted from the Grants Fund (227) to the General Fund (100) as a result of the General Fund funding shift from AHCCCS to Juvenile Probation approved in House Bill (HB) 2819. Base Adjustments • HB 2819 – Shift Juvenile Standard and Intensive Probation from State Grants to General Fund (-$125,810): House Bill (HB) 2819 approved the shift of State funding for Standard and Intensive Probation to the County in exchange for a corresponding reduction in the County AHCCCS contribution. The FY 2006-07 General Fund (100) shift from AHCCCS to Juvenile Probation is $7,435,400. The FY 2006-07 Juvenile Probation Grants Fund (227) revenue and expenditure appropriations are reduced by $7,561,210 to remove State funding that had been anticipated prior to the passage of the bill. • Shift of Grant Expenditures to General Fund ($485,981): Beginning in FY 2005-06, a fivedollar probation surcharge assessed on civil and criminal traffic violations is deposited in the Adult Probation Fees Fund (201). The resulting reduction of funding from the State to Juvenile Probation is estimated to be $485,981. Expenditure authority in the General Fund (100) has been increased by $485,981 to fund the positions that had been supported by the grant funding. 7.0 positions in the GIS Application Development, Juvenile Court Services, Juvenile Standard Probation, and Office of the Director Activities are shifted from the Grants Fund (227) to the General Fund. • Non-Recurring Diversion Activity Spending - Fund Balance ($40,000): The Adopted budget includes non-recurring expenditure authority of $40,000 in the Juvenile Restitution Fund (229) for the Department to spend fund balance on non-recurring payments to crime victims. • Reduced Grant Funding in Juvenile Crime Prevention, Juvenile Intensive Probation Supervision, Juvenile Standard Probation Supervision, Alternatives to Juvenile Secure Care Activities (-$510,864): Reduced funding from various grants in FY 2006-07 requires a $510,864 reduction from FY 2005-06 in budgeted Grants Fund (227) revenue and expenditures. The Adopted budget includes a reduction in expenditure appropriation in the Juvenile Crime Prevention, Juvenile Intensive Probation Supervision, Juvenile Standard Probation Supervision, and Alternatives to Juvenile Secure Care Activities. • Adjust Budgeted Personnel Savings (-$902,030): The Adopted budget includes savings in the General Fund (100) increased by ($395,766) to 7.5% and by ($506,264) to 10.0% in the Detention Fund (255). Increasing Personnel Savings will more accurately reflect current actual expenditure patterns in the Department. Future market increases, especially for Juvenile Probation Officer and Youth Supervisor positions, would reduce the vacancy rate and could require additional funding to reduce personnel savings. Furthermore, 12.0 vacant positions in the Grants Fund (227) are eliminated due to insufficient grant funding to support the positions. The removal of the positions is offset by a reduction of $636,072 in Grants Fund personnel savings. 218 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Results Initiatives The following Results Initiatives were included in the FY 2005-06 Adopted budget: • Juvenile Competency Restoration - $600,000 ($600,000 annualized) General Fund: Initiative added $600,000 to fund competency restoration services for juveniles that are not wards of the Court. Expected Result: 70% of juveniles receiving services will attain competency within 180 days. Actual Result: In FY 2004-05, 81% of juveniles were restored to competency. In the first quarter of FY 2005-06, the Department reports that 87% of juveniles receiving services attained competency within 180 days. However, the Department did not track results for all juveniles that completed restoration. Data collection for this Activity has yet to be standardized. • Youth Recovery Academy Expansion - $1,511,096 ($1,700,350 annualized) Detention Fund: Initiative added 1.0 FTE and expanded the Youth Recovery Academy (formerly called the “Residential Treatment Center”) to operate an additional 24 beds, specifically for female offenders. The additional funding allows for gender-specific, family-based programming to include physical, emotional, psychiatric, substance abuse and academic services. Expected Result: 70% of juveniles will successfully complete treatment and not receive a new delinquent referral within 6 months. Actual Result: The Department does not yet have results data for the expansion of the Youth Recovery Activity to include the second 24 beds. However, for FY 2004-05 and 2005-06, the Department reports that 65% of juvenile offenders who successfully complete the Youth Recovery Academy within the prior 12 months were not referred to the juvenile court for a delinquent offense. • Alternatives to Juvenile Secure Care - $483,585 ($660,127 annualized) Detention Fund: Initiative added 3.0 FTE to expand community-based alternatives to detention. Expected Result: 89% of juveniles ordered to Alternatives to Juvenile Secure Care Detention will not receive a new delinquent referral while in the program. Actual Result: The Department reports that during the first half of FY 2005-06, 83% of juveniles ordered to Alternatives to Juvenile Secure Care Detention did not receive a new delinquent referral while in the program. The Department maintains contact with service providers and places juveniles into the programs that best meet their needs. The Department continues to monitor the juvenile and his or her progress while participating in the alternative programs. The Department files reports on the success or failure of the juvenile in completing the terms of his or her participation in the programs and takes the appropriate follow-up action. The following Results Initiatives are included in the FY 2006-07 Adopted budget: • Expansion of Juvenile Court Services Activity - Investigative Unit - $1,141,357 ($1,129,431 annualized) General Fund: Initiative adds 15.0 Juvenile Probation Officer, 1.0 Juvenile Probation Officer Supervisor, and 2.0 Justice Court Clerk positions and associated equipment to create an Investigative Unit to create pre-adjudication and pre-disposition reports for the Court. Prior to making decisions in a juvenile case, the Court requests that the Department investigate the circumstances of the case and to make recommendations regarding disposition. Currently, Juvenile Probation Officers with Standard Probation caseloads also develop the preadjudication report ordered by the Court. Requiring Standard Probation Officers to perform preadjudication and pre-disposition investigative duties makes both the reports and the supervision of juveniles less effective. The Adopted budget includes funding in the amount of $1,141,357 219 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch ($1,129,431 annualized) in the General Fund (100) for the expansion of the Juvenile Court Services Activity. A new Juvenile Investigative Report Activity may be necessary in order to measure performance and track costs in this area. Expected Result: The percent of pre-adjudication/pre-disposition reports completed on time during the reporting period will increase to 92% in FY 2006-07 from 90% in FY 2005-06. The percentage of probationers successfully released from Standard Probation in the prior 12 months that did not have a new delinquent referral by the end of the reporting period will increase from 89% in FY 2005-06 to 91% in FY 2006-07. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 11,680,865 $ 14,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY06 Pay for Performance Adjustment $ Court Information Processor, Judicial Court Clerk Market Adjustment Collector Market Adjustment Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments Reallocations FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Shift of Grant Expenditures to General Fund $ Adjust Budgeted Personnel Savings HB 2819 - Shift Juvenile Standard and Intensive Probation from State Grants to General Fund Subtotal $ FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Expansion of Juvenile Court Services Activity - Investigative Unit FY 2006-07 ADOPTED BUDGET: 220 270,115 198,584 2,179 470,878 $ $ - 12,151,743 $ 14,000 77,649 $ 129,778 168,523 (434,540) 11,170 176,089 87,679 285,848 502,196 $ - 12,653,939 $ 14,000 485,981 $ (395,766) - 7,435,400 7,525,615 $ - $ 20,179,554 $ 14,000 $ Subtotal $ 1,141,357 1,141,357 $ $ - $ 21,320,911 $ 14,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Juvenile Probation Grants (227) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 14,284,904 $ 14,284,904 FY 2005-06 REVISED RESTATED BUDGET: $ 14,284,904 $ 14,284,904 FY 2006-07 BUDGET TARGET: $ 14,284,904 $ 14,284,904 BASE ADJUSTMENTS: Reduced Grant Funding in Juvenile Crime Prevention, Juvenile Intensive Probation Supervision, Juvenile Standard Probation Supervision, Alternatives to Juvenile Secure Care Activities $ HB 2819 - Shift Standard and Intensive Probation State Grants to Juvenile Probation General Fund Subtotal $ FY 2006-07 ADOPTED BUDGET: $ (510,864) $ (510,864) (7,561,210) (8,072,074) $ (7,561,210) (8,072,074) 6,212,830 $ 6,212,830 FY 2005-06 FY 2005-06 REVISED PROJECTED (780,885) $ (732,467) $ FY 2006-07 ADOPTED (732,468) Juvenile Probation Grants (227) Appropriated Budget Reconciliation Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2004-05 ACTUAL (780,885) $ FY 2005-06 ADOPTED (780,885) $ 14,197,482 14,149,027 48,455 14,284,904 14,284,904 - $ $ (732,430) $ $ $ (780,885) $ 16,277,903 16,277,903 - $ $ 14,764,493 $ 14,764,495 (1) $ (780,885) $ (732,468) $ 6,212,830 6,212,830 (732,468) Juvenile Probation Special Fees (228) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 900,000 $ 900,000 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance $ 900,000 $ 900,000 $ 6,864 $ 10,743 (46,217) 1,246 5,679 21,685 - $ - Subtotal $ FY 2006-07 BUDGET TARGET: $ 900,000 $ 900,000 FY 2006-07 ADOPTED BUDGET: $ 900,000 $ 900,000 221 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Juvenile Probation Special Fees (228) Fund Balance Summary $ FY 2005-06 ADOPTED 853,666 $ 882,272 $ 916,150 (33,878) $ 900,000 900,000 - $ 892,743 853,666 Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 926,621 $ $ FY 2005-06 REVISED 853,666 $ $ 900,000 900,000 - $ 853,666 FY 2005-06 PROJECTED $ 892,749 $ $ $ FY 2006-07 ADOPTED 926,621 $ 860,681 840,237 20,443 $ 900,000 900,000 - $ 913,192 $ 926,621 Juvenile Restitution (229) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 50,000 $ 10,000 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ 50,000 $ 10,000 TARGET ADJUSTMENTS: One-Time Diversion Spending $ (40,000) $ - FY 2006-07 BUDGET TARGET: $ 10,000 $ 10,000 $ Subtotal $ 40,000 40,000 $ $ - $ 50,000 $ 10,000 BASE ADJUSTMENTS: Non-Recurring Diversion Activity Spending - Fund Balance FY 2006-07 ADOPTED BUDGET: Juvenile Restitution (229) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance $ $ FY 2004-05 ACTUAL 97,763 $ 16,227 $ 27,240 (11,013) $ 86,750 $ FY 2005-06 ADOPTED 65,396 $ 10,000 $ 50,000 (40,000) $ 25,396 222 $ FY 2005-06 REVISED 65,396 FY 2005-06 PROJECTED $ 86,750 10,000 $ 50,000 (40,000) $ 25,396 $ $ 9,877 $ 34,436 (24,560) $ 62,190 $ FY 2006-07 ADOPTED 62,190 10,000 50,000 (40,000) 22,190 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Juvenile Probation Detention Operations (255) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 30,471,655 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY06 Pay for Performance Adjustment $ Court Information Processor, Judicial Court Clerk Market Adjustment Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of FY 2006 Initiatives Adjustment of Department Overhead FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Adjust Budgeted Personnel Savings 496,831 28,435 525,266 $ $ - $ 30,996,921 $ - $ $ Subtotal $ 208,923 297,542 365,796 434,540 104,855 12,190 575,853 1,999,699 $ - $ 32,996,620 $ - (506,264) $ (506,264) $ - $ Subtotal $ FY 2006-07 ADOPTED BUDGET: - $ 32,490,356 $ - Detention Operations Fund Non-Recurring Items – Appropriated Fund Balance Recruitment, $125,000 Juvenile Probation Diversion (275) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 284,629 $ 284,629 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance $ 284,629 $ 284,629 $ 2,145 $ 3,592 (14,125) 8,388 - $ - Subtotal $ FY 2006-07 BUDGET TARGET: $ 284,629 $ 284,629 FY 2006-07 ADOPTED BUDGET: $ 284,629 $ 284,629 223 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Juvenile Probation Diversion (275) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 412,814 $ $ $ 302,909 184,469 118,440 $ 531,254 FY 2005-06 ADOPTED 472,835 $ FY 2005-06 REVISED 472,835 $ $ 284,629 284,629 - $ 284,629 284,629 - $ 472,835 $ 472,835 FY 2005-06 PROJECTED $ 531,254 FY 2006-07 ADOPTED 532,962 $ $ $ $ 258,327 256,618 1,708 $ 284,629 284,629 - $ 532,962 $ 532,962 Mandates 270 JUVENILE PROBATION MANDATED EXPENDITURES 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on grant funding shifts and reductions in several Activities. See the Base Adjustment section above for additional detail. 224 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Mandates (Continued) Program Activity JUVENILE EARLY INTERVENTION Purpose The purpose of the Juvenile Early Intervention Program is to provide Prevention and Diversion opportunities to juveniles and families to prevent juvenile crime. DIVERSION The purpose of the Juvenile Court Diversion Activity is to divert juvenile offenders from the formal court process by providing alternatives to formal court intervention for juvenile offenders and their families so that they can avoid future entry into juvenile justice processes. The purpose of the Crime & Truancy Prevention Activity is to provide crisis counseling and referral services, delinquency and truancy prevention information, and law-related education to juveniles and their families to prevent juvenile crime. A.R.S. § 8-234; 8-321; 8-322; 8-388 The purpose of the Teen Court Activity is to provide educational courtroom simulations as a community-based alternative to formal court intervention to juveniles and families so that they can avoid future offenses. 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 reoffend upon release into the community. The purpose of the Alternatives to Juvenile Secure Care Activity is to provide community-based alternatives to secure care detention for juvenile offenders so that they can remain in their community while ensuring their appearance in court and do not commit further offenses. The purpose of the Juvenile Detention Assessment (JDAC) Activity is to assess and recommend initial placement for juvenile offenders presented to detention so that they can be placed in an environment that best meets the needs of the juvenile and the community thus ensuring that the juvenile shows up for court and community safety is enhanced. The purpose of the Juvenile Detention Medical Health Activity is to provide mandated medical treatment and services to juveniles placed in detention so that they can maintain and/or improve their physical well-being. A.R.S. § 8-231; 8-388 JUVENILE CRIME PREVENTION TEEN COURT JUVENILE DETENTION ALTERNATIVE TO JUV SECURE CARE JUV DETENTION ASSESSMENT JUV DETENTION MEDICAL HEALTH Mandate A.R.S. § 8-205; 8-321; 8-322; 8-381; 8-382; 8383; 8-384; 8-385; 8-386; 8-387; 8-388; 8-389; 8-390; 8-391; 8-392; 8-393; 8-394; 8-395; 8396; 8-397; 8-398; 8-399; 8-400; 8-401; 8-402; 8-403; 8-404; 8-405; 8-406; 8-407; 8-408; 8409; 8-410; 8-411; 8-412; 8-413; 8-414; 8-415; 8-416; 8-417; 8-418; 23; 25; 33; A.R.S. § 8-307; 8-321; 8-322 A.R.S. § 8-303; 15-1372 A.R.S. § 8-236; 8-245; 8-271; 8-272; 8-303; 8341; 8-342; 13-3620; 36-2152; 36-2271; 362904; 44-132; 44-132; 44-133; 44-133; 44-134 JUV PRE-DISPO SECURE CARE The purpose of the Juvenile Detention Pre-Disposition Secure Care Activity is to provide a safe, healthy environment for juveniles so that their physical, emotional and educational needs are met while ensuring their appearance in court. A.R.S. § 8-305; 8-306; 8-341; 8-393; 8-394; 8401; 8-402 JUV POST-DISPO SECURE CARE The purpose of the Juvenile Detention Post-Disposition Secure Care Activity is to provide secure detention for adjudicated juveniles so that they meet legal obligations and not re-offend. The purpose of the Juvenile Detention Behavioral Health Activity is to provide mandated behavioral health care for juvenile offenders placed in detention so that they can maintain and/or improve their mental well-being. A.R.S. § 8-249; 8-305; 8-306; 8-341; 8-371; 8393; 8-394; 8-401; 8-402 JUV DET BEHAVIORAL HEALTH 225 A.R.S. § 8-236; 8-245; 8-249; 8-271; 8-272; 8303; 8-305; 8-306; 8-341; 8-342; 13-3620; 362152; 36-2271; 36-2904; 44-132; 44-132; 44133; 44-134 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Juvenile Probation, Judicial Branch Mandates (Continued) Program Activity JUVENILE INFORMATION JUVENILE INFO SYSTEM MGMNT JUVENILE PROBATION SUPERVISION Purpose Mandate The purpose of the Juvenile Information Program is to provide accurate juvenile case record information for the Court so that they can make informed decisions regarding the disposition of juvenile offenders. A.R.S. § 25-502; 41-1750 The purpose of the Juvenile Information System Management Activity is to provide accurate juvenile case record information for the Court so that they can make informed decisions regarding the disposition of juvenile offenders. The purpose of the Juvenile Probation Supervision Program is to provide appropriate levels of community supervision to adjudicated juveniles who have been placed on probation so that they can become law abiding members of the community. JUV COMP RESTORATION ACTIVITY The purpose of the Juvenile Offender Competency Restoration Activity is to provide psychological assessment and restoration services to juvenile offenders so that they can become legally competent to participate in their court proceedings. A.R.S. § 8-291 JUV COURT SERVICES The purpose of the Juvenile Court Services Activity is to provide information to the Court, Juvenile Probation clients, and victims so that all parties have the necessary information to make informed decisions. JUV INTENSIVE PROB SUPERVISION A.R.S. § 8-322; 8-381; 8-382; 8-383; 8-384; 8385; 8-386; 8-387; 8-388; 8-389; 8-390; 8-391; 8-392; 8-393; 8-394; 8-395; 8-396; 8-397; 8398; 8-399; 8-400; 8-401; 8-402; 8-403; 8-404; 8-405; 8-406; 8-407; 8-408; 8-409; 8-410; 8411; 8-412; 8-413; 8-414; 8-415; 8-416; 8-417; 8-418 A.R.S. § 8-203; 8-205; 8-239; 8-322; 8-341; 8351; 8-352; 8-353; 8-354; 8-355, 8-356; 8-357; 8-358; 8-406; 8-407; 13-501 A.R.S. § 8-203; 8-205; 8-239; 8-322; 8-341; 8355, 8-404; 8-406; 8-407; 13-501 The purpose of the Juvenile Intensive Probation Supervision Activity is to provide statutorily mandated supervision to juveniles so that they can comply with the orders of the Court and avoid future criminal behavior. The purpose of the Juvenile Standard Supervision Activity is to provide the appropriate level of supervision to adjudicated juveniles so that they can comply with the orders of the Court and avoid future criminal behavior. 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. The purpose of the Juvenile Skills Development Activity is to provide vocational A.R.S. § 8-234; 8-321; 8-344; 8-346; 8-355 rehabilitation and community service opportunities to juvenile offenders so that they can satisfy legal obligations while learning job skills. The purpose of the Drug Treatment Activity is to provide substance abuse based A.R.S. § 8-234 treatment to juvenile offenders so that they can become law-abiding citizens and avoid future criminal behavior. The purpose of the Non-Residential Treatment Activity is to provide therapeutic A.R.S. § 8-234 sessions and structured activities to juvenile offenders so that they can become accountable for their own behavior and avoid future criminal involvement. JUV STANDARD PROB SUPERVISION JUVENILE TREATMENT COMPETENCY DEVELOPMENT DRUG TREATMENT NON-RESIDENTIAL TREATMENT RESIDENTIAL TREATMENT The purpose of the Residential Treatment Activity is to provide therapy and structured A.R.S. § 8-234; 8-350 activities in a residential environment for juvenile offenders so that they can become accountable for their own behavior and avoid future criminal involvement. SEX OFFENDER TREATMENT The purpose of the Sex Offender Treatment Activity is to provide specialized treatment A.R.S. § 8-234; 8-342; 8-350 to juvenile offenders so that they can become law-abiding citizens, thereby avoiding future court involvement. The purpose of the Youth Recovery Academy is to provide specialized behavioral and A.R.S. § 8-234 substance abuse therapy to juvenile offenders so that they can become law-abiding citizens and avoid future criminal behavior. YOUTH RECOVERY 226 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Trial Courts Analysis by Wendy Johnson, Management & Budget Analyst Departmental Information Organizational Chart Judicial Executive Committee Special Deputy Court Administrator Judicial Formation and Fairness Studies Chief Technology Officer Court Technology Services Deputy Court Administrator Space Planning & Facilities Administrative Services Director Judicial Branch Management Committee Presiding Judge Judicial Branch Administrator Deputy Court Administrator Superior Court Operations & Caseflow Management Deputy Court Administrator Court-wide Support Services Community Relations Director Limited Jurisdiction Court Administrator Public Information Officer Adult Probation Department Chief Probation Officer Juvenile Probation Department Chief Probation Officer The commitment and mission of the Superior Court of Arizona in Maricopa County and the Maricopa County Justice Courts is to provide justice to litigants, defendants, victims, and the public so that they can obtain legal resolution that is timely, fair, and impartial. Vision The Superior Court of Arizona in Maricopa County and the Maricopa County Justice Courts are committed to continually striving to improve services through innovation and better business practices to resolve disputes and design programs that address family, civil, and criminal issues fairly and without undue delay. We are committed to be the best at what we do, whether providing a judicial forum or specific customer-centered programs and how to position ourselves to anticipate change, rather than react to it. Strategic Goals • By June 2007, the Superior Court and Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established trial court and limited jurisdiction court standards. Status: The Civil Justice Program meets this standard, Family Adjudication is at 92%, and the Criminal Justice Program is at 85%. The iCIS migration will allow Justice Court cases to measure time standards in FY 2006-07. 227 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch • Litigants, defendants, and the public will benefit from a Mental Health Court where legal services are coordinated for those with mental health and competency issues. By June 2007, the case clearance rate in Mental Health Court will average 95%. Status: The Comprehensive Mental Health Court was formed in September 2005 and will begin hearing comprehensive mental health cases during FY 2006-07 which will allow for the case clearance rate to be measured. • The public will experience increased access to the court system and availability of information and court forms through expanded development of the court website. By June 2007, 90% of website visitors will report satisfaction with the services and information provided. Status: Additional Court forms will be added in 2006 as well as an on-line customer survey to help determine customer satisfaction. • The courts and justice agencies will expand their ability to make informed decisions using timely, accurate, and coordinated information provided through the enhanced, integrated Court Information System (iCIS). By July 2006, all 23 Maricopa County Justice Courts will have implemented iCIS as their case and financial management database system. By October 2006, the Juvenile Probation Department and Juvenile Court will be fully integrated with iCIS and by March 2007, the Adult Probation Department will be fully integrated with iCIS. Status: All Justice Courts will have implemented iCIS by April 2006. The Juvenile Probation Department, Juvenile Justice Program, and the Adult Probation Department will be integrated with iCIS as scheduled during FY 2006-07. 228 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Department Performance Information Criminal Case and Family Pre Decree filings have increased since FY 2002-03. While caseloads have increased, the Court’s ability to resolve these cases within the time standard, set by the Supreme Court, has also increased. This trend is expected to continue in FY 2006-07 as a result of adding criminal divisions and extended Family Court evening hours as approved by the Board of Supervisors in the FY 2006-07 Adopted Budget. Criminal Cases Filed and Percentage Resolved Within 180 Days 43,000 89% 42,000 88% 41,000 85% 38,000 84% 40,000 41,675 35,000 38,605 36,000 38,685 37,000 36,638 Cases Filed 86% 39,000 FY 03 FY 04 FY 05 FY 06 Proj FY 07 Proj 34,000 83% Cases Resolved 87% 40,000 82% 81% Number of Criminal Cases Filed Percentage of Criminal Cases Resolved Within 180 Days Family (Pre Decree) Cases Filed and Percentage Resolved Within 12 Months 99% 35,000 97% 95% 93% 30,500 91% 29,000 27,500 89% 87% 26,000 85% FY 03 FY 04 FY 05 FY 06 Proj FY 07 Proj Number of Family (Pre Decree) Cases Filed Percentage of Family (Pre Decree) Cases Resolved Within 12 Months 229 Cases Resolved 33,135 32,666 32,000 29,414 Cases Filed 33,500 33,984 35,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Department Budget Information Total Revenue by Program and Activity FY 2004-05 ACTUAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % REVENUE SUPERIOR COURT 80CJ - CRIMINAL JUSTICE PROGRAM CPAD - CAPITAL ADJUDICATION CTRF - CRIMINAL TRAFFIC FELA - GENERAL FELONY ADJUDICATION 80FA - FAMILY ADJUDICATION PROGRAM FPRE - FAMILY PRE DECREE FPST - FAMILY POST DECREE 80JJ - JUVENILE JUSTICE PROGRAM JDEP - JUVENILE DEPENDENCY ADJUD 80PC - PROBATE COURT PROGRAM EPTA - ESTATE PROBATES & TRUST ADMIN TOTAL PROGRAMS JUSTICE COURTS 80CJ - CRIMINAL JUSTICE PROGRAM MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI 80CV - CIVIL JUSTICE PROGRAM CIVT - CIVIL TRAFFIC CVAD - GENERAL CIVIL ADJUDICATION CVSC - CIVIL SMALL CLAIMS FDET - FORCIBLE DETAINER INJH - INJUNCTIONS AGAINST HARASS ORDP - ORDERS OF PROTECTION SMCV - SMALL CIVIL (JUSTICE COURTS) TOTAL PROGRAMS COURT ADMINISTRATION 80OS - COURT OPERATIONS SUPPORT PROG CINT - COURT INTERPRETATION CSEC - COURT SECURITY JURR - JURORS PICO - PUB INFORM & COMMUNITY OUTRCH 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 27,041,705 27,041,705 $ $ 432,081 432,081 $ $ 27,473,786 $ $ $ $ $ $ $ $ $ $ $ $ $ 9,084,778 9,084,778 463,831 463,831 9,548,609 $ $ $ $ $ 8,853,531 8,853,531 498,266 498,266 9,351,797 $ 11,628,427 11,628,427 $ $ 544,113 544,113 $ $ 12,172,540 $ $ $ $ $ 6,751,207 67,866 1,845,411 4,837,930 3,751,502 3,049,894 701,608 844,347 844,347 372,097 372,097 11,719,153 $ (2,102,324) 67,866 1,845,411 (4,015,601) $ 3,751,502 3,049,894 701,608 $ 346,081 346,081 $ 372,097 372,097 $ 2,367,356 63,932 63,932 1,930,384 1,930,384 1,994,316 $ 16,415,157 16,415,157 $ 1,787,450 1,787,450 $ 18,202,607 $ 16,454,913 16,454,913 $ 1,893,329 1,893,329 $ 18,348,242 $ 15,367,057 15,367,057 $ 1,986,872 1,986,872 $ 17,353,929 3,030,073 2,156,712 873,361 $ 16,150,595 5,797,919 3,128,969 1,340,028 2,332,447 591,985 1,061,536 1,897,711 $ 19,180,668 $ (13,424,840) (14,298,201) 873,361 $ 14,257,266 5,797,919 1,235,640 1,340,028 2,332,447 591,985 1,061,536 1,897,711 $ 832,426 2,472,246 697,130 549,789 1,225,326 347,354 782,327 (46,354) 3,555,573 $ $ $ $ $ TOTAL REVENUE $ 33,023,676 $ $ $ $ 2,371,279 699,102 509,177 1,163,000 495,518 1,084,493 3,951,290 $ 31,702,506 $ $ $ $ 2,519,141 895,131 461,010 1,163,000 460,114 1,261,852 4,241,107 $ 31,941,146 $ $ $ $ 2,343,597 757,809 443,230 1,142,557 480,669 1,125,777 3,950,043 $ 33,476,511 $ 2,602,066 500 1,276,272 440,294 885,000 458,388 1,260,352 4,320,806 $ $ $ $ $ 35,220,627 $ $ $ $ $ 82,925 500 381,141 (20,716) (278,000) (1,726) (1,500) 79,699 3,279,481 -23.7% -45.4% 69.5% 69.5% 25.3% -81.6% -86.9% 753.0% 65.3% 4.5% 3.3% 42.6% -4.5% -23.9% -0.4% -0.1% 1.9% 10.3% Note: Trial Courts has implemented a new Program/Activity structure for FY 2006-07 that aligns better with its strategic plan and services provided. In most Programs and Activities, the prior year budget data is not available. 230 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Total Expenditures by Program and Activity FY 2004-05 ACTUAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 34,889,411 34,889,411 $ $ $ 279,087 279,087 $ 577,341 577,341 $ $ 35,745,838 $ 38,508,398 38,508,398 $ $ 468,866 283,801 185,065 $ 264,625 264,625 $ 585,433 585,433 $ $ 39,827,322 $ 39,867,946 39,867,946 $ $ 407,864 210,273 197,591 $ 250,577 250,577 $ 658,829 658,829 $ $ 41,185,216 $ 38,624,501 38,624,501 $ $ 238,168 118,250 119,918 $ 432,397 432,397 $ 624,249 624,249 $ $ 39,919,315 $ 20,173,345 310,932 2,125,217 670,912 17,066,284 $ 503,854 317,554 186,300 $ 14,938,578 10,884,467 4,054,111 $ 881,865 881,865 $ 6,319,137 2,855,130 3,464,007 $ 2,182,916 2,182,916 $ 44,999,695 $ 19,694,601 49.4% (310,932) (2,125,217) (670,912) 22,801,662 57.2% $ (503,854) (317,554) (186,300) $ (14,530,714) -3562.6% (10,674,194) -5076.4% (3,856,520) -1951.8% $ (631,288) -251.9% (631,288) -251.9% $ (5,660,308) -859.1% (2,855,130) (2,805,178) -425.8% $ (2,182,916) (2,182,916) $ (3,814,479) -9.3% $ 9,375,671 9,375,671 $ 2,454,070 2,454,070 $ 11,829,741 $ 9,241,976 9,241,976 $ 2,396,748 2,396,748 $ 11,638,724 $ 10,977,444 10,977,444 $ 2,788,742 2,788,742 $ 13,766,186 $ 10,801,627 10,801,627 $ 2,695,652 2,695,652 $ 13,497,279 $ 2,336,583 1,516,410 820,173 $ 17,915,463 4,303,401 6,909,248 1,163,353 2,456,557 456,549 821,785 1,804,570 $ 20,252,046 $ $ 15,761,662 10,026,626 70,460 3,100,748 2,563,828 $ 9,069,321 $ 4,803,590 $ 29,634,573 $ 18,011,121 11,779,343 220,181 3,321,121 2,690,476 $ 9,937,419 $ 4,395,222 $ 32,343,762 $ 19,253,693 13,213,767 216,095 3,004,141 2,819,690 $ 9,892,343 $ 5,030,901 $ 34,176,937 $ 19,266,617 13,019,158 226,830 3,223,849 2,796,780 $ 9,695,541 $ 4,343,107 $ 33,305,265 $ 15,500,663 2,855,318 6,661,606 231,441 244,040 3,423,156 2,085,102 9,827,757 5,127,913 $ 30,456,333 $ 3,753,030 (2,855,318) 6,552,161 (231,441) (27,945) (419,015) 734,588 64,586 (97,012) $ 3,720,604 -12.9% -13.9% 26.1% 0.7% -1.9% 10.9% TOTAL EXPENDITURES $ 77,210,152 $ 83,809,808 $ 89,128,339 $ 86,721,859 $ 95,708,074 $ (6,579,735) -7.4% EXPENDITURES SUPERIOR COURT 80CJ - CRIMINAL JUSTICE PROGRAM CPAD - CAPITAL ADJUDICATION CTRF - CRIMINAL TRAFFIC FDAD - FELONY DUI ADJUDICATION FELA - GENERAL FELONY ADJUDICATION 80TA - TAX ADJUDICATION PROGRAM LRTA - LARGE RECORD TAX ADJUD SRTA - SMALL RECORD TAX ADJUD 80FA - FAMILY ADJUDICATION PROGRAM FPRE - FAMILY PRE DECREE FPST - FAMILY POST DECREE 80MH - MENTAL HEALTH COURT PROGRAM MENT - MENTAL HEALTH 80JJ - JUVENILE JUSTICE PROGRAM JDEL - JUVENILE DELINQUENCY ADJUD JDEP - JUVENILE DEPENDENCY ADJUD 80PC - PROBATE COURT PROGRAM EPTA - ESTATE PROBATES & TRUST ADMIN TOTAL PROGRAMS JUSTICE COURTS 80CJ - CRIMINAL JUSTICE PROGRAM MCAD - MISDEMEANOR CRIM ADJUDICATION MDUI - MISDEMEANOR DUI 80CV - CIVIL JUSTICE PROGRAM CIVT - CIVIL TRAFFIC CVAD - GENERAL CIVIL ADJUDICATION CVSC - CIVIL SMALL CLAIMS FDET - FORCIBLE DETAINER INJH - INJUNCTIONS AGAINST HARASS ORDP - ORDERS OF PROTECTION SMCV - SMALL CIVIL (JUSTICE COURTS) TOTAL PROGRAMS COURT ADMINISTRATION 80OS - COURT OPERATIONS SUPPORT PROG CINT - COURT INTERPRETATION CSEC - COURT SECURITY CTRN - COURT TRANSLATION INDG - INDIGENT DEFENSE REIMBURSE JURR - JURORS PICO - PUB INFORM & COMMUNITY OUTRCH 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 8,640,861 9,461,034 (820,173) $ (15,126,721) (4,303,401) (4,120,506) (1,163,353) (2,456,557) (456,549) (821,785) (1,804,570) $ (6,485,860) 78.7% 86.2% -542.4% -147.8% -47.1% 19.5% 49.6% Note: Trial Courts has implemented a new Program/Activity structure for FY 2006-07 that aligns better with its strategic plan and services provided. In most Programs and Activities, the prior year budget data is not available. 231 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 5,183,838 13,792,949 12,993,787 1,053,102 33,023,676 $ 63,166,809 3,497,939 9,343,494 1,201,911 77,210,152 $ $ $ FY 2005-06 REVISED 5,668,560 14,391,262 10,833,027 809,657 31,702,506 $ 70,492,786 2,358,840 9,971,096 987,086 83,809,808 $ $ $ FY 2005-06 PROJECTED 6,085,622 14,250,217 10,832,527 772,780 31,941,146 $ 77,015,864 2,287,412 8,911,671 913,392 89,128,339 $ $ $ 5,997,948 14,097,700 12,408,260 972,603 33,476,511 73,640,049 2,685,130 9,492,677 904,004 86,721,859 FY 2006-07 ADOPTED 6,599,721 15,333,400 12,420,365 867,141 35,220,627 $ $ 84,529,858 3,347,947 6,736,066 1,094,203 95,708,074 $ ADOPTED TO REVISED VARIANCE % $ $ $ 514,099 1,083,183 1,587,838 94,361 3,279,481 8.4% 7.6% 14.7% 12.2% 10.3% (7,513,994) (1,060,535) 2,175,605 (180,811) (6,579,735) -9.8% -46.4% 24.4% -19.8% -7.4% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT 208 JUDICIAL ENHANCEMENT 238 TRIAL COURTS GRANTS 245 JUSTICE COURTS SPECIAL REVENUE 256 PROBATE FEES 257 CONCILIATION COURT FEES 259 TRIAL COURTS SPECIAL REVENUE 261 LAW LIBRARY FEES 264 SUPERIOR COURT FILL THE GAP 271 EXPEDITED CHILD SUPPORT 276 SPOUSAL MAINT ENF ENHANCEMENT 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION ALL FUNDS EXPENDITURES 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT 208 JUDICIAL ENHANCEMENT 238 TRIAL COURTS GRANTS 245 JUSTICE COURTS SPECIAL REVENUE 256 PROBATE FEES 257 CONCILIATION COURT FEES 259 TRIAL COURTS SPECIAL REVENUE 261 LAW LIBRARY FEES 264 SUPERIOR COURT FILL THE GAP 271 EXPEDITED CHILD SUPPORT 276 SPOUSAL MAINT ENF ENHANCEMENT 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION ALL FUNDS $ $ $ $ 17,612,064 673,930 407,568 1,454,649 2,455,914 394,995 1,638,848 5,227,808 902,655 1,476,643 377,378 107,735 110,208 183,281 33,023,676 63,488,628 766,220 358,470 1,481,295 1,300,199 310,191 1,570,495 4,906,033 810,661 1,456,332 407,136 84,192 89,228 181,072 77,210,152 FY 2005-06 ADOPTED $ $ $ $ 15,028,261 608,704 600,000 1,930,131 2,062,052 372,000 1,545,000 6,307,262 875,000 1,547,846 444,500 111,750 100,000 170,000 31,702,506 67,135,563 608,704 600,000 1,930,131 2,062,052 372,000 1,545,000 6,307,262 875,000 1,547,846 444,500 111,750 100,000 170,000 83,809,808 FY 2005-06 REVISED $ $ $ $ 15,028,261 608,704 600,000 1,930,131 2,062,052 372,000 1,545,000 6,307,262 875,000 1,783,651 444,500 111,750 100,000 172,835 31,941,146 72,215,454 608,704 600,000 1,930,131 2,062,052 372,000 1,545,000 6,307,262 875,000 1,783,651 444,500 111,750 100,000 172,835 89,128,339 232 FY 2005-06 PROJECTED $ $ $ $ 16,845,199 639,984 396,579 1,929,590 2,304,031 373,673 1,617,658 5,862,379 885,683 1,783,651 425,958 117,006 112,307 182,814 33,476,511 70,456,267 494,140 561,828 1,900,199 2,201,940 382,142 1,669,409 5,643,074 820,043 1,782,228 441,719 98,538 89,178 181,156 86,721,859 FY 2006-07 ADOPTED $ $ $ $ 18,162,083 650,000 500,000 1,930,131 3,000,000 372,000 1,630,000 5,478,677 885,000 1,783,651 425,000 111,750 110,000 182,335 35,220,627 77,815,530 1,484,000 500,000 1,930,131 3,000,000 372,000 1,630,000 5,478,677 885,000 1,783,651 425,000 111,750 110,000 182,335 95,708,074 ADOPTED TO REVISED VARIANCE % $ $ $ $ 3,133,822 41,296 (100,000) 937,948 85,000 (828,585) 10,000 (19,500) 10,000 9,500 3,279,481 20.9% 6.8% -16.7% 0.0% 45.5% 0.0% 5.5% -13.1% 1.1% 0.0% -4.4% 0.0% 10.0% 5.5% 10.3% (5,600,076) (875,296) 100,000 (937,948) (85,000) 828,585 (10,000) 19,500 (10,000) (9,500) (6,579,735) -7.8% -143.8% 16.7% 0.0% -45.5% 0.0% -5.5% 13.1% -1.1% 0.0% 4.4% 0.0% -10.0% -5.5% -7.4% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Personnel by Fund 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT 208 JUDICIAL ENHANCEMENT 238 TRIAL COURTS GRANTS 245 JUSTICE COURTS SPECIAL REVENUE 256 PROBATE FEES 257 CONCILIATION COURT FEES 259 TRIAL COURTS SPECIAL REVENUE 264 SUPERIOR COURT FILL THE GAP 271 EXPEDITED CHILD SUPPORT 276 SPOUSAL MAINT ENF ENHANCEMENT 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION TOTAL FUNDS FY 2005-06 ADOPTED 1,170.53 5.00 7.00 33.00 21.00 9.00 30.00 72.50 33.00 11.00 2.00 2.00 3.00 1,399.03 FY 2005-06 REVISED 1,217.51 5.00 9.00 33.00 35.00 8.00 24.00 83.00 32.00 10.00 2.00 2.00 3.00 1,463.51 FY 2006-07 ADOPTED 1,297.51 9.00 8.00 31.00 35.00 7.00 25.00 61.00 33.00 10.00 2.00 2.00 3.00 1,523.51 ADOPTED TO REVISED VARIANCE % 80.00 7% 4.00 80% (1.00) -11% (2.00) -6% 0% (1.00) -13% 1.00 4% (22.00) -27% 1.00 3% 0% 0% 0% 0% 60.00 4% Several positions were transferred by the Department between funds throughout FY 2005-06. The following is list of changes that will occur as a result of OMB’s FY 2006-07 Adopted Budget: • • • • • • • • • • • • • 6.0 FTEs added in the General Fund (100) for Interpretation and Translation Staffing 6.0 FTEs added in the General Fund (100) for Justice Clerk Staffing 24.0 FTEs transferred from the Trial Courts Special Revenue Fund (259) to the General Fund (100) for IGA Security Results Initiative – Court Expansion - Civil Admin Case Processing Personnel - 2.0 FTEs (General Fund) Results Initiative – Court Expansion - Commissioner Trial Division - 3.0 FTEs (General Fund) Results Initiative – Court Expansion - Comprehensive Mental Health Court - 5.0 FTEs (General Fund) Results Initiative – Court Expansion - Continuation of Family Drug Court - 1.0 FTE (General Fund) Results Initiative – Court Expansion - Critical Calendar Caseflow Support Team - 6.0 FTEs (General Fund) Results Initiative – Court Expansion - Family Court Night Court (Northeast) - 8.0 FTEs (General Fund) Results Initiative – Court Expansion - Civil In Home Intervention, Juvenile Justice Programs 2.0 FTEs (General Fund) Results Initiative – Court Expansion - Juvenile Night Court (Durango) - 8.0 FTEs (General Fund) Results Initiative – Court Expansion - New Criminal Trial Division - 3.0 FTEs (General Fund) Results Initiative – Court Expansion - Self Service Center (Downtown RCC and San Tan RCC) 8.0 FTEs (General Fund) 233 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Base Adjustments • Transfer Court (IGA) Security from Trial Courts Special Revenue Fund to General Fund ($0): Transfer $828,585 in Revenue and $984,799 in Expenditures from the Trial Courts Special Revenue Fund (Fund 259) to the General Fund in order to align total IGA Security Revenue ($1,276,092) with total Expenditures, including direct and indirect costs associated with the 24.0 FTEs that were transferred to the General Fund. • Right-size Special Revenue and Expenditures for Each Fund and Activity: These adjustments, as noted below, allow additional capacity which remains to be allocated. These funds could be used to offset future cost increases as appropriate. • o Increase Business Applications Activity expenditures by $156,214 in the Trial Courts Special Revenue Fund. This adjustment is based on an analysis of FY 2005-06 trends. o Increase Misdemeanor Criminal Adjudication Activity in the Justice Court Judicial Enhancement Fund to reflect an increase of $41,296 in both revenue and expenditures. This adjustment is based on an analysis of FY 2005-06 trends. o Right-size the General Felony Adjudication Activity in the Judicial Enhancement Fund to reflect an appropriation decrease of $100,000 in both revenue and expenditures. This adjustment is based on an analysis of FY 2005-06 trends. o Right-size the various activities in the Justice Courts Special Revenue Fund to reflect an overall appropriation increase of $937,948 in both revenue and expenditures. This adjustment is based on an analysis of FY 2005-06 trends. o Increase revenue and expenditures in the Family Pre Decree Activity by $85,000 in the Conciliation Court Fees Fund and by $10,000 in the Children’s Issues Education Fund. This adjustment is based on an analysis of FY 2005-06 trends and results in a net increase of $95,000 to the Family Pre Decree Activity. o Decrease revenue and expenditures by $19,500 in the Expedited Child Support Fund and increasing revenue and expenditures by $9,500 in the Domestic Relations Mediation Education Fund. This adjustment is based on an analysis of FY 2005-06 trends and results in a net reduction of $10,000 to the Family Post Decree Activity. o Right-size the Information and Community Outreach Activity in the Law Library Fees Fund to reflect an increase of $10,000 in both revenue and expenditures. This adjustment is based on an analysis of FY 2005-06 trends. Right-size Revenue, Various Activities ($1,796,977): Increase General Fund Revenue by $1,796,977. This adjustment affects various Activities and is based on projected actual FY 2005-06 revenues received. 234 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Right-size Personal Services (-$1,956,360): Right-size Personal Services in the General Fund Personal Services by ($1,956,360) to include the following adjustments: o Increase Personnel Savings – Increase savings by ($2,252,128) to 5%. Increasing Personnel Savings will more accurately reflect current actual expenditure patterns for the Courts. Future market increases could reduce the vacancy rate and could require additional funding. Contingency will be recommended if the vacancy savings is not achieved. o Commissioners’ Salary Increase – Increase Personal Services by $295,768 to allow for sufficient funding of Commissioners’ salary (and associated benefits) increases planned to take effect in January 2007. • Increase Juror Activity ($492,817): Increase the General Fund Juror Activity by $492,817 to allow for trial juror mileage rate increases, Grand Juror mileage rate increases, increased fee and transcript costs due to the addition of County Grand Juries and jury summons postage rate increases. • Increase Interpretation and Translation Staffing ($0): Increase Interpretation and Translation staffing by 6.0 FTEs (3.0 FTEs in FY 2005-06). This change has no net effect on the General Fund budget as Legal Services was reduced by an equal amount ($400,763). Based on data provided to OMB, the amount allocated for Legal Services is sufficient for nonSpanish contract Interpreters. OMB will continue to monitor the demand and output and provide additional funding if necessary during FY 2006-07. • Add 6.0 FTE Justice Court Clerks ($248,043): Increase Justice Clerk staffing by 6.0 FTEs. This results in an increase to Personnel Services in the General Fund by $248,043. • Increase Public Information and Community Outreach Activity ($42,616): Increase salary and benefits to cover the Market Adjustment for Library Clerks, Paraprofessionals, Supervisors, and Managers. This results in an increase to Personnel Services in the General Fund by $42,616. • Right-size Supplies and Services, Various Activities ($110,729): Increase General Fund Supplies and Services by $110,729. This adjustment affects various Activities and is based on projected actual FY 2005-06 expenditures. Results Initiatives • The following Results Initiative Requests have been adopted for FY 2006-07 to address caseload increases in the General Felony Adjudication Activity. Court Administration estimates the growth in case filings since FY 2003 to be 15%. The initiatives adopted will allow the Courts to increase the number of cases resolved by an additional 700. This will increase cases resolved within 180 days from 85% to 88% (refer to chart on page 3). This improved result will contribute toward the goal of minimizing the average length of stay of pre-trial defendants in county jails thereby reducing jail overcrowding. 235 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch New Criminal Trial Division - $102,853 ($163,007 annualized): Initiative adds 3.0 FTEs, including a judge and associated support staff, beginning January 1, 2007. Expected Result: Resolve an additional 200 felony cases for defendants, victims, and the public within the 180 day time standard developed by the Arizona Supreme Court. Commissioner Trial Division in Criminal Department - $289,915 ($211,215 annualized): Initiative adds 3.0 FTEs, including a Commissioner and associated support staff. Expected Result: Resolve an additional 200 felony cases for defendants, victims, and the public within the 180 day time standard developed by the Arizona Supreme Court. Critical Calendar Caseflow Support Team - $240,128 ($228,928 annualized): Initiative adds 6.0 FTEs, including three Judicial Assistants and three Bailiffs, to expand the General Felony Adjudication Activity. Expected Result: Resolve an additional 200 felony cases within the 180 day time standard thereby reducing the average length of stay and overall jail population. Settlement Conference Division - $289,915 ($211,215 annualized): Initiative adds 3.0 FTEs, including a Commissioner, Judicial Assistant, and Bailiff. Expected Result: Resolve an additional 100 felony cases for defendants, victims, and the public within the 180 day time standard developed by the Arizona Supreme Court. • Civil Admin Case Processing Personnel - $87,875 ($85,075 annualized): Initiative adds 2.0 FTE Senior Judicial Clerks. Expected Result: An additional .25% of General Civil Adjudication cases will be resolved within the time standard of 180 days. • Comprehensive Mental Health Court - $323,218 ($314,818 annualized): Initiative adds 5.0 FTEs, including a Commissioner, associated support staff and a Social Worker to expand the Mental Health Activity. Expected Result: Administer additional serious mental illness cases to ensure continuity of care and timely case management thereby improving the delivery of mental health services to persons involved with the Justice System, and reducing the amount of repeat involvement in the Justice System for persons with serious mental illnesses. This initiative will be able to resolve 100% of the anticipated increase of 300 case filings. • Continuation of Family Drug Court - $68,076 ($42,076 annualized): Initiative adds 1.0 Administrative Coordinator FTE to expand the Family Pre Decree Activity. Expected Result: A 45% reduction in case filings by participants of the Family Drug Court Program and a 42% reduction in costs to the Court. An additional 100 Family Drug Court cases will be resolved through this initiative. • Family Court Night Court (Northeast) - $227,617 ($455,233 annualized): Initiative adds 8.0 FTEs, including one Commissioner and associated support staff, one Counselor, two Justice System Clerks and two Court Security Officers beginning January 1, 2007 to expand the Family Pre Decree Activity. Expected Result: Accommodate the rapid and continued growth and demand for Family Court Services by better utilizing the limited court facility space and increasing access and participation in court proceedings so that the twelve month time standard is met. An additional 500 Family Court cases will be resolved through this initiative. • In Home Intervention, Juvenile Justice Programs - $77,239 ($74,439 annualized): Initiative adds 2.0 Administrative Specialist FTEs to expand the Juvenile Dependency Adjudication Activity. 236 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Expected Result: Juvenile Court will be able to effectively handle the increase in the legislatively mandated In Home Intervention cases so that the family unit is preserved while ensuring the juvenile’s well-being is maintained. It is anticipated that 25 additional Juvenile Dependency cases will be resolved as a result of this initiative. • Juvenile Night Court (Durango) - $213,992 ($427,988 annualized): Initiative adds 8.0 FTEs, including one commissioner and associated support staff, two Justice System Clerks and two Court Security Officers beginning January 1, 2007 to expand the Juvenile Dependency Adjudication Activity. Expected Result: Accommodate the rapid and continued growth and demand for Juvenile Court Services by better utilizing the limited court facility space and increasing access and participation in court proceedings so that 50 additional Juvenile Dependency cases are resolved. • Self Service Center (Downtown RCC and San Tan RCC) - $199,038 ($483,740 annualized): Initiative adds 8.0 FTEs, including four Administrative Office Support positions and four Justice System Clerks, to expand the Self Service Center Activity at both the Downtown Co-located Courts Center and the San Tan Regional Court Center. Expected Result: Provide court forms, instructions, and information to litigants who are representing themselves in cases so that court delays are reduced and time standards, as required by the Arizona Supreme Court, are met. With the addition of these two Self Service Centers, it is expected that 5,000 additional web sessions will occur. 237 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 67,135,563 $ 15,028,261 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 Market Adjustments Courtroom Clerk Special Assignment FY 2005-06 Market Adjustments $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments Commissioner for Northwest RCC Court Security Staffing Juror Shuttle Bus FY 2005-06 Pay for Performance Annualization Operational Savings due to RCCs Annualization of FY 2005-06 DRP/LRP (12 month) Elected Official Pay Increase Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ 1,228,264 3,141,201 27,833 10,183 4,407,481 $ - $ 71,543,044 $ 15,028,261 780,424 $ 1,916,276 5,670 92,532 (12,095) (120,000) 142,429 (678,300) 34,575 597,199 1,796,189 1,466,398 4,229,982 $ 508,260 508,260 $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Transfer Court (IGA) Security from Trial Courts Special Revenue Fund (Fund 259) Right-size Revenue, Various Activities Right-size Personal Services (Personnel Savings, Commissioners' Salary $ Increase) Increase Juror Activity (Mileage, Postage, Grand Jury) Add 6.0 FTE Justice Court Clerks Increase Public Information and Community Outreach Activity Right-size Supplies and Services, Various Activities Subtotal $ FY 2006-07 ADOPTED BASE: $ (Table continued on following page) 238 75,773,026 $ 984,799 828,585 (1,956,360) 1,796,977 - 492,817 248,043 42,616 110,729 (77,356) $ 75,695,670 15,536,521 $ 2,625,562 18,162,083 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch General Fund (100) Appropriated Budget Reconciliation (Continued) EXPENDITURES REVENUE $ 75,695,670 $ 18,162,083 FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Civil Admin Case Processing Personnel Commissioner Trial Division in Criminal Dept Comprehensive Mental Health Court Continuation of Family Drug Court Critical Calendar Case flow Support Team Family Court Night Court (Northeast) In Home Intervention - Juvenile Justice Programs Juvenile Night Court (Durango) New Criminal Trial Division Security Staffing (Adult Probation Facilities) Self Service Center (Downtown CCC and San Tan RCC) Settlement Conference Division (Criminal Dept) FY 2006-07 ADOPTED BUDGET: $ Subtotal $ 87,875 289,915 323,218 68,076 240,128 227,617 77,239 213,992 102,853 TBD 199,038 289,915 2,119,860 $ $ - $ 77,815,530 $ 18,162,083 Justice Court Judicial Enhancement (204) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 608,704 $ 608,704 FY 2005-06 REVISED RESTATED BUDGET: $ 608,704 $ 608,704 $ 3,205 $ 14,144 (22,676) 5,327 - $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 BUDGET TARGET: $ 608,704 $ 608,704 BASE ADJUSTMENTS: Right-size Misdemeanor Criminal Adjudication Activity Non-Recurring Expenditures from Fund Balance $ $ Subtotal $ 41,296 834,000 875,296 $ 41,296 41,296 $ 1,484,000 $ 650,000 FY 2006-07 ADOPTED BUDGET: 239 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Justice Court Judicial Enhancement (204) Appropriated Budget Reconciliation (Continued) Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance $ FY 2004-05 ACTUAL 2,157,600 $ $ FY 2005-06 ADOPTED 2,500,292 673,930 $ 766,220 (92,290) $ 608,704 608,704 - $ $ 608,704 608,704 - 2,500,292 $ 2,500,292 2,065,310 $ $ FY 2005-06 REVISED 2,500,292 FY 2005-06 PROJECTED $ 2,065,304 FY 2006-07 ADOPTED 2,211,148 $ $ $ $ 639,984 494,140 145,844 $ 650,000 1,484,000 (834,000) $ 2,211,148 $ 1,377,148 Non-recurring expenditures from Fund Balance: Fund Justice Ct Judicial Enhancement (204) Fund Est. Avail. Fund Summary of Request Balance Amount Adopted Downtown Regional Technology $ 2,211,148 $ 270,000 270,000 Santan Regional Technology 270,000 Southwest Avondale Regional Technology 9,000 Panel Displays (Lobbies) Northeast Realtime Video 15,000 Total Expenditures from Fund Balance $ 2,211,148 $ 834,000 Judicial Enhancement (208) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 600,000 $ 600,000 FY 2005-06 REVISED RESTATED BUDGET: $ 600,000 $ 600,000 $ 5,769 $ 18,273 (37,191) 13,149 - $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Right-size General Felony Adjudication Activity Right-size Business Applications Activity $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 240 600,000 $ (100,000) $ (100,000) $ 500,000 $ 600,000 (100,000) (100,000) 500,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Judicial Enhancement (208) Fund Balance Summary Beginning Fund Balance $ FY 2004-05 ACTUAL 1,442,726 Clerk of the Superior Court (160) Revenue $ Expenditures Net Operating $ 638,449 489,984 148,465 Trial Courts (800) Revenue Expenditures Net Operating $ 407,568 358,470 49,098 Ending Fund Balance $ 1,640,289 $ $ $ $ $ FY 2005-06 ADOPTED 1,797,101 $ 687,192 $ 1,161,555 (474,363) $ $ 600,000 600,000 - $ 1,322,738 $ FY 2005-06 REVISED 1,797,101 FY 2005-06 PROJECTED $ 1,640,279 1,213,494 $ 1,423,555 (210,061) $ $ 600,000 600,000 - $ $ $ 1,587,040 $ 1,120,493 1,092,105 28,388 $ $ $ 396,579 $ 561,828 (165,249) $ 1,503,418 $ FY 2006-07 ADOPTED 1,503,418 868,192 1,546,784 (678,592) 500,000 500,000 824,826 Trial Court Grants (238) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 1,930,131 $ 1,930,131 FY 2005-06 REVISED RESTATED BUDGET: $ 1,930,131 $ 1,930,131 FY 2006-07 BUDGET TARGET: $ 1,930,131 $ 1,930,131 FY 2006-07 ADOPTED BUDGET: $ 1,930,131 $ 1,930,131 241 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Justice Courts Special Revenue (245) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 2,062,052 $ 2,062,052 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance $ Subtotal $ 2,062,052 $ 2,062,052 22,435 $ 17,356 (83,784) 43,993 - $ - FY 2006-07 BUDGET TARGET: $ 2,062,052 $ 2,062,052 BASE ADJUSTMENTS: Right-size Various Activities $ 937,948 $ 937,948 FY 2006-07 ADOPTED BUDGET: $ 3,000,000 $ 3,000,000 Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 1,857,958 $ 2,455,914 1,300,199 1,155,715 $ 3,013,673 $ $ FY 2005-06 ADOPTED 2,712,036 $ 2,062,052 2,062,052 - $ 2,712,036 242 $ $ FY 2005-06 REVISED 2,712,036 $ 2,062,052 2,062,052 - $ 2,712,036 FY 2005-06 PROJECTED $ 3,013,675 $ $ $ FY 2006-07 ADOPTED 3,115,766 $ 2,304,031 2,201,940 102,091 $ 3,000,000 3,000,000 - $ 3,115,766 $ 3,115,766 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Probate Fees (256) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 372,000 $ 372,000 FY 2005-06 REVISED RESTATED BUDGET: $ 372,000 $ 372,000 $ 5,128 $ 4,714 (20,782) 10,940 - $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 BUDGET TARGET: $ 372,000 $ 372,000 FY 2006-07 ADOPTED BUDGET: $ 372,000 $ 372,000 Probate Fees (256) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 125,220 $ 394,995 310,191 84,803 $ 210,023 $ $ FY 2005-06 ADOPTED 172,280 $ 372,000 372,000 - $ 172,280 $ $ FY 2005-06 REVISED 172,280 FY 2005-06 PROJECTED $ 210,042 $ $ FY 2006-07 ADOPTED 201,573 372,000 372,000 201,573 $ 372,000 372,000 - $ 373,673 $ 382,142 (8,469) $ $ 172,280 $ 201,573 $ Conciliation Court Fees (257) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 1,545,000 $ 1,545,000 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance $ Subtotal $ 1,545,000 $ 1,545,000 15,384 $ 19,378 (87,532) 50,662 - $ - FY 2006-07 BUDGET TARGET: $ 1,545,000 $ 1,545,000 BASE ADJUSTMENTS: Right-size Family Pre-Decree Activity $ 85,000 $ 85,000 FY 2006-07 ADOPTED BUDGET: $ 1,630,000 $ 1,630,000 243 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Conciliation Court Fees (257) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 256,179 $ $ $ 1,638,848 1,570,495 68,353 $ 324,532 FY 2005-06 ADOPTED 204,969 $ $ $ 1,545,000 1,545,000 - $ 204,969 FY 2005-06 REVISED 204,969 FY 2005-06 PROJECTED $ 324,534 $ $ 1,545,000 1,545,000 - $ 204,969 $ $ $ FY 2006-07 ADOPTED 272,783 1,617,658 $ 1,669,409 (51,751) $ 1,630,000 1,630,000 - 272,783 $ 272,783 Trial Courts Special Revenue (259) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 6,307,262 $ 6,307,262 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Transfer Court (IGA) Security to Trial Courts General Fund (Fund 100) $ Right-size Business Applications Activity Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 6,307,262 $ 6,307,262 53,203 $ 96,968 (247,392) 97,221 - $ - 6,307,262 $ (984,799) $ 156,214 (828,585) $ 5,478,677 $ 6,307,262 (828,585) (828,585) 5,478,677 Trial Courts Special Revenue (259) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 2,216,646 $ 5,389,084 5,005,819 383,265 $ 2,599,911 $ $ FY 2005-06 ADOPTED 2,332,523 $ FY 2005-06 REVISED 2,332,523 FY 2005-06 PROJECTED $ 2,599,924 $ $ 6,488,262 $ 6,569,262 (81,000) $ 6,307,262 $ 6,652,564 (345,302) $ 6,013,379 5,988,376 25,003 $ 5,478,677 5,478,677 - $ 2,251,523 1,987,221 2,624,927 $ 2,624,927 244 $ $ $ FY 2006-07 ADOPTED 2,624,927 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Law Library Fees (261) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 875,000 $ 875,000 FY 2005-06 REVISED RESTATED BUDGET: $ 875,000 $ 875,000 FY 2006-07 BUDGET TARGET: $ 875,000 $ 875,000 BASE ADJUSTMENTS: Right-size Public Information and Community Outreach Activity $ 10,000 $ 10,000 FY 2006-07 ADOPTED BUDGET: $ 885,000 $ 885,000 Law Library Fees (261) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 258,707 $ 902,655 810,661 91,994 $ 350,701 $ $ FY 2005-06 ADOPTED 377,935 $ 875,000 875,000 - $ 377,935 245 $ $ FY 2005-06 REVISED 377,935 $ 875,000 875,000 - $ 377,935 FY 2005-06 PROJECTED $ 350,711 $ $ $ FY 2006-07 ADOPTED 416,352 $ 885,683 820,043 65,641 $ 885,000 885,000 - $ 416,352 $ 416,352 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Superior Court Fill the Gap (264) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 1,547,846 $ 1,547,846 MID-YEAR ADJUSTMENTS: Increase in Grant Revenue $ 235,805 $ 235,805 FY 2005-06 REVISED RESTATED BUDGET: $ 1,783,651 $ 1,783,651 20,512 $ 46,966 (110,835) 7,816 35,541 - $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ 1,783,651 $ 1,783,651 FY 2006-07 ADOPTED BUDGET: $ 1,783,651 $ 1,783,651 Superior Court Fill the Gap (264) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 275,387 $ 1,476,643 1,456,332 20,311 $ 295,698 $ $ FY 2005-06 ADOPTED 253,964 $ 1,547,846 1,547,846 - $ 253,964 $ $ FY 2005-06 REVISED 253,964 $ 1,783,651 1,783,651 - $ 253,964 FY 2005-06 PROJECTED $ 295,715 $ $ $ FY 2006-07 ADOPTED 297,139 $ 1,783,651 1,782,228 1,424 $ 1,783,651 1,783,651 - $ 297,139 $ 297,139 Expedited Child Support (271) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 444,500 $ 444,500 FY 2005-06 REVISED RESTATED BUDGET: $ 444,500 $ 444,500 $ 6,410 $ 5,297 (23,728) 12,021 - $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 BUDGET TARGET: $ 444,500 BASE ADJUSTMENTS: Right-size Family Post Decree Activity $ (19,500) $ (19,500) FY 2006-07 ADOPTED BUDGET: $ 425,000 425,000 246 $ $ 444,500 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Expedited Child Support (271) Fund Balance Summary $ FY 2005-06 ADOPTED 294,713 $ 377,378 $ 407,136 (29,758) $ 444,500 444,500 - $ 234,625 294,713 Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 264,383 $ $ $ FY 2005-06 REVISED 294,713 FY 2005-06 PROJECTED $ 234,642 $ $ FY 2006-07 ADOPTED 218,881 425,000 425,000 218,881 $ 444,500 444,500 - $ 425,958 $ 441,719 (15,761) $ $ 294,713 $ 218,881 $ Spousal Maintenance Enforcement Enhancement (276) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 111,750 $ 111,750 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance $ Subtotal $ 111,750 $ 111,750 1,282 $ 1,058 (4,884) 2,544 - $ - FY 2006-07 BUDGET TARGET: $ 111,750 $ 111,750 FY 2006-07 ADOPTED BUDGET: $ 111,750 $ 111,750 Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 62,951 $ 107,735 84,192 23,543 $ 86,494 $ $ FY 2005-06 ADOPTED 94,472 $ 111,750 111,750 - $ 94,472 247 $ $ FY 2005-06 REVISED 94,472 $ 111,750 111,750 - $ 94,472 FY 2005-06 PROJECTED $ 86,495 $ $ $ FY 2006-07 ADOPTED 104,963 $ 117,006 98,538 18,468 $ 111,750 111,750 - $ 104,963 $ 104,963 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Children’s Issues Education (281) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 100,000 $ 100,000 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance $ Subtotal $ 100,000 $ 100,000 1,282 $ 1,248 (5,458) 2,928 - $ - FY 2006-07 BUDGET TARGET: $ 100,000 $ 100,000 BASE ADJUSTMENTS: Right-size Family Pre-Decree Activity $ 10,000 $ 10,000 FY 2006-07 ADOPTED BUDGET: $ 110,000 $ 110,000 Children’s Issues Education (281) Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 164,500 $ $ $ 110,208 89,228 20,980 $ 185,480 FY 2005-06 ADOPTED 154,924 $ FY 2005-06 REVISED 154,924 $ $ 100,000 100,000 - $ 100,000 100,000 - $ 154,924 $ 154,924 248 FY 2005-06 PROJECTED $ 185,478 FY 2006-07 ADOPTED 208,607 $ $ $ $ 112,307 89,178 23,129 $ 110,000 110,000 - $ 208,607 $ 208,607 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Domestic Relations Mediation Education (282) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 170,000 $ 170,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ 2,835 $ 2,835 $ 172,835 $ 172,835 $ 1,923 $ 2,210 (13,189) 3,140 5,916 - $ - Subtotal $ FY 2006-07 BUDGET TARGET: $ 172,835 $ 172,835 BASE ADJUSTMENTS: Right-size Family Post Decree Activity $ 9,500 $ 9,500 FY 2006-07 ADOPTED BUDGET: $ 182,335 $ 182,335 Domestic Relations Mediation Education (282) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 196,895 $ 183,281 181,072 2,209 $ 199,104 $ $ FY 2005-06 ADOPTED 192,763 $ 170,000 170,000 - $ 192,763 249 $ $ FY 2005-06 REVISED 192,763 $ 172,835 172,835 - $ 192,763 FY 2005-06 PROJECTED $ 199,115 $ $ $ FY 2006-07 ADOPTED 200,773 $ 182,814 181,156 1,658 $ 182,335 182,335 - $ 200,773 $ 200,773 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Mandates 800 TRIAL COURTS MANDATED EXPENDITURES 100,000,000 90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the right-sizing of Revenue and Supplies and Services in several Activities, and an increase in the Juror Activity. See the Base Adjustments section above for additional detail. Program Activity CRIMINAL JUSTICE CAPITAL ADJUDICATION CRIMINAL TRAFFIC FELONY DUI ADJUDICATION GENERAL FELONY ADJUDICATION MISDEMEANOR CRIM ADJUDICATION MISDEMEANOR DUI CIVIL JUSTICE CIVIL TRAFFIC GENERAL CIVIL ADJUDICATION CIVIL SMALL CLAIMS FORCIBLE DETAINER INJUNCTIONS AGAINST HARASS Purpose 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. The purpose of the Capital Adjudication Activity is to resolve capital cases for defendants and victims so that they are afforded timely and just legal resolutions. 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. The purpose of the Felony DUI Adjudication Activity is to resolve felony DUI cases for defendants and victims so that they are afforded timely and just legal resolutions. The purpose of the General Felony Adjudication Activity is to resolve felony cases for defendants and victims so that they are afforded timely and just legal resolutions. 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. 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. The purpose of the Civil Justice Program is to resolve civil cases for litigants so that they are afforded timely and just legal resolutions. 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. The purpose of the General Civil Adjudication Activity is to resolve Superior Court civil cases for litigants so that they are afforded timely and just legal resolutions. 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. The purpose of the Forcible Detainer Activity is to resolve forcible detainer cases in Justice Courts for litigants so that they are afforded timely and just legal resolutions. The purpose of the Injunctions Against Harassment Activity is to provide injunctions against harassment to litigants with cause so that they receive timely and just legal resolutions. 250 Mandate A.R.S. 13-1105 Constitution Art 6, §32; A.R.S. §22-101 - 22-125; A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; A.R.S. §22-501- 22-524 A.R.S. 13-601 A.R.S. 13-601 Constitution Art 6, §32; A.R.S. §22-101 - 22-125; A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; A.R.S. §22-501- 22-524 Constitution Art 6, §32; A.R.S. §22-101 - 22-125; A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; A.R.S. §22-501- 22-524 Constitution Art 6, §32; A.R.S. §22-101 - 22-125; A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; A.R.S. §22-501- 22-524 Constitution Art 6, §32; A.R.S. §22-101 - 22-125; A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; A.R.S. §22-501- 22-524 Constitution Art 6, §32; A.R.S. §22-101 - 22-125; A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; A.R.S. §22-501- 22-524 Constitution Art 6, §32; A.R.S. §22-101 - 22-125; A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; A.R.S. §22-501- 22-524 Constitution Art 6, §32; A.R.S. §22-101 - 22-125; A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; A.R.S. §22-501- 22-524 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Trial Courts, Judicial Branch Mandates (Continued) Program Activity ORDERS OF PROTECTION SMALL CIVIL (JUSTICE COURTS) FAMILY ADJUDICATION FAMILY PRE DECREE FAMILY POST DECREE JUVENILE JUSTICE JUVENILE DELINQUENCY ADJUD JUVENILE DEPENDENCY ADJUD MENTAL HEALTH COURT MENTAL HEALTH COURT OPERATIONS SUPPPORT COURT INTERPRETATION COURT SECURITY COURT TRANSLATION INDIGENT DEFENSE REIMBURSE JURORS PUB INFORM & COMMUNITY OUTRCH OFFICIAL COURT RECORD KEEPING PROBATE COURT ESTATE PROBATES & TRUST ADMIN Purpose Mandate The purpose of the Orders of Protection Activity is to provide orders of Constitution Art 6, §32; A.R.S. §22-101 - 22-125; protection to litigants with cause so that they receive timely and just A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; legal resolutions. A.R.S. §22-501- 22-524 The purpose of the Small Civil Activity is to resolve Justice Court civil Constitution Art 6, §32; A.R.S. §22-101 - 22-125; cases for litigants so that they are afforded timely and just legal A.R.S. §22-201 - 22-284; A.R.S. §22-301 - 22-375; resolutions. A.R.S. §22-501- 22-524 The purpose of the Family Adjudication Program is to resolve predecree and post-decree Family Court matters for litigants so that they receive timely and just legal resolutions. The purpose of the Family Pre-Decree Activity is to resolve pre-decree A.R.S. 12-121 Family Court cases for litigants so that they receive timely and just legal resolutions. The purpose of the Family Post-Decree Activity is to resolve post-decree A.R.S. 12-121 Family Court issues for litigants so that they receive timely and just legal resolutions. The purpose of the Juvenile Justice Program is to adjudicate dependency and delinquency matters for juveniles so that they receive timely and just legal resolutions and their well-being is maintained. The purpose of the Juvenile Delinquency Activity is to adjudicate delinquency matters for juveniles so that they receive timely and just legal resolutions. The purpose of the Juvenile Dependency Activity is to establish dependency for juveniles so that their well-being is maintained. A.R.S. 8-201 - 8-202; A.R.S. 8-221; A.R.S. 8-231; A.R.S. 8-304 - 8-307 A.R.S. 8-201 - 8-202; A.R.S. 8-221- 8-230; A.R.S. 8231; A.R.S. 8-304 - 8-307; A.R.S. 8-826; A.R.S. 8841- 8-847; A.R.S. 8-891 - 8-892 The purpose of the Mental Health Court Program is to resolve mental health and competency issues for litigants and defendants so that they receive timely and just legal resolutions. The purpose of the Mental Health Activity is to resolve mental health and ADMINISTRATIVE competency issues for litigants and defendants so that they receive timely and just legal resolutions. The purpose of the Court Operations Support program is to provide internal services to the court and interested parties so they can efficiently resolve court cases in a safe and productive work environment. The purpose of the Court Interpretation Activity is to provide A.R.S. 12-241 interpretation for litigants so that they understand court proceedings. The purpose of the Court Security Activity is to provide physical and electronic deterrent services to the Court and the public so they can have a safe and secure environment in which to conduct judicial proceedings and other court business. The purpose of the Court Translation Activity is to provide non-English verbal and written translation from other languages for the judicial system so that they can effectively conduct court proceedings. The purpose of the Indigent Defense Reimbursement Activity is to screen indigent defendants for the Court to ensure that legal representation is provided at public expense only to those who are truly unable to pay. The purpose of the Juror Activity is to provide impartial jury panels to defendants and litigants so that they will render informed decisions in court cases. The purpose of the Public Information and Community Outreach Activity is to provide website access to the public so that case information and court forms can be accessed by litigants without having to make a trip to a courthouse. The purpose of the Official court Record Keeping Activity is to provide an official court case record for the Court so that they ensure impartial and fair adjudication. The purpose of the Probate Court Program is to ensure that probate case reviews are completed within required due dates so that litigants’ property and rights are protected. The purpose of the Estate Probates and Trust Administrations Activity is to ensure that case reviews are completed within required due dates so that litigants’ property and rights are protected. ADMINISTRATIVE A.R.S. 12-241 ADMINISTRATIVE A.R.S. 21-102; A.R.S. 21-121 - 21-122; A.R.S. 221-2; A.R.S. 21-402 NONE A.R.S. §12-122, A.R.S. §12-223.A, A.R.S. §12283.A.3 and F; A.R.S. §12-284.02, A.R.S. §21-411, A.R.S. §12-3952 A.R.S. 14-1301 TAX ADJUDICATION The purpose of the Tax Court Program is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. LARGE RECORD TAX ADJUD The purpose of the Large Record Tax Activity is to provide property tax A.R.S. §12-161 - 12-162 appeals to litigants so that they receive timely and just legal resolutions. SMALL RECORD TAX ADJUD The purpose of the Small Record Tax Activity is to provide property tax A.R.S. §12-161 - 12-162 appeals to litigants so that they receive timely and just legal resolutions. 251 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elected Officials Elected Officials Organization Chart Maricopa County Citizens Superintendent of Schools Dr. Sandra Dowling Sheriff Joe Arpaio Constables (23) County Attorney Andrew P. Thomas Board of Supervisors Clerk of the Court Michael Jeanes Treasurer David Schweikert Assessor Keith Russell Recorder Helen Percell The five-member Board of Supervisors is the governing body of Maricopa County. Members are elected to four-year terms and the supervisors elect a chairman during their first meeting each January. Appointed by the Board are the Internal Auditor, the Clerk of the Board, and the County Administrative Officer. Special functions of the Board of Supervisors are to also serve as the Board of Directors for the Flood Control District, the Library and Stadium Districts. Other duties include the Board of Equalization and the Planning and Zoning Commission. The board holds statutory and formal meetings that generally are scheduled twice each month on Wednesdays. Informal meetings generally are held on the Monday preceding the formal meetings. Although the adopted schedule can change, meetings are posted at least 24 hours in advance, in compliance with Arizona’s Open Meeting Law. Citizens are encouraged to attend. All meetings are videotaped and air on local government access channels throughout Maricopa County. Check your nearest cable company or city office for scheduling information. 252 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elected Officials Elected Officials (Continued) Biographies Fulton Brock, District 1 (Republican) R. Fulton Brock was elected to the Maricopa County Board of Supervisors in 1996 and was reelected to the office in 2000 and 2004. Supervisor Brock has twice served as Chairman of the Board of Supervisors and three times as Vice Chairman. He has served as Chairman of Maricopa County Hospital Board. He currently serves on the Greater Phoenix Economic Council Board of Directors, the Maricopa Association of Governments' (MAG) Regional Aviation System Planning Committee and the Phoenix & Valley of the Sun Convention & Visitors Bureau. A former member of the Arizona House of Representatives, he also served on the Governor's Science and Technology Council. Other activities include the Governor's Merit Award; National Federation of Independent Business Guardian of Small Business Award; Arizona Management Society; Tempe YMCA fund-raiser; Boy Scouts of America Eagle Scout and Scoutmaster; Pop Warner and Little League sports, Mesa Rotary Club, and advisor to United Food Bank. Mr. Brock is active in private business as an investment advisor. Supervisor Brock, his wife of 23 years, Susan, and their three daughters are residents of Chandler. Don Stapley, District 2 - Chairman (Republican) Don Stapley was elected to his second term as Chairman of the Maricopa County Board of Supervisors in January 2002. Currently in his fourth term representing District 2, Mr. Stapley also served as chairman and vice-chairman in previous years. In addition, he served as the Chairman of the Maricopa County Board of Adjustments as a private citizen. Mr. Stapley was named County Leader of the Year in 2004 by the American City & County Magazine for his leadership locally and nationally. In July 2005, he was elected second vice-president of the National Association of Counties. Mr. Stapley is serving on the following NACO task forces: Medicaid/Medicare Reform, Homeland Security, and NACO Governance. In addition, Mr. Stapley was the past Chairman of the Large Urban County Caucus (LUCC). Mr. Stapley has also served as a member of the Board of Directors of the Lutheran Health Care Network for more than 10 years. Mr. Stapley is an honorary member of the Mesa Baseline Rotary Club. He is the owner of Stapley and Company, a real estate management firm and holds an active broker's license. Mr. Stapley lives in the East Valley. He is active in his church and the youth activities his church sponsors. Mr. Stapley is married to Kathy. They have four children and four grandchildren. 253 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elected Officials Elected Officials (Continued) Andrew Kunasek, District 3 (Republican) By the unanimous vote of his fellow members, Andy Kunasek was appointed to the Board of Supervisors in September of 1997. Supervisor Kunasek was subsequently elected by the constituency of District 3 in 1998 and reelected in 2000 and 2004. He was then elected Chair of the Board for 2000 and again in 2004. Supervisor Kunasek is an Arizona native and is a graduate of Mountain View High School. He earned a bachelor degree in management from Arizona State University in 1986. Mr. Kunasek owns interests in citrus and cattle operations, and is president of Mercado Management, a diversified land acquisition and real estate management company. Mr. Kunasek has been active in his community having served as treasurer of the Maricopa County Republican Party; Maricopa County Trail Court Selection Committee; Maricopa County Charter Committee; and the Maricopa County Citizens Judicial Advisory Council. He was also a 1996 Delegate to the Republican National Convention. In 2003, the National Association of County Parks and Recreation voted him the county’s Outstanding Public Official of the Year. Mr. Kunasek currently serves on the National Association of Counties Board of Directors. Mr. Kunasek also serves on NACO's Public Lands Steering Committee and Large Urban County Caucus. Mr. Kunasek and his wife Kim have three children. Max Wilson, District 4 (Republican) Max Wilson has lived and worked in Maricopa County for the past thirty-five years. His efforts have met with a great deal of success and he has had wonderful experiences along the way. Mr. Wilson’s management skills have been honed even further by his election to the Maricopa County Board of Supervisors. He now believe it is time to give back to the state and county he has enjoyed for so long, and he thinks the experience and knowledge he has gained over the years has put him in a position to do that service. Mr. Wilson was born in Salt Lake City, Utah and has attended Glendale Community College in Glendale, Arizona. He is married to Judith and has five children and eight grandchildren. Mr. Wilson currently serves on the Arizona Board of Realtors, the Southwest Valley Chamber of Commerce, and the Peeples Valley/Yarnell Historical Society Board of Directors. He has recently served on the Arizona Diamondbacks Charity Board of Directors and the Sun Health La Loma Board of Directors. 254 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elected Officials Elected Officials (Continued) Mary Rose Garrido Wilcox, District 5 (Democrat) Mary Rose Garrido Wilcox was born in Superior, Arizona and is a fourth generation Arizona native from a pioneer Mexican-American family. Ms. Wilcox was re-elected to the Maricopa County Board of Supervisors in 2004 for a fourth four-year term. Ms. Wilcox previously served on the Phoenix City Council for nine years. She was honored as being the first Hispanic women ever to serve on the Phoenix City Council and the Maricopa County Board of Supervisors. Ms. Wilcox is involved with numerous boards and commissions, which include the Downtown Phoenix Partnership; the Governor’s Latino Advisory Council, and the Ryan White Policy Council. She is the Chairwoman for the National Association of Latino Elected and Appointed Officials (NALEO). As an advocate for housing, she received the Governor’s Housing HERO Award in 2005. Ms. Wilcox and her husband Earl have a daughter and five grandsons. Keith Russell, Assessor (Republican) Keith E. Russell is the 20th person to serve as the Maricopa County Assessor. Keith was first elected in November of 2004 and has been involved in the real estate market in Arizona since 1976. In 1985 he formed Sunset Appraisal which is an appraisal firm specializing in commercial real estate. Mr. Russell has done work throughout Arizona including a large number of the rural counties and communities. Mr. Russell is a member of the Appraisal Institute and has earned the Institute's highest designation, the MAI. He is and has been very active in the Appraisal Institute on a local level as well as regionally and nationally. Mr. Russell served as the President of the Phoenix Chapter of the Appraisal Institute in 2002 and has recently been approved as an Associate Instructor with the Appraisal Institute. He is a Certified General Real Estate Appraiser with the Arizona State Board of Appraisal and had the opportunity to serve as a member of the State Board of Appraisal from 1998 to 2000. 255 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elected Officials Elected Officials (Continued) Andrew P Thomas, Attorney (Republican) Elected Maricopa County Attorney in November 2004, Andrew Thomas is recognized as a noted author and leading authority on the criminal justice system. He received his B.A. in political science from the University of Missouri in 1988 and his law degree from Harvard Law School in 1991. After graduating from law school, Andrew moved to the Valley of the Sun and joined a large law firm in Phoenix, where he practiced civil litigation. Leaving private practice in 1994 to serve as an Assistant Attorney General for Arizona, he prosecuted both civil and criminal cases. Andrew subsequently served as deputy counsel and criminal justice policy advisor to the governor of Arizona. In this capacity he helped draft and campaign for the Stop Juvenile Crime Initiative, which Arizona voters approved in 1996. After his service in the governor’s office, Andrew became the chief attorney at the Arizona Department of Corrections. There, he helped lead a successful crackdown on prison gangs. Joining the Maricopa County Attorney’s staff as a deputy county attorney in 2003, he prosecuted numerous felonies in both the pretrial and juvenile divisions. In 2004, Andrew ran successfully for the office of Maricopa County Attorney. He took office in January 2005. Andrew is the author of four books. His most recent book is The People vs. Harvard Law: How America’s Oldest Law School Turned Its Back on Free Speech. He is also the author of Clarence Thomas: A Biography and Crime and Sacking of America: The Roots of Chaos, both of which received wide critical acclaim. His writings on crime, law and public policy have appeared in the Wall Street Journal, Weekly Standard, National Review and many other publications. Andrew has testified before the U.S. Senate Judiciary Committee and other legislative bodies regarding criminal justice issues. Andrew and his wife, Ann Estrada Thomas, have four children and reside in Phoenix, Arizona. Michael K Jeanes, Clerk of the Superior Court (Republican) Michael K. Jeanes is the Clerk of the Superior Court in Maricopa County. He was elected to this position in November 1998 by the voters of Maricopa County. In November 2002, he was re-elected to the Office to serve a second four-year term. He earned his Bachelor of Arts Degree in Political Science from Loyola University of Chicago and a Master of Public Administration Degree from Arizona State University. He has 26 years of court/county management and policy experience, which include 19 years with the Clerk’s Office. As Clerk of the Court, Mr. Jeanes is the official record keeper and financial officer for the Superior Court. He is responsible for administering a $37+ million budget; processing over $10 5 million in victim restitution, trust monies, fines and fees and over 7.4 million new pieces of paper per year; overseeing 720 employees; and providing services to over 140 judges and commissioners. He leads an office that serves the fourth largest county in the nation. In effect, he is the public’s liaison to the Superior Court in Maricopa County. Mr. Jeanes is active in many local and national professional organizations. Michael and his wife, Jill, have three sons. 256 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elected Officials Elected Officials (Continued) Helen Purcell, Recorder (Republican) Helen Purcell was elected to the Office of Maricopa County Recorder in November 1988, re-elected in 1992, 1996, and 2000. She has been a member of the Board of Directors of the National Association of Counties since 1997, and a member of the Board of Directors of the Kids Voting-Arizona. In 2002 she received three awards for her redistricting internet sites: a NACo eGovernance Award of Merit, a NACo Achievement Award, and a Special Achievement in GIS award from Environmental Systems Research Institute. In 2000 she was presented with an award designating the Elections Department Vote-by-Mail technology as part of the 2000 Computerworld Collection at the Smithsonian’s National Museum of American History in Washington, D.C. In July of 2001 she received the NACo Achievement Award for Digital Recording. She was appointed to the U.S. Election Assistance Commission (EAC) Advisory Board and is the only County member appointed by the Chairman of the EAC to the Technical Guidelines Development Committee. She was recently appointed at NACO’s 2005 Annual Conference as Vice Chair of NACO’s Member Programs and Services Committee and Chair of the Technology Subcommittee of the Telecommunications & Technology Steering Committee. Her responsibilities include recording and maintaining 8,000 to 10,000 documents for public record per day and administering the Elections Department that conducts all national, state and county wide elections, and provide support for cities, towns, schools, and other jurisdictions. She has two sons, Mark and Todd, and four grandsons. Joseph M Arpaio, Sheriff (Republican) Joseph M. Arpaio took office as Sheriff of Maricopa County in January 1993 and won re-election in 1996, 2000 and again in 2004. Labeled “the toughest Sheriff in America” after he opened the largest tent city jail in the U.S. and demanded spartan conditions in all county jails, Sheriff Arpaio is equally renowned for his extensive use of posse volunteers in major law enforcement operations. He has enjoyed a distinguished law enforcement career spanning more than 45 years, primarily with the U.S. Drug Enforcement Administration. That experience shaped the philosophy that guides his actions today as Sheriff. Programs that have made him a national and international leader in the anti-crime movement have simultaneously saved the county taxpayers millions of dollars. 257 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elected Officials Elected Officials (Continued) Sandra Dowling, Ed.D., Superintendent of Schools (Republican) was first elected School Superintendent in 1988. She was reelected by a wide margin in 1992, 1996, 2000 & 2004. As Superintendent, her responsibilities include serving as fiscal agent for 40 school districts, providing educational programs, maintaining payroll services for 20,000 school district employees, conducting school district elections and technological support for school districts. Dr. Dowling is a member of over two dozen civic, educational, county and state organizations. Dr. Dowling earned a Bachelor’s degree in secondary education and a master’s in educational administration from Arizona State University. In 1994, she received her doctorate degree in school finance and education law from Northern Arizona University. Dr. Dowling and her husband Dennis live in Litchfield Park. They have four children and two grandchildren. David Schweikert, Treasurer (Republican) Maricopa County is now the third most populated county in the United States, with over 1.5-million parcels. The Treasurer’s Office maintains an investment pool that exceeds 3-billion dollars. In December 2004, David Schweikert was sworn-in as Maricopa County Treasurer. He has both a Bachelor’s Degree in Finance/Real Estate and a MBA from W.P. Carey/Arizona State University. Before becoming Treasurer, David served as Chief Deputy Treasurer. Prior to that, he served as Chairman of the Arizona State Board of Equalization. David has worked as an investment analyst for numerous real estate projects. He has been involved in the Real Estate industry and property tax issues for 25 years. In 1990, David was elected to represent Northeast Maricopa County in the Arizona House of Representatives. In 1992 he was selected to the position of Majority Whip. 258 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Assessor’s Office Elected Officials Assessor’s Office Analysis by Monica Staats, Management & Budget Analyst Departmental Information Organizational Chart Maricopa County Citizens County Assessor Keith E. Russell Chief Deputy Administration Personal Property Real Property Support Services Network Operations Quality Assurance GIS/ Mapping Applications CAMA Modeling Mission The Mission of the Maricopa County Assessor's Office is to administer equitably all laws and regulations so that all ad valorem properties, both real and personal in Maricopa County are appropriately valued. Vision To efficiently and to effectively serve the citizens of Maricopa County. Furthermore, to foster the growth of our employees through education, training, and opportunities. Strategic Goals • “Process Improvement” -- By December 2006, examine current workflows to avoid duplication and improve the business process. Status: The department has procured services with Crew Providers to review the current system and to gather the process, activity, workflow, interactions and transactions to define client requirements. Crew Providers began analysis on February 21, 2006. • “Process Improvement” -- By June 2006, review and establish internal written policies and procedures to ensure uniform application and understanding. Status: The department is currently in the process of recruiting for the newly approved position of Human Resource Manager. Responsibilities will include reviewing and establishing department’s policies and procedures. 259 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Assessor’s Office Elected Officials • “Staff Analysis” -- By June 2006, determine and develop a plan to address the necessary levels of staffing, compensation, and training required to ensure compliance with statutory mandates and to provide increased productivity and customer service. Status: The aforementioned Human Resource Manager will work in conjunction with an outsourced consultant. The consultant will audit personnel, resources, and placement/staffing levels necessary to accomplish assigned duties. This will enable the HR Manager to conduct training and identify those underperformers. • “Backlog” -- By June 2007, eliminate all current backlogs to ensure a more accurate tax roll. Status: An inventory has begun to identify, categorize and quantify current backlogs. • “Drawing Program” -- By December 2007, replace the existing drawing program to provide better accuracy and increased production. Status: As part of their contracted service, Crew Providers will develop a draft Request for Proposal (RFP) for the implementation process of the new Computer Assisted Mass Appraisal system (CAMA). The RFP will be based on client, software, hardware, organizational and operational requirements. Contracted service will also include defining the awarded CAMA vendor requisites to test and measure compliance of all the requirements. • “Electronic Data Management” -- By December 2008, reduce future document paper dependency by 20% (based upon December 2005 paper dependency levels) office-wide by implementation of Electronic Data Management workflow. Status: Document management services to be procured through OSAM Document Solutions, Inc. once Crew Provider’s workflow analysis is completed. It is projected that contracted services will begin in the fourth quarter of FY 2006. • “Computer Assisted Mass Appraisal” -- By December 2008, operate with new office Computer Assisted Mass Appraisal (CAMA) software to improve the function's processing and reporting. Status: As part of their contracted service, Crew Providers will develop a draft Request for Proposal (RFP) for the implementation process of the new CAMA system. The RFP will be based on client, software, hardware, organizational and operational requirements. Contracted service will also include defining the awarded CAMA vendor requirements to test and measure compliance of all the requirements. • “Records Management” -- By June 2010, complete document scanning of 50% of the existing permanent files through implementation of Electronic Data Management workflow. Status: Document management services to be procured through OSAM Document Solutions, Inc. once Crew Provider’s workflow analysis is completed. It is projected that contracted services will begin in the fourth quarter of FY 2006. • “Canvassing Parcels” -- By June 2010, canvass the existing parcels to identify proper property characteristics. Status: Efforts to meet this goal are ongoing. The department is in the process of recruiting and training Appraiser I positions to canvass existing parcels. 260 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Assessor’s Office Elected Officials Department Performance Information The purpose of the Valuation and Notification Activity is to provide accurate data for every tax payer on their real or personal property account. In FY 2004-05 and FY 2005-06 the Assessor’s Office did not track costs associated with production and distribution of proper notices to taxpayers. In FY 2005-06 the Assessor’s Office developed a new program/activity structure that aligns better with its strategic plan. For FY 2006-07, the expected demand and output is 1,400,000 notifications at a budgeted amount of $3.43 per valuation and notification completed. 1,600,000 4.00 1,400,000 3.50 1,200,000 3.00 1,000,000 2.50 800,000 2.00 600,000 1.50 400,000 1.00 200,000 0.50 0 Cost/Valuation and Notifcation # of Valuation and Notifcation Valuation Notification Activity Performance 0.00 FY 2004-05 ACTUAL Demand Output FY 2005-06 PROJECTED FY 2006-07 ADOPTED Cost Per Valuation and Notification Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 12IR - INFORMATION RESOURCE $ DATA - DATA DISTRIBUTION AND SALES TOTAL PROGRAMS $ EXPENDITURES 12IR - INFORMATION RESOURCE CUST - CUSTOMER SERVICE DATA - DATA DISTRIBUTION AND SALES 12PA - PROPERTY ASSESSMENT EDAT - EXCHANGE OF DATA EXMP - STATUTORY EXEMPTIONS PERS - PERSONAL PROP CHARACTERISTICS REAL - REAL PROP CHARACTERISTICS VNOT - VALUATION NOTIFICATION 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEVELOPMENT 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ FY 2005-06 ADOPTED 247,790 247,790 247,790 $ 884,072 884,072 12,187,516 3,791,627 3,611,406 4,784,484 2,339,979 1,260,006 379,824 517,501 182,648 821,876 16,233,444 $ $ $ $ $ $ $ FY 2005-06 REVISED 133,669 133,669 133,669 $ 1,052,706 1,037,456 15,250 13,920,035 3,176,790 3,643,285 7,099,960 2,247,734 1,214,361 391,560 500,416 141,397 898,470 18,118,945 $ 261 $ $ $ $ $ $ FY 2005-06 PROJECTED 133,669 133,669 133,669 $ 1,119,675 1,112,049 7,626 15,958,230 4,169,651 3,651,476 8,137,103 2,146,311 1,190,423 359,643 499,552 96,693 1,025,528 20,249,744 $ $ $ $ $ $ $ FY 2006-07 ADOPTED 189,012 189,012 189,012 $ 1,074,420 1,068,067 6,353 13,948,807 4,063,958 3,863,573 6,021,276 2,221,348 1,157,230 368,211 520,748 175,159 851,126 18,095,702 $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 150,000 150,000 150,000 $ 1,109,543 1,109,543 18,825,476 2,563,645 1,025,994 2,229,502 8,210,922 4,795,413 1,294,335 1,163,391 130,944 1,738,706 11,301 22,979,361 $ $ $ $ $ $ $ (16,331) (16,331) (16,331) -12.2% -12.2% -12.2% 10,132 2,506 7,626 (2,867,246) 1,606,006 (1,025,994) (2,229,502) (4,559,446) 3,341,690 851,976 27,032 359,643 499,552 (34,251) (713,178) (11,301) (2,729,617) 0.9% 0.2% 100.0% -18.0% 38.5% -124.9% 41.1% 39.7% 2.3% 100.0% 100.0% -35.4% -69.5% -13.5% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Assessor’s Office Elected Officials Total Budget by Category FY 2004-05 ACTUAL REVENUE MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 247,790 247,790 $ $ 133,669 133,669 $ $ 133,669 133,669 $ $ 189,012 189,012 $ $ 150,000 150,000 $ $ (16,331) (16,331) -12.2% -12.2% $ 13,644,136 609,155 1,807,592 172,561 16,233,444 $ 15,595,526 302,034 1,988,127 233,258 18,118,945 $ 17,696,431 343,655 1,958,212 251,446 20,249,744 $ 15,588,424 386,375 1,893,235 227,667 18,095,702 $ 20,465,593 510,775 1,762,809 240,184 22,979,361 $ (2,769,162) (167,120) 195,403 11,262 (2,729,617) -15.6% -48.6% 10.0% 4.5% -13.5% $ $ $ $ $ $ Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % ALL FUNDS $ $ 247,790 247,790 $ $ 133,669 133,669 $ $ 133,669 133,669 $ $ 189,012 189,012 $ $ 150,000 150,000 $ $ (16,331) (16,331) -12.2% -12.2% ALL FUNDS $ $ 16,233,444 16,233,444 $ $ 18,118,945 18,118,945 $ $ 20,249,744 20,249,744 $ $ 18,095,702 18,095,702 $ $ 22,979,361 22,979,361 $ $ (2,729,617) (2,729,617) -13.5% -13.5% EXPENDITURES 100 GENERAL Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 331.00 331.00 FY 2005-06 REVISED 365.00 365.00 FY 2006-07 ADOPTED 358.00 358.00 ADOPTED TO REVISED VARIANCE % (7.00) -1.9% (7.00) -1.9% • PeopleSoft error during Market Adjustment when changing working titles and market range titles. Temporary positions were converted to regular positions. Error has been corrected. – (14.0) FTE. • Human Resource Administrator, Chief Appraiser and Management and Budget Analyst Initiative Request – 3.0 FTE were added.. • Specialized Modelers Initiative Request – 4.0 FTE were added to the Valuation Notification Activity. Base Adjustments Revenue • Adjustment to the Customer Service Activity ($16,331): Revenue increase based on current and historical trend revenue figures. Expenditures • Adjustment to the Customer Service Activity (-$2,506): The adopted budget includes a reduction of $2,506 due to the right-sizing of various expenditure items. 262 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Assessor’s Office Elected Officials • General Technical Adjustments ($1,514,367): The adopted budget includes an increase of $1,514,367 to fund personnel expenses related to the recent market based compensation adjustments and increased staffing. • Increase to the Real Property Characteristics Activity ($4,559,446): The adopted budget includes an increase to the Real Property Characteristics Activity. This increase is due to Department’s re-organization and the re-allocating of personnel costs and service charges. • Decrease to the Valuation Notification Activity (-$3,341,690): The adopted budget includes a decrease to the Valuation Notification Activity. This reduction was due to Department’s reorganization and the re-allocating of personnel costs and service charges. 263 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Assessor’s Office Elected Officials Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 18,118,945 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: 20 additional staff Pay for Performance Stop Gap Increase Admin Relocation Westside Office 3 Appraisers Mrkt Adj Lease renewal NW Office Mrkt Adj Assessor Clerk, Title Examiner and GIS Series FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of FY 2006 Initiatives One Time Expenses FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ 866,817 450,168 70,413 71,920 25,742 48,890 468,805 2,002,755 $ - $ 20,121,700 $ 133,669 177,390 $ 235,623 33,345 (137,314) 12,006 30,253 32,046 1,026,257 488,705 1,898,311 $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: Reduction to Current Revised Budget BASE ADJUSTMENTS: Adjustment to the Customer Service Activity General Technical Adjustments Increase to the Real Property Characteristics Activity Decrease to the Valuation Notification Activity $ 22,020,011 $ 133,669 $ (1,770,267) $ - $ (2,506) $ 1,514,367 4,559,446 (3,341,690) 2,729,617 $ 16,331 16,331 Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 264 $ REVENUE 133,669 22,979,361 $ 150,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Assessor’s Office Elected Officials Mandates 120 ASSESSOR MANDATED EXPENDITURES 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on factors including the reorganization and redistribution of funds between Activities. See the Base Adjustment section above for additional detail. Program Activity INFORMATION RESOURCE CUSTOMER SERVICE DATA DISTRIBUTION AND SALES PROPERTY ASSESSMENT & VALUATION EXCHANGE OF DATA Purpose The purpose of the Information Resource program is to provide quality customer service and reliable data to the public, government agencies and internal customers so that they can utilize our broad base of property information. The purpose of the Customer Service activity is to provide quality, timely customer service to the public and government agencies so that they can be better informed. The purpose of the Data Distribution and Sales activity is to provide quality, timely data to the public and government agencies so that they can utilize required and desired property information. The purpose of the Property Assessment & Valuation program is to provide ownership, mapping, property characteristics, and valuation information to external and internal customers to ensure valuations comply with Arizona Revised Statues. The purpose of the Exchange of Data activity is to provide an appeal or correction opportunity for the taxpayer so that they can challenge or question their current value. STATUTORY EXEMPTIONS The purpose of the Statutory Exemptions activity is to provide an opportunity for the taxpayer to apply and receive any valuation adjustment or consideration in accordance to Arizona Revised Statues or the Constitution of Arizona. PERSONAL PROP CHARACTERISTICS The purpose of the Personal Property Inspection & Collection activity is to provide accurate data on each account for the tax role. The purpose of the Real Property Inspection & Collection activity is to provide accurate data on each parcel for the tax role. REAL PROP CHARACTERISTICS VALUATION NOTIFICATION Mandate A.R.S. §42-11009 A.R.S. §42-11009 A.R.S. §42-16054; A.R.S. §42-16251; A.R.S. §4216252; A.R.S. §42-16253; A.R.S. §42-16254; A.R.S. §42-16255; A.R.S. §42-16256; A.R.S. §4216257; A.R.S. §42-16258 A.R.S. §42-13401; A.R.S. §42-13402; A.R.S. §4213403; A.R.S. §42-13404; A.R.S. §42-11101; A.R.S. §42-11155; A.R.S. §42-11127(B) A.R.S. §42-15053(A) A.R.S. §42-13051; A.R.S. §42-15052; A.R.S. §4215054; A.R.S. §42-15057; A.R.S. §42-15151 The purpose of the Valuation and Notification activity is to provide accurate data for every tax A.R.S. §42-15101; A.R.S. §42-15105 payer on their real or personal property account. 265 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 1, Elected Officials Board of Supervisors District 1 Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organization Chart Maricopa County Citizens Board of Supervisors District 1 - Fulton Brock Respective Direct Report Staff Constituent Services Administration Clerk of the Board County Manager Internal Audit 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 responsible to our customers while being fiscally prudent. Strategic Priorities • • • • • • • Ensure safe communities and a streamlined, integrated justice system. Promote and protect the public health of the community. Provide regional leadership in critical public policy areas. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. 266 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 1, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ 254,584 254,584 FY 2005-06 ADOPTED $ $ 306,515 306,515 FY 2005-06 REVISED $ $ FY 2005-06 PROJECTED 319,055 319,055 $ $ 285,314 285,314 FY 2006-07 ADOPTED $ $ ADOPTED TO REVISED VARIANCE % 341,043 341,043 $ $ (21,988) (21,988) -6.9% -6.9% Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ FY 2005-06 ADOPTED 240,138 2,183 10,230 2,033 254,584 $ FY 2005-06 REVISED 277,967 8,009 18,860 1,679 306,515 $ $ $ FY 2005-06 PROJECTED 291,416 7,909 17,502 2,228 319,055 $ $ FY 2006-07 ADOPTED 264,272 5,000 13,810 2,232 285,314 $ $ ADOPTED TO REVISED VARIANCE % 312,141 9,744 18,210 948 341,043 $ (20,725) (1,835) (708) 1,280 (21,988) $ -7.1% -23.2% -4.0% 57.5% -6.9% Total Budget by Fund FY 2004-05 ACTUAL EXPENDITURES 100 GENERAL $ 254,584 FY 2005-06 ADOPTED $ 306,515 FY 2005-06 REVISED $ 319,055 FY 2005-06 PROJECTED $ 285,314 FY 2006-07 ADOPTED $ ADOPTED TO REVISED VARIANCE % 341,043 $ (21,988) -6.9% Personnel by Fund TOTAL FUNDS FY 2005-06 ADOPTED 3.00 FY 2005-06 REVISED 3.00 FY 2006-07 ADOPTED 3.00 ADOPTED TO REVISED VARIANCE % 0% Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 306,515 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (annualized) Retirement Contributions Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance FY 2006-07 ADOPTED BUDGET: 267 - $ Subtotal $ 7,771 7,771 $ $ - $ 314,286 $ - $ $ Subtotal $ 9,537 10,232 762 6,226 26,757 $ - $ 341,043 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 2, Elected Officials Board of Supervisors District 2 Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organization Chart Maricopa County Citizens Board of Supervisors District 2 - Don Stapley Chairman Respective Direct Report Staff Constituent Services Administration Clerk of the Board County Manager Internal Audit 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 responsible to our customers while being fiscally prudent. Strategic Priorities • • • • • • • Ensure safe communities and a streamlined, integrated justice system. Promote and protect the public health of the community. Provide regional leadership in critical public policy areas. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. 268 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 2, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ 267,307 267,307 FY 2005-06 ADOPTED $ $ 306,515 306,515 FY 2005-06 REVISED $ $ FY 2005-06 PROJECTED 319,055 319,055 $ $ 306,041 306,041 FY 2006-07 ADOPTED $ $ ADOPTED TO REVISED VARIANCE % 341,043 341,043 $ $ (21,988) (21,988) -6.9% -6.9% Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ FY 2005-06 ADOPTED 248,093 2,365 14,809 2,040 267,307 $ $ $ 277,048 7,334 19,983 2,150 306,515 FY 2005-06 REVISED $ 295,922 8,032 13,002 2,099 319,055 $ FY 2005-06 PROJECTED $ $ 281,646 5,167 16,923 2,304 306,041 FY 2006-07 ADOPTED $ ADOPTED TO REVISED VARIANCE % 312,981 7,850 19,467 745 341,043 $ $ (17,059) 182 (6,465) 1,354 (21,988) $ -5.8% 2.3% -49.7% 64.5% -6.9% Total Budget by Fund FY 2004-05 ACTUAL EXPENDITURES 100 GENERAL TOTAL EXPENDITURES $ $ 267,307 267,307 FY 2005-06 ADOPTED $ $ 306,515 306,515 FY 2005-06 REVISED $ $ FY 2005-06 PROJECTED 319,055 319,055 $ $ 306,041 306,041 FY 2006-07 ADOPTED $ $ 341,043 341,043 ADOPTED TO REVISED VARIANCE % $ $ (21,988) (21,988) -6.9% -6.9% Personnel by Fund TOTAL FUNDS FY 2005-06 ADOPTED 3.00 FY 2005-06 REVISED 3.00 FY 2006-07 ADOPTED 3.00 ADOPTED TO REVISED VARIANCE % 0% Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 306,515 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance FY 2006-07 ADOPTED BUDGET: 269 - $ Subtotal $ 7,771 7,771 $ $ - $ 314,286 $ - $ $ Subtotal $ 9,537 10,232 762 6,226 26,757 $ - $ 341,043 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 3, Elected Officials Board of Supervisors District 3 Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organization Chart Maricopa County Citizens Board of Supervisors District 3 - Andrew Kunasek Respective Direct Report Staff Constituent Services Administration Clerk of the Board County Manager Internal Audit 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 responsible to our customers while being fiscally prudent. Strategic Priorities • • • • • • • Ensure safe communities and a streamlined, integrated justice system. Promote and protect the public health of the community. Provide regional leadership in critical public policy areas. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. 270 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 3, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ 243,011 243,011 FY 2005-06 ADOPTED $ $ FY 2005-06 REVISED 306,515 306,515 $ $ 319,055 319,055 FY 2005-06 PROJECTED $ $ 293,286 293,286 FY 2006-07 ADOPTED $ $ ADOPTED TO REVISED VARIANCE % 341,043 341,043 $ $ (21,988) (21,988) -6.9% -6.9% Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ FY 2005-06 ADOPTED 238,278 178 3,715 841 243,011 $ FY 2005-06 REVISED 289,066 6,362 9,532 1,555 306,515 $ $ $ FY 2005-06 PROJECTED 306,572 562 10,944 977 319,055 $ $ FY 2006-07 ADOPTED 279,212 4,240 8,474 1,360 293,286 $ $ ADOPTED TO REVISED VARIANCE % 323,058 6,852 10,158 975 341,043 $ (16,486) (6,290) 786 2 (21,988) $ -5.4% -1119.2% 7.2% 0.2% -6.9% Total Budget by Fund FY 2004-05 ACTUAL EXPENDITURES 100 GENERAL $ 243,011 FY 2005-06 ADOPTED $ 306,515 FY 2005-06 REVISED $ 319,055 FY 2005-06 PROJECTED $ 293,286 FY 2006-07 ADOPTED $ ADOPTED TO REVISED VARIANCE % 341,043 $ (21,988) -6.9% Personnel by Fund TOTAL FUNDS FY 2005-06 ADOPTED 3.00 FY 2005-06 REVISED 3.00 FY 2006-07 ADOPTED 3.00 ADOPTED TO REVISED VARIANCE % 0% Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 306,515 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance FY 2006-07 ADOPTED BUDGET: 271 - $ Subtotal $ 7,771 7,771 $ $ - $ 314,286 $ - $ $ Subtotal $ 9,537 10,232 762 6,226 26,757 $ - $ 341,043 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 4, Elected Officials Board of Supervisors District 4 Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organization Chart Maricopa County Citizens Board of Supervisors District 4 - Max Wilson Respective Direct Report Staff Constituent Services Administration Clerk of the Board County Manager Internal Audit 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 responsible to our customers while being fiscally prudent. Strategic Priorities • • • • • • • Ensure safe communities and a streamlined, integrated justice system. Promote and protect the public health of the community. Provide regional leadership in critical public policy areas. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. 272 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 4, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ FY 2005-06 ADOPTED 216,345 216,345 $ $ FY 2005-06 REVISED 306,515 306,515 $ $ FY 2005-06 PROJECTED 319,055 319,055 $ $ 291,603 291,603 FY 2006-07 ADOPTED $ $ 341,043 341,043 ADOPTED TO REVISED VARIANCE % $ $ (21,988) (21,988) -6.9% -6.9% Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ FY 2005-06 ADOPTED 214,426 552 622 745 216,345 $ $ FY 2005-06 REVISED 272,739 6,898 25,326 1,552 306,515 $ $ $ FY 2005-06 PROJECTED 286,139 7,342 24,822 752 319,055 $ $ 267,242 4,915 18,166 1,280 291,603 FY 2006-07 ADOPTED $ ADOPTED TO REVISED VARIANCE % 307,257 8,085 24,956 745 341,043 $ $ (21,118) (743) (134) 7 (21,988) $ -7.4% -10.1% -0.5% 0.9% -6.9% Total Budget by Fund FY 2004-05 ACTUAL EXPENDITURES 100 GENERAL $ 216,345 FY 2005-06 ADOPTED $ 306,515 FY 2005-06 REVISED $ 319,055 FY 2005-06 PROJECTED $ 291,603 FY 2006-07 ADOPTED $ ADOPTED TO REVISED VARIANCE % 341,043 $ (21,988) -6.9% Personnel by Fund TOTAL FUNDS FY 2005-06 ADOPTED 3.00 FY 2005-06 REVISED 3.00 FY 2006-07 ADOPTED 3.00 ADOPTED TO REVISED VARIANCE % 0% Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 306,515 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance FY 2006-07 ADOPTED BUDGET: 273 - $ Subtotal $ 7,771 7,771 $ $ - $ 314,286 $ - $ $ Subtotal $ 9,537 10,232 762 6,226 26,757 $ - $ 341,043 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 5, Elected Officials Board of Supervisors District 5 Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organization Chart Maricopa County Citizens Board of Supervisors District 5 - Mary Rose Wilcox Respective Direct Report Staff Constituent Services Administration Clerk of the Board County Manager Epidemiology/Vital 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, efficient and effectively. We will be responsible to our customers while being fiscally prudent. Strategic Priorities • • • • • • • Ensure safe communities and a streamlined, integrated justice system. Promote and protect the public health of the community. Provide regional leadership in critical public policy areas. Carefully plan and manage land use in Maricopa County to promote sustainable development and to preserve and strengthen our environment. Continue to exercise sound financial management and build the County’s fiscal strength while minimizing the property tax burden. Maintain a quality workforce and equip County employees with the tools, skills, workspace and resources they need to do their jobs safely and well. Continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided by the County. 274 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Board of Supervisors District 5, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ 254,058 254,058 FY 2005-06 ADOPTED $ $ 306,515 306,515 FY 2005-06 REVISED $ $ 319,055 319,055 FY 2005-06 PROJECTED $ $ 296,072 296,072 FY 2006-07 ADOPTED $ $ 341,043 341,043 ADOPTED TO REVISED VARIANCE % $ $ (21,988) (21,988) 6.9% 6.9% Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ FY 2005-06 ADOPTED 230,474 1,892 19,598 2,094 254,058 $ FY 2005-06 REVISED 279,298 6,420 17,896 2,901 306,515 $ $ $ FY 2005-06 PROJECTED 293,632 6,420 16,904 2,099 319,055 $ $ FY 2006-07 ADOPTED 276,271 3,853 13,384 2,563 296,072 $ $ ADOPTED TO REVISED VARIANCE % 313,522 7,514 18,003 2,004 341,043 $ (19,890) (1,094) (1,099) 95 (21,988) $ -6.8% -17.0% -6.5% 4.5% -6.9% Total Budget by Fund FY 2004-05 ACTUAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % EXPENDITURES 100 GENERAL $ 254,058 $ 306,515 $ 319,055 $ 296,072 $ 341,043 $ (21,988) -6.9% Personnel by Fund TOTAL FUNDS FY 2005-06 ADOPTED 3.00 FY 2005-06 REVISED 3.00 FY 2006-07 ADOPTED 3.00 ADOPTED TO REVISED VARIANCE % 0% Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 306,515 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance FY 2006-07 ADOPTED BUDGET: 275 - $ Subtotal $ 7,771 7,771 $ $ - $ 314,286 $ - $ $ Subtotal $ 9,537 10,232 762 6,226 26,757 $ - $ 341,043 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Clerk of the Superior Court Analysis by Wendy Johnson, Management & Budget Analyst Departmental Information Organizational Chart Maricopa County Citizens Clerk of the Superior Court Michael K. Jeanes Administrative & Adult Courtroom Services Document & Cash Management Services Records Management & Juvenile Services Strategic Planning & Information Technology Mission The mission of the Clerk of the Superior Court is to provide court-related records management, financial, and family support services to the public, the legal community, and the Superior Court so that they can have effective access to the legal process. Vision The vision of the Clerk of the Superior Court is to anticipate, meet, and exceed the expectations of our customers. Strategic Goals • By January 2007, the Clerk of the Superior Court will obtain the authority to rely solely on the electronic record for the purposes of case filing, maintenance, retrieval and storage. Status: 80% of the goal has been reached. The department has completed 95% of the compliance documentation and needs to establish a website for auditing purposes. • By January 2007, the Clerk of the Superior Court’s Human Resources program will have fully implemented their Four Star (Four Step Training, Advancement, and Retention) program to include all staff, offering essential training and expanding opportunities for personal and professional advancement, while encouraging greater retention and work schedule flexibility. Status: First-day and monthly New Employee Orientations were revised and augmented. Individual employee training plans and a Learning Resource Center were initiated. 276 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials • By March 2006, the Clerk of the Superior Court will have fully implemented the functionality to enable plaintiffs, defendants, petitioners, respondents, and their attorneys the ability to remotely access documents in their case. Status: An enterprise software license was obtained that will accommodate authorized remote access users. A duplicate database site was established to protect the integrity of the production database. • By July 2007, the Clerk of the Superior Court will have drafted, proposed, and (if approved) implemented revisions to the Supreme Court Rule 123 to balance privacy concerns with public access needs. Status: The Supreme Court postponed the effective date of Rule 123, due to implementation issues raised by court agencies. The Clerk’s Office will participate in a workgroup, which will be established by the Administrative Office of the Supreme Court, to address the implementation issues. Department Performance Information The Case and Document Filing and Memorialize Court Proceedings activities comprise 72% of Clerk of the Superior Court’s budget in FY 2006-07. Both activities were created in FY 2005-06 so previous historical data is not available. FY 2005-06 and FY 2006-07 performance data for these activities and commentary on variances is included below. 2,700,000 7.00 2,600,000 6.50 6.00 2,500,000 5.50 2,400,000 5.00 2,300,000 4.50 2,200,000 Cost per Document Scanned Number of Documents Scanned Case and Document Filing Activity Performance 4.00 FY 2005-06 PROJECTED Demand Output FY 2006-07 ADOPTED Cost Per Document Scanned The increase in demand, output, and cost in FY 2006-07 is a result of an increase in case filings. This trend in case filings is expected to continue as population increases and more cases continue to be filed. By January 2007, the Clerk of the Superior Court will obtain authority to rely solely on the electronic record for the purposes of case filing which will cause demand and output to continue to increase. 277 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials 25.00 650,000 600,000 24.00 550,000 500,000 23.00 450,000 22.00 400,000 21.00 350,000 300,000 Cost per Minute Entry Completed Number of Minute Entries Completed Memorialize Court Proceedings Activity Performance 20.00 FY 2005-06 PROJECTED Demand Output FY 2006-07 ADOPTED Cost per Minute Entry Completed There is an increase in the demand, output, and cost per minute entry completed in FY 2006-07. This is a result of higher expenditures which are directly related to an increase in salaries and benefits. The volume change is a result of additional divisions being created by the Courts. 278 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 16CR - COURT RECORDS $ CADF - CASE AND DOCUMENT FILING COUR - MEMORIALIZE COURT PROCEEDINGS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % 5,493,767 2,982,260 2,511,507 $ 7,509,177 3,998,925 3,510,252 $ 7,881,335 3,998,925 3,882,410 $ 7,316,367 3,998,925 3,317,442 $ 7,936,336 3,998,925 3,937,411 $ 7,329,325 7,329,325 $ 5,494,565 5,494,565 $ 5,494,565 5,494,565 $ 6,935,971 6,935,971 - $ 7,206,877 7,206,877 - $ 444,741 444,741 $ 800,000 800,000 $ 800,000 800,000 $ 749,172 749,172 $ 749,172 749,172 303,613 858,572 (223,985) 14,206,032 $ $ $ $ 181,000 13,984,742 $ $ $ $ 526,302 14,702,202 $ $ $ $ 1,178,494 16,180,003 $ $ $ $ 21,068,954 10,753,749 10,315,206 $ 25,913,399 13,550,149 12,363,250 $ 28,387,856 15,585,221 12,802,635 $ 25,504,327 12,827,523 12,676,803 $ 1,782,844 1,782,844 - $ 2,019,801 2,019,801 - $ 1,966,195 76,160 1,890,035 - $ 16PR - PUBLIC RECORDS $ CDPS - COURT DOCUMENT PRESERVATION PURE - PUBLIC REGISTRATIONS 258,406 258,406 $ 317,305 317,305 $ 426,965 426,965 $ 99AS - ADMINISTRATIVE SERVICES PROG $ 99IT - INFORMATION TECHNOLOGY PROGRAM $ 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 3,192,257 3,476,774 29,779,236 $ $ 3,393,127 3,613,781 35,257,413 $ $ 3,737,985 4,193,081 38,712,082 $ $ 16FS - FIDUCIARY SERVICES COCL - COURT ORDERED RECEIVABLES CODS - COURT ORDERED DISBURSEMENT $ 16PR - PUBLIC RECORDS PURE - PUBLIC REGISTRATIONS $ 99AS - ADMINISTRATIVE SERVICES PROG $ 99IT - INFORMATION TECHNOLOGY PROGRAM $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ EXPENDITURES 16CR - COURT RECORDS $ CADF - CASE AND DOCUMENT FILING COUR - MEMORIALIZE COURT PROCEEDINGS 16FS - FIDUCIARY SERVICES COCL - COURT ORDERED RECEIVABLES CODS - COURT ORDERED DISBURSEMENT COSO - COURT SUPPORT ORDERS $ $ $ 55,001 55,001 0.7% 0.0% 1.4% 1,712,312 7,206,877 (5,494,565) -100.0% $ (50,828) (50,828) -6.4% -6.4% 181,000 16,073,385 $ $ $ $ (345,302) 1,371,183 $ 30,139,508 15,903,540 14,235,968 $ (1,751,652) (318,319) (1,433,333) -6.2% -2.0% -11.2% 1,959,427 381,469 1,483,541 94,417 $ 2,027,126 30,443 1,903,670 93,013 $ (60,931) 45,717 (13,635) (93,013) -3.1% 60.0% -0.7% 522,689 194,339 328,350 $ 745,306 272,848 472,458 $ (318,341) (272,848) (45,493) -74.6% 3,560,938 5,119,157 59,449 41,651,484 $ $ $ $ 3,672,068 4,995,364 (0) 36,653,875 $ $ $ $ 177,047 (926,076) (59,449) (2,939,402) 31.2% -65.6% 9.3% -10.7% 4.7% -22.1% -7.6% Total Budget by Category FY 2004-05 ACTUAL REVENUE LICENSES & PERMITS INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE OTHER FINANCING SOURCES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 1,875,707 9,107,160 3,163,530 59,636 14,206,032 $ 26,438,994 1,234,134 1,551,468 554,640 29,779,236 $ $ $ 400,000 2,265,345 9,101,520 2,180,000 37,877 13,984,742 31,035,975 1,222,056 2,376,302 623,080 35,257,413 FY 2005-06 REVISED $ $ $ $ FY 2005-06 PROJECTED 400,000 2,423,567 9,050,349 2,180,000 302,984 345,302 14,702,202 $ 34,498,016 999,367 2,187,646 345,302 681,751 38,712,082 $ 279 $ $ 400,000 2,254,420 10,071,362 3,017,228 91,691 345,302 16,180,003 31,941,577 1,120,411 2,630,474 345,302 616,110 36,653,875 FY 2006-07 ADOPTED $ $ $ 400,000 2,647,935 9,765,033 3,217,228 43,189 16,073,385 37,110,865 1,094,245 2,765,815 680,559 41,651,484 ADOPTED TO REVISED VARIANCE % $ $ $ 224,368 714,684 1,037,228 (259,795) (345,302) 1,371,183 0.0% 9.3% 7.9% 47.6% -85.7% -100.0% 9.3% (2,612,849) (94,878) (578,169) 345,302 1,192 (2,939,402) -7.6% -9.5% -26.4% 100.0% 0.2% -7.6% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 218 CLERK OF COURT FILL THE GAP 259 TRIAL COURTS SPECIAL REVENUE 270 CHILD SUPPORT ENHANCEMENT 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS ALL FUNDS EXPENDITURES 100 GENERAL 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 218 CLERK OF COURT FILL THE GAP 259 TRIAL COURTS SPECIAL REVENUE 270 CHILD SUPPORT ENHANCEMENT 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS ALL FUNDS $ $ $ $ 7,717,360 1,075,193 638,449 1,282,522 1,342,567 161,276 76,981 4,619 1,907,067 14,206,032 24,019,012 1,057,556 489,984 1,277,729 1,392,234 99,786 26,453 17,547 1,398,935 29,779,236 FY 2005-06 ADOPTED $ $ $ $ 6,105,265 1,098,925 687,192 1,476,516 1,487,544 181,000 45,000 3,300 2,900,000 13,984,742 26,383,155 1,223,925 1,161,555 1,476,516 1,527,544 262,000 85,000 37,718 3,100,000 35,257,413 FY 2005-06 REVISED $ $ $ $ 6,105,265 1,098,925 1,213,494 1,592,567 1,743,651 45,000 3,300 2,900,000 14,702,202 29,120,364 1,223,925 1,423,555 1,592,567 1,783,651 345,302 85,000 37,718 3,100,000 38,712,082 FY 2005-06 PROJECTED $ $ $ $ 7,588,843 1,098,925 1,120,493 1,469,640 1,783,651 151,000 64,151 3,300 2,900,000 16,180,003 27,574,168 1,164,639 1,092,105 1,478,298 1,783,646 345,302 85,000 30,718 3,100,000 36,653,875 FY 2006-07 ADOPTED $ $ $ $ 7,766,749 1,098,925 868,192 1,592,568 1,783,651 60,000 3,300 2,900,000 16,073,385 32,090,197 1,218,377 1,546,784 1,592,568 1,892,222 145,000 39,901 3,126,435 41,651,484 ADOPTED TO REVISED VARIANCE % $ $ $ $ 1,661,484 (345,302) 1 40,000 15,000 1,371,183 27.2% 0.0% -28.5% 0.0% 2.3% (2,969,833) 5,548 (123,229) (1) (108,571) 345,302 (60,000) (2,183) (26,435) (2,939,402) -10.2% 0.5% -8.7% 0.0% -6.1% 100.0% -70.6% -5.8% -0.9% -7.6% 33.3% 0.0% 0.0% 9.3% Note: Judicial Enhancement Fund FY 2005-06 Revised Revenue was increased by $345,302 due to consolidation of Trial Courts Special Revenue Fund. Personnel by Fund 100 GENERAL 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 218 CLERK OF COURT FILL THE GAP 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS TOTAL FUNDS • • • • • • • • • FY 2005-06 ADOPTED 614.00 29.00 5.00 5.00 38.00 1.00 51.00 743.00 FY 2005-06 REVISED 618.50 23.00 6.00 5.00 34.00 1.00 49.00 736.50 FY 2006-07 ADOPTED 653.50 23.00 6.00 5.00 34.00 1.00 49.00 771.50 ADOPTED TO REVISED VARIANCE % 35.00 6% 0% 0% 0% 0% 0% 0% 35.00 5% 2.0 FTEs transferred from the General Fund (100) to the Judicial Enhancement Fund (208). Results Initiative Court Expansion - Mental Health Court - 2.0 FTEs (General Fund) Results Initiative Court Expansion - Critical Calendar Caseflow - 6.0 FTEs (General Fund) Results Initiative Court Expansion - Family Night Court (Northeast) – 2.5 FTEs (General Fund) Results Initiative Court Expansion - Juvenile Night Court (Durango) – 3.5 FTEs (General Fund) Results Initiative Court Expansion - New Criminal Trial Division - 2.0 FTEs (General Fund) Results Initiative Court Expansion - Settlement Conference Division - 2.0 FTEs (General Fund) Results Initiative Courtroom Clerks - Courtroom Clerk Staffing Study - 15.0 FTEs (General Fund) Results Initiative Court Expansion - 9th Grand Jury - 2.0 FTEs (General Fund) 280 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Base Adjustments • Increased Memorialize Court Proceedings Activity ($15,000): Increased Memorialize Court Proceedings Activity Revenue by $15,000 to reflect the anticipated increase of Charges for Service revenue in the Child Support Enhancement Fund. • Increased Public Registrations Activity ($349,172): Increased Public Registrations Activity Revenue by $349,172 to reflect the anticipated increase of Other Charges for Service revenue in the General Fund. • Increased Court Ordered Receivables Activity ($1,192,312): Increased Court Ordered Receivables Activity Revenue by $1,192,312 to reflect anticipated increase of grant monies and Fines & Forfeits revenue in the General Fund. Additionally, revenue for prior periods in the Court Ordered Disbursement Activity was transferred to the Court Ordered Receivables Activity. • Decreased Unemployment and Workers’ Compensation (-$16,282): Adjusted Internal Service Fund Charge and Office of the Director Activities by $59,449 and ($75,731) respectively to correctly budget FY 2006-07 Unemployment and Workers’ Compensation charges. The net impact of these adjustments totals ($16,282). • Executive Compensation Increase ($19,136): Increased Regular Pay and Benefits by $19,136 to include the full twelve month impact of FY 2005-06 Executive Compensation Pay increases. • Increased Personnel Savings (-$725,034): Increased Personnel Savings in the General Fund by ($725,034) to 6.5%. Increasing Personnel Savings will more accurately reflect current actual expenditure patterns in the Department. Future market increases could reduce the vacancy rate and could require additional funding to reduce personnel savings. Contingency will be recommended if the vacancy savings is not achieved. • Allocate Personnel to Judicial Enhancement Fund ($0): Allocate $148,872 in Personnel from the General Fund to the Judicial Enhancement Fund. This allocation will enable the IT staff to charge their costs to the appropriate funded projects. Fund Balance (Non-Recurring Expenditures): The Amount Adopted includes multiple requests to spend from fund balance (see table, below. Fund Court Document Retrieval Fund (205) Judicial Enhancement Fund (208) Clerk of the Court Fill-the-Gap (218) Child Support Enhancement (270) Victim Location Fund (273) Clerk of the Court EDMS Fund (274) Summary of Request Scanning and Micrographic Film Operation Expansion Carryover Projects and New One-time Technology Initiatives Financial System Integration and E-Filing (Criminal) One-time Technology Related Items Temporary Clerical Position Public Access Hotsite and Developer and E-CRIS Programming Est. Avail. Fund Balance Amount Adopted $ 119,452 $ 119,452 1,503,418 696,345 108,571 108,571 164,078 85,000 47,633 36,601 721,005 226,435 $ 2,664,157 $ 1,272,404 Results Initiatives The following Results Initiatives have been adopted for FY 2006-07 to address the Memorialize Court Proceedings Activity. The requested clerical support staff for the Case and Document Filing Activity related to new courts is not recommended at this time. OMB will work with the department to complete a clerical support staffing study that is based on caseload and volume as agreed upon last year. 281 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials The Courtroom Clerk Staffing Study Results Initiative Request addresses the baseline increase of 10,043 additional minute entries. The implementation of this initiative will increase the percentage of minute entries completed within the established timeframe from 80% to 83%. • Courtroom Clerk Staffing Study - $736,563 ($699,063 annualized): Initiative adds 15.0 FTEs and associated supplies and in order to address the increased service demand from caseload growth, court decentralization, and related changes in court processes and operations. Recommended staffing is based on a new staffing model developed by the Clerk’s office in cooperation with OMB. OMB will work with the department to further refine the Courtroom Clerk study that was created by the department. Expected Result: Memorialize court proceedings and events for the court and other interested parties so that they can have an objective record of those events in order to facilitate the judicial process and expedite resolution within time standards. This will allow the department to increase the amount of entries completed within the established timeframe from 80% to 83%, or an increase of 3.4%. In addition, a number of new judicial divisions have been adopted for Trial Courts. Altogether, theses new Courts are expected to generate an increase of 38,347 minute entries while maintaining the 83% of minute entries completed with the established timeframe. • Comprehensive Mental Health Court - $101,152 ($96,152 annualized): Initiative adds 2.0 FTEs and associated supplies and equipment in order to support one new Commissioner as requested by the Court. Expected Result: This will allow the department to meet additional demand of 3,967 minute entries as the result of a newly created Comprehensive Mental Health Court. • Critical Calendar Caseflow - $302,289 ($287,289 annualized): Initiative adds 6.0 FTEs and associated supplies and equipment in order to support three new judicial officers (Pro Tempore or retired Judges) as requested by the Court. Expected Result: This will allow the department to meet additional demand of 11,900 minute entries.. • Family Court Night Court (Northeast) - $64,041 ($118,081 annualized): Initiative adds 2.5 FTEs and associated supplies and equipment in order to support one new Commissioner as requested by the Court. Expected Result: This will allow the department to meet additional demand of 10,401 minute entries as the result of a newly created Family Court Night Court. • Juvenile Night Court (Durango) - $94,446 ($168,888 annualized): Initiative adds 3.5 FTEs and associated supplies and equipment in order to support one new Commissioner as requested by the Court. Expected Result: This will allow the department to meet additional demand of 4,166 minute entries as the result of a newly created Juvenile Night Court. • New Criminal Trial Division - $101,152 ($96,152 annualized): Initiative adds 2.0 FTEs and associated supplies and in order to support one new judicial division as requested by the Court. Expected Result: Assist the Courts to meet felony case processing time standards developed by the Arizona Supreme Court thereby reducing jail overcrowding. This will allow the department to meet additional demand of 3,967 minute entries as the result of a new Criminal Trial Division. 282 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Settlement Conference Division - $101,961 ($96,961 annualized): Initiative adds 2.0 FTEs and associated supplies and equipment to support one new judicial division as requested by the Court. OMB reduced the amount as it is recommended the department purchase the computer equipment through the Technology Financing Program. Expected Result: This will allow the department to meet additional demand of 1,984 minute entries as the result of a newly created Settlement Conference Division. The following Results Initiative has been adopted for FY 2006-07 to address the Memorialize Court Proceedings and Case and Document Filing Activities: 9th Grand Jury - $99,939 ($94,339 annualized): Initiative adds 2.0 FTEs to expand the Case and Document Filing and Memorialize Court Proceedings Activities in order to support the additional Grand Jury established in the fall of 2005. Expected Result: Increase the percentage of documents scanned from 85% to 87% and meet additional demand of 1,962 minute entries as the result of an additional Grand Jury. 283 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 26,383,155 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 Market Adjustments Courtroom Clerk Special Work Assignment $ Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments Annualization of FY 2006 Initiatives FY 2005-06 Pay for Performance Annualization One-Time Revenue Annualization of FY 2005-06 DRP/LRP (12 month) Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ RESULTS INITIATIVES: Comprehensive Mental Health Court Critical Calendar Caseflow Family Court Night Court (Northeast) Juvenile Night Court (Durango) New Criminal Trial Division Settlement Conference Division Courtroom Clerk Staffing Study 9th Grand Jury FY 2006-07 ADOPTED BUDGET: 284 REVENUE 6,105,265 730,798 $ 1,845,077 (27,833) 2,548,042 $ - 28,931,197 $ 6,105,265 280,181 $ 377,190 (5,670) 38,705 53,998 85,829 784,797 814,079 2,429,109 $ 21,178 21,178 $ 6,126,443 $ - $ (16,282) 19,136 (725,034) (148,872) 98,822 349,172 1,192,312 - Subtotal $ (871,052) $ 1,640,306 BASE ADJUSTMENTS: Increased Memorialize Court Proceedings Activity Increased Public Registration Activity Increased Court Ordered Receivables Activity Decreased Unemployment and Workers' Compensation Executive Compensation Increase Increased Personnel Savings Allocate Out Personal Services expenditures to Judicial Enhancement Fund FY 2006-07 ADOPTED BASE: $ 31,360,306 $ 30,489,254 $ 7,766,749 $ $ Subtotal $ 101,152 302,289 64,041 94,446 101,152 101,961 736,563 99,339 1,600,943 $ - $ 32,090,197 $ 7,766,749 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Court Document Retrieval (205) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,223,925 $ 1,098,925 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance One Time Expenses FY 2006-07 Pay for Performance $ Subtotal $ 1,223,925 $ 1,098,925 10,419 $ 12,413 (48,758) (125,000) 25,926 (125,000) $ - FY 2006-07 BUDGET TARGET: $ 1,098,925 $ 1,098,925 BASE ADJUSTMENTS: Non-Recurring Expenditures from Fund Balance $ 119,452 $ - FY 2006-07 ADOPTED BUDGET: $ 1,218,377 $ 1,098,925 Court Document Retrieval (205) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 167,526 $ $ $ 1,075,193 1,057,556 17,637 $ 185,163 FY 2005-06 ADOPTED 133,795 $ FY 2005-06 REVISED 133,795 FY 2005-06 PROJECTED $ 185,166 $ 1,098,925 $ 1,223,925 (125,000) $ 1,098,925 $ 1,223,925 (125,000) $ $ 8,795 8,795 285 $ $ $ 1,098,925 $ 1,164,639 (65,714) $ 119,452 $ FY 2006-07 ADOPTED 119,452 1,098,925 1,218,377 (119,452) (0) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Judicial Enhancement (208) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,161,555 $ 687,192 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Balance Transfer from the Court Automated Services Fund and Trial $ Courts Special Revenue Fund due to consolidation of funds Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses One-Time Revenue FY 2006-07 Pay for Performance $ Subtotal $ 262,000 $ 526,302 262,000 $ 526,302 1,423,555 $ 1,213,494 2,718 $ 6,524 (741,363) 10,133 (721,988) $ (345,302) (345,302) FY 2006-07 BUDGET TARGET: $ 701,567 $ 868,192 BASE ADJUSTMENTS: Non-Recurring Expenditures from Fund Balance Allocate In Personal Services expenditures from General Fund $ $ Subtotal $ 696,345 148,872 845,217 $ - $ 1,546,784 $ 868,192 FY 2006-07 ADOPTED BUDGET: Judicial Enhancement (208) Fund Balance Summary Beginning Fund Balance $ FY 2004-05 ACTUAL 1,442,726 Clerk of the Superior Court (160) Revenue $ Expenditures Net Operating $ 638,449 489,984 148,465 Trial Courts (800) Revenue Expenditures Net Operating $ 407,568 358,470 49,098 Ending Fund Balance $ 1,640,289 $ $ $ $ $ FY 2005-06 ADOPTED 1,797,101 $ 687,192 $ 1,161,555 (474,363) $ $ 600,000 600,000 - $ 1,322,738 286 $ FY 2005-06 REVISED 1,797,101 FY 2005-06 PROJECTED $ 1,640,279 1,213,494 $ 1,423,555 (210,061) $ $ 600,000 600,000 - $ $ $ 1,587,040 $ 1,120,493 1,092,105 28,388 $ $ $ 396,579 $ 561,828 (165,249) $ 1,503,418 $ FY 2006-07 ADOPTED 1,503,418 868,192 1,546,784 (678,592) 500,000 500,000 824,826 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Clerk of the Superior Court Grants (216) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 1,476,516 $ 1,476,516 FY 2005-06 REVISED RESTATED BUDGET: $ 1,476,516 $ 1,476,516 FY 2006-07 BUDGET TARGET: $ 1,476,516 $ 1,476,516 BASE ADJUSTMENTS: Additional Grant Revenue in Memorialize Court Proceedings Activity $ 116,052 $ 116,052 FY 2006-07 ADOPTED BUDGET: $ 1,592,568 $ 1,592,568 FY 2005-06 PROJECTED $ (135,620) $ FY 2006-07 ADOPTED (144,277) Clerk of the Superior Court Grants (216) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2004-05 ACTUAL (140,416) $ FY 2005-06 ADOPTED FY 2005-06 REVISED - $ - $ $ 1,476,516 1,476,516 - $ 1,592,567 1,592,567 - $ 1,469,640 $ 1,478,298 (8,657) $ (135,624) $ - $ - $ (144,277) $ 1,282,522 1,277,729 4,792 $ 287 $ 1,592,568 1,592,568 (144,277) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Clerk of the Superior Court Fill the Gap (218) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,527,544 $ 1,487,544 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance One Time Expenses FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: 1,527,544 $ 1,487,544 15,402 $ 26,320 (83,485) (40,000) 41,763 (40,000) $ - $ 1,487,544 $ 1,487,544 $ Increased Collections Trend in the Memorialize Court Proceedings Activity Non-Recurring Expenditures from Fund Balance Subtotal $ 296,107 $ 296,107 108,571 404,678 $ 296,107 1,892,222 $ 1,783,651 BASE ADJUSTMENTS: FY 2006-07 ADOPTED BUDGET: $ Clerk of the Superior Court Fill the Gap (218) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance $ $ FY 2004-05 ACTUAL 158,238 $ 1,342,567 $ 1,392,234 (49,668) $ 108,570 $ FY 2005-06 ADOPTED 193,689 $ 1,487,544 $ 1,527,544 (40,000) $ 153,689 288 $ FY 2005-06 REVISED 193,689 FY 2005-06 PROJECTED $ 108,566 1,743,651 $ 1,783,651 (40,000) $ 153,689 $ $ FY 2006-07 ADOPTED 108,571 1,783,651 1,783,646 5 $ $ 1,783,651 1,892,222 (108,571) 108,571 $ (0) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Child Support Enhancement (270) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 85,000 $ 45,000 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: One Time Expenses FY 2006-07 BUDGET TARGET: $ 45,000 $ (40,000) $ - $ 45,000 $ 45,000 BASE ADJUSTMENTS: Increased Collections Trend in Memorialize Court Proceedings Activity $ Non-Recurring Expenditures from Fund Balance Subtotal $ 15,000 85,000 100,000 $ 15,000 $ 15,000 FY 2006-07 ADOPTED BUDGET: 145,000 $ 60,000 $ 85,000 Child Support Enhancement (270) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 134,392 $ $ $ 76,981 26,453 50,528 $ 184,920 FY 2005-06 ADOPTED 145,257 $ FY 2005-06 REVISED 145,257 FY 2005-06 PROJECTED $ 184,927 $ $ 45,000 $ 85,000 (40,000) $ 45,000 $ 85,000 (40,000) $ 64,151 $ 85,000 (20,849) $ $ 105,257 105,257 164,078 289 $ $ $ FY 2006-07 ADOPTED 164,078 60,000 145,000 (85,000) 79,078 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Victim Location (273) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 37,718 $ 3,300 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance One Time Expenses $ Subtotal $ 37,718 $ 3,300 453 $ 461 (13,775) (21,557) (34,418) $ - FY 2006-07 BUDGET TARGET: $ 3,300 $ 3,300 BASE ADJUSTMENTS: Temporary Clerical Position in the Court Ordered Disbursement Activity from Fund Balance $ 36,601 $ - FY 2006-07 ADOPTED BUDGET: $ 39,901 $ 3,300 Victim Location (273) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance $ $ FY 2004-05 ACTUAL 87,982 $ 4,619 $ 17,547 (12,928) $ 75,054 $ FY 2005-06 ADOPTED 79,148 $ 3,300 $ 37,718 (34,418) $ 44,730 290 $ FY 2005-06 REVISED 79,148 FY 2005-06 PROJECTED $ 75,051 3,300 $ 37,718 (34,418) $ 44,730 $ $ 3,300 $ 30,718 (27,418) $ 47,633 $ FY 2006-07 ADOPTED 47,633 3,300 39,901 (36,601) 11,032 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Clerk of the Superior Court EDMS (274) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 3,100,000 $ 2,900,000 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance One Time Expenses FY 2006-07 Pay for Performance $ Subtotal $ 3,100,000 $ 2,900,000 22,197 $ 27,752 (100,183) (200,000) 50,234 (200,000) $ - FY 2006-07 BUDGET TARGET: $ 2,900,000 $ 2,900,000 BASE ADJUSTMENTS: Non-Recurring Expenditures from Fund Balance $ 226,435 $ - FY 2006-07 ADOPTED BUDGET: $ 3,126,435 $ 2,900,000 Clerk of the Superior Court EDMS (274) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 412,876 $ $ $ 1,907,067 1,398,935 508,131 $ 921,007 $ $ FY 2005-06 ADOPTED 583,932 $ 2,900,000 $ 3,100,000 (200,000) $ 383,932 291 $ FY 2005-06 REVISED 583,932 FY 2005-06 PROJECTED $ 921,005 2,900,000 $ 3,100,000 (200,000) $ 383,932 $ $ 2,900,000 $ 3,100,000 (200,000) $ 721,005 $ FY 2006-07 ADOPTED 721,005 2,900,000 3,126,435 (226,435) 494,570 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Court, Elected Officials Mandates Purpose The purpose of the Court Record Program is to provide access to the judicial system and related public records to the public, legal community, Courts, County and other governmental agencies so that they can pursue legal processes and/or obtain and maintain legal and financial records and information. Program Activity COURT RECORDS CASE AND DOCUMENT FILING MEMORIALIZE COURT PROCEEDINGS FIDUCIARY SERVICES COURT ORDERED RECEIVABLES COURT ORDERED DISBURSEMENT COURT SUPPORT ORDERS PUBLIC RECORDS COURT DOCUMENT PRESERVATION PUBLIC REGISTRATIONS Mandate The purpose of the Case and Document Filing Activity is to provide proof of the initiation of a case, filing of subsequent case documents, receipt of fees, and mandated processing services to the public, legal community, Courts, County and other governmental agencies so that they can have access to the judicial process and expedite resolution. A.R.S. §12-284.01; A.R.S. §12-284.03 The purpose of the Memorialization of Court Proceedings Activity is to memorialize court proceedings and events for the court and other interested parties so that they can have an objective record of those events in order to facilitate the judicial process and expedite resolution. A.R.S. §12-284.01; A.R.S. §12-284.03 The purpose of thd Clerk of Superior Court Fiduciary Services Program is to allocate and disburse court-ordered fees, provide account receivables and to execute court support orders to the public, legal community, courts, County and other governmental agencies so that they can be assured that all Superior Court monies are properly receipted, accounted for and disbursed. The purpose of the Court Ordered Receivables Activity is to provide information to individuals and businesses regarding their financial obligation due to the Superior Court so that they can comply with state law and court order by executing payments timely and completely. A.R.S. §12-302; A.R.S. §12-332 The purpose of the Court Ordered Disbursement Activity is to disburse trust monies to public agencies, businesses and individuals so that they can have access to monies as provided by court order. A.R.S. §12-284.03 A.R.S. §25-501; A.R.S. §25-502; A.R.S. §25-503; A.R.S. §25-503-01; A.R.S. §25-504; A.R.S. §25-505; The purpose of the Court Support Orders Activity is to execute Court-directed orders for the A.R.S. §25-505-01; A.R.S. §25-506; Court and the parties so that they can implement or obtain equities in the dissolution of A.R.S. §25-510 marriages. The purpose of the Public Records Program is to register public applications and record legal documentation so that there is an accessible public record. The purpose of the Court Document Preservation Activity is to preserve legal documents for the citizens of Maricopa County and other governmental agencies so that documents can be A.R.S. §12-282; A.R.S. §39-101; retrieved upon request. A.R.S. §41-1348 A.R.S. §25-101; A.R.S. §25-102; A.R.S. §25-103; A.R.S. §25-111; A.R.S. §25-112; A.R.S. §25-121; A.R.S. §25-122; A.R.S. §25-123; The purpose of the Public Registrations Activity is to register marriages, passport applications A.R.S. §25-124; A.R.S. §25-125; A.R.S. §25-126; A.R.S. §25-127; and process server certifications for the citizens of Maricopa County so that there is a legal, A.R.S. §25-128; A.R.S. §25-129 public record. 160 CLERK OF THE SUPERIOR COURT MANDATED EXPENDITURES 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED 292 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Constables, Elected Officials Constables Analysis by Scott Rothe, Principal Management & Budget Analyst Departmental Information Organizational Chart Maricopa County Citizens Constables Constable Joe Arredondo Constable Frank Canez Constable Alfredo Gamez Constable Phillip Hazlett Constable Edward Malles Constable Joe Reyes Constable John Powers Constable Armando Saldate Jr Constable Murel Stephens Constable Bill Taylor Constable Bob Weaver Constable Fred Arnett County Manager David Smith Constable Phil Freestone Constable Jimmie Munoz Constable Don Calender Constable Kevin Jones Constable Doug Middleton Constable Frank Outcalt Constable Billy Joe Spurlock Constable Lennie McCloskey Constable Glenn Gill Constable Annette Clark Constable Ron Myers Executive Manager Christine Pinuelas Constable Coordinator David Alster Mission The Mission of the Constables is to provide execution of mandated civil and criminal process to citizens of Maricopa County so that 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 • By calendar year end 2006, all Writs of Restitution shall be served within 5 business days of issuance from the court. Status: This goal has (or is about to be) attained. The Constables Administrator notes that most Writs of Restitution are served within three days of issuance. • By calendar year end 2006, all Writs of Execution shall be served within 60 working days of issuance from the court. Status: Though only one or two Writs of Execution are annually 293 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Constables, Elected Officials served per Constable, no data has been reported to the Constable Administrator (who recommends that this goal be eliminated). • By the end of FY 2006, all citizen concerns and complaints will be resolved within 3 days of receipt. Status: The status of complaints resolved has rarely been reported to the Constables Administrator, who typically refers complaints to the individual Constables. The Administrator recommends that this Goal be eliminated from the Constables MfR Plan. Department Performance Information The Service of Process Activity comprises 98 percent of the Constable’s budget in FY 2006-07. Historical performance data for this activity and commentary on significant variances is included below. 30,000 25,000 $84.00 $82.00 83.35 20,000 $80.00 15,000 $78.00 78.35 10,000 $76.00 75.88 5,000 0 Cost/Writ # of Writs of Restitution Service of Process Activity Performance $74.00 $72.00 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Writ In March 2005 the Board of Supervisors adopted Policy A1511, organizing the 23 Constables according to the six Justice of the Peace Precinct Court co-locations with each regional court center. The Board also approved funding for two additional Deputy Constables, ensuring the assignment of one Deputy for each of the six co-locations. Efficiencies gained from the reorganization and increase in staff are expected to result in the Constables continuing to serve 100 percent of the Writs of Restitution ordered while reducing the average cost to serve each Writ to $75.88 in FY 2006-07. 294 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Constables, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 25PS - SERVICE OF PROCESS SERV - SERVICE OF PROCESS ACTIVITY 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 25PS - SERVICE OF PROCESS SERV - SERVICE OF PROCESS ACTIVITY 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 1,808,815 1,808,815 $ 12,934 $ 1,821,749 $ 1,771,057 $ 1,771,057 $ 1,983,416 $ 1,985,000 $ 1,771,057 1,771,057 1,983,416 1,985,000 $ - $ - $ - $ - $ $ 1,771,057 $ 1,771,057 $ 1,983,416 $ 1,985,000 $ $ 1,742,182 1,742,182 $ 73,686 $ 1,815,868 $ 1,865,075 1,865,075 $ 43,570 $ 1,908,645 $ 1,923,597 1,923,597 $ 45,018 $ 1,968,615 $ 1,918,726 1,918,726 $ 49,889 $ 1,968,615 $ 2,079,145 2,079,145 $ 47,000 $ 2,126,145 $ $ $ 213,943 213,943 213,943 12.1% 12.1% 12.1% (155,548) (155,548) (1,982) (157,530) -8.1% -8.1% -4.4% -8.0% Total Budget by Category FY 2004-05 ACTUAL REVENUE CHARGES FOR SERVICES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 1,821,749 1,821,749 $ $ 1,771,057 1,771,057 $ $ 1,771,057 1,771,057 $ $ 1,983,416 1,983,416 $ $ 1,985,000 1,985,000 $ $ 213,943 213,943 12.1% 12.1% $ 1,724,884 44,829 40,840 5,316 1,815,868 $ 1,816,756 49,242 36,590 6,057 1,908,645 $ 1,864,491 59,675 38,240 6,209 1,968,615 $ 1,876,453 52,388 33,937 5,837 1,968,615 $ 2,026,574 55,424 38,090 6,057 2,126,145 $ (162,083) 4,251 150 152 (157,530) -8.7% 7.1% 0.4% 2.4% -8.0% $ $ $ $ $ $ Total Budget by Fund FY 2004-05 ACTUAL FY 2005-06 ADOPTED ALL FUNDS $ 1,821,749 $ 1,821,749 $ 1,771,057 $ 1,771,057 $ $ 1,771,057 1,771,057 $ $ 1,983,416 1,983,416 $ $ 1,985,000 1,985,000 $ $ 213,943 213,943 12.1% 12.1% ALL FUNDS $ 1,815,868 $ 1,815,868 $ 1,908,645 $ 1,908,645 $ $ 1,968,615 1,968,615 $ $ 1,968,615 1,968,615 $ $ 2,126,145 2,126,145 $ $ (157,530) (157,530) -8.0% -8.0% REVENUE 100 GENERAL EXPENDITURES 100 GENERAL FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 30.00 30.00 FY 2005-06 REVISED 31.00 31.00 FY 2006-07 REQUESTED 31.00 31.00 FY 2006-07 ADOPTED 31.00 31.00 ADOPTED TO REVISED VARIANCE % 0% 0% Base Adjustments Expenditures • Volume Increase in Service of Process Activity ($213,943): The Adopted Budget for FY 2006-07 includes an expected increase in Service of Process Activity revenue of $213,943 (4.8%) above FY 2005-06 budgeted revenue of $1,771,057. Continuing revenue growth could be attributed to a recent realignment of the 23 Constables according to the six Justice of the Peace Precinct Court co-locations along with the addition of a sixth Deputy Constable. 295 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Constables, Elected Officials Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,908,645 $ 1,771,057 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Add 1.0 FTE Deputy Constable (full year) $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Volume Increase in Service of Process Activity FY 2006-07 ADOPTED BUDGET: 296 $ Subtotal $ 7,973 40,435 48,408 $ - $ 1,957,053 $ 1,771,057 $ $ Subtotal $ 24,490 130,778 2,291 332 11,201 169,092 $ - $ 2,126,145 $ 1,771,057 $ Subtotal $ - $ $ 213,943 213,943 $ 2,126,145 $ 1,985,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Constables, Elected Officials Mandates 250 CONSTABLES MANDATED EXPENDITURES 2,150,000 2,100,000 2,050,000 2,000,000 1,950,000 1,900,000 1,850,000 1,800,000 1,750,000 1,700,000 1,650,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to year based on factors such as the recent realignment of the 23 Constables. See the Base Adjustment section above for additional detail. Program Activity SERVICE OF PROCESS SERVICE OF PROCESS Purpose The purpose of the Service of Process Program is to provide the distribution of court documents to public and governmental agencies so they can proceed with litigation. 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. 297 Mandate A.R.S. § 11-424.01; A.R.S. § 11-445; A.R.S. § 11-454; A.R.S. § 22-101; A.R.S § 22-102; A.R.S § 22-131; A.R.S § 22-132 to 136; A.R.S § 22-320 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials County Attorney Analysis by Scott Rothe, Principal Management & Budget Analyst Departmental Information Organizational Chart Maricopa County Citizens County Attorney County Attorney Andrew P. Thomas Andrew P. Thomas Southeast Division Investigations Division Executive Division Major Crimes I Division Major Crimes II Division Victim Services Division Paralegal Division Trials Division Pre-Trial Division Administrative Services Division Juvenile Crimes Division Support Services Division Information Technology Division Civil Division Mission The Mission of the Maricopa County Attorney's Office is to provide quality prosecution, victim services, crime prevention, and legal counsel for county government on behalf of the people of Maricopa County so that they can live in a safe and well-governed community. Vision Citizens serving citizens by working collaboratively, efficiently, and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • Identify and implement strategies that provide market appropriate salaries for employees, salary advancements commensurate with performance and experience, training and other employee benefits and work/personal life balance issues to reduce turnover. This is ongoing. Status: A decline in average turnover rates from 21% in FY 2004-05 to approximately 12% in the first seven months of FY 2005-06 followed the implementation of attorney market pay increases in July and January of FY 2005-06. The turnover rates will continue to be analyzed. The County Attorney’s Office is pursuing a market pay study for Investigators, and is working with the Indigent Representation System in determining the viability of implementing an Attorney Loan Repayment program to further address attorney turnover. A compressed work week policy was implemented early in the fiscal year, offering more flexible work schedules. 298 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials • In order to incorporate the following information into future strategic plans, annually assess crime distribution trends, rule changes, new case law, grant funding levels, and legislative changes to determine if additional enforcement initiatives and/or prosecution programs are needed, if staffing resources and facilities are required, if changes to state statutes or court rules are needed, and analyze the need for enhanced victim services and community interaction. Status: The County Attorney’s Office reviewed and reported on crime trends and prosecution issues, and developed a legislative agenda for 2006. • Reduce the percentage of non-complex criminal cases open longer than 180 days each year over the next five years while adhering to MCAO policies and procedures, quality standards, and attorney ethics. Status: Although this is a continuing effort, no new developments occurred in the first half of FY 2005-06. • Implement computer applications that will integrate existing applications internal to MCAO in order to reduce redundant data entry, ensure data integrity, improve the MCAO's ability to adhere to statutory and county mandated deadlines, and enhance management processes and reports. This includes further enhancements to CAIS and VNS. This is ongoing. Status: The County Attorney’s Office reports that approximately 800 system enhancements and modifications were completed during the first half of FY 2005-06. • Implement designated projects in accordance with the Maricopa County Integrated Criminal Justice Information System (ICJIS) strategic business plan to share case information data with other criminal justice agencies in a timely, secured manner in order to increase data integrity and reduce redundant data entry. Status: The “ICJIS Return on Investment”, approved by the ICJIS Executive Committee in August 2005, projects an annual expenditure avoidance of $498,481 for the County Attorney’s Office associated with implementation of the Criminal History Worksheet Project and the following data exchanges: Schedule Court Event; File-aCase; and, Warrants, Summons and Subpoenas. In the first half of FY 2005-06 the County Attorney’s Office completed interfaces on Attorney Assignments, Electronic Filings, Bookings, Form IV, and Filing Subsequent Documents. • By July, 2007, fully implement ProLaw, a case tracking system in the Civil Division, to track and report information concerning civil lawsuits and advisory matters for Maricopa County, which will enable the Division to measure the quantity and quality of legal services delivered. Status: ProLaw case management functions were implemented for the tax and condemnation practices. ProLaw timekeeping functions were implemented throughout the Civil Division. A testing phase for the Litigation group began in November 2005. Case Management functions will be completely implemented by June 30, 2006. The Civil Division is on track to fully implement ProLaw in the remaining practice groups of bankruptcy and Public Fiduciary by July 1, 2007. • By 2010, reduce the violent crime rate in Maricopa County by establishing a crime prevention strategy that targets prohibited possessors of firearms and domestic violence offenders and a cold case unit to increase the number of solved homicide cases and incarcerate killers. Status: The FY 2006-07 Adopted Budget establishes a Crime Prevention Education Program, with the addition of two positions and annualized expenditures of $287,937. By increasing the number of public service announcements, website content, and participation in special events with schools and police departments, the County Attorney’s Office seeks to improve public awareness and crime reduction techniques to reduce crime and save money. 299 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials • By 2010, reduce the property crime rate in Maricopa County by establishing a crime prevention strategy that targets auto theft repeat offenders and identity theft repeat offenders. Status: The FY 2006-07 Adopted Budget establishes an Auto Theft Bureau to improve the detection of vehicle thefts, to increase the number and quality of investigations leading to the arrest and successful prosecution of auto thieves, and to concentrate auto theft prosecutions in one bureau using experienced, specialized prosecutors to handle the cases. The budget increases the number of auto theft prosecutors from five to ten and adds seven support staff, for additional annualized costs of $807,999. By concentrating the cases in one prosecution unit, performance measures are expected to be readily obtainable. The County Attorney’s Office launched an Identity Theft Website and a media campaign to educate the public about identity theft. Further, an Identity Theft Protocol was established with other levels of government to improve interagency cooperation and procedures on identifying identity theft cases. • By 2010, reduce the violent crime rate and property crime rate in Maricopa County by implementing an advanced crime scene investigation strategy that encompasses evidence based practices to increase the numbers of identified suspects and resulting prosecutions, implement a methamphetamine crime prevention strategy, and create partnerships with local, state and federal law enforcement to increase apprehension and subsequent prosecution of felons with outstanding warrants for serious crimes. Status: The FY 2006-07 Adopted Budget establishes a Methamphetamine and Illegal Drug Bureau to meet the demands of increased caseloads and aggressively assault new areas of illegal drug activity by concentrating drug prosecutions in one bureau using experienced, specialized prosecutors to handle the cases. The budget increases the number of drug prosecutors from five to ten and adds six support staff, for additional annualized costs of $778,095. By concentrating the cases in one prosecution unit, performance measures are expected to be readily obtainable. In the meantime, the County Attorney’s Office began a publicity campaign to demonstrate the damaging physical effects of methamphetamine use to deter casual users from continuing to use the illegal drug. 300 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Department Performance Information The FY 2006-07 Adopted Budget for the Trial Activity of $39,073,833 comprises 49.2% of the County Attorney’s budget. Historical performance data for this activity and commentary on significant variances is included below. Trial Activity Performance 1,400 # of Adult Criminal Cases Filed/Completed 40,000 $1,277.51 $1,243.88 35,000 1,000 30,000 25,000 1,200 800 $858.28 20,000 600 15,000 400 10,000 Cost/Case Completed 45,000 200 5,000 0 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Case Completed The County Attorney’s Office reports that the number of Adult Criminal Cases filed will decline by 16.2% from FY 2004-05 to FY 2006-07, while the number of Adult Criminal Cases completed will decline by 18.0% over the same period. Based on this data, the average cost per Adult Criminal Case completed will increase from $858.28 in FY 2004-05 to $1,277.51 in FY 2006-07. Note: Demand data reported for the Trial Activity by the County Attorney’s Office has been inconsistent from year to year. The allocation of case data may have been made to one activity one year, and to another activity the next. Expenditure allocations by activity are similarly inconsistent. Pending a full update of the County Attorney’s Managing for Results Strategic Plan (along with appropriate performance measures), OMB will continue to be limited in making budget recommendations based upon meaningful performance measures. 301 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 19CL - CIVIL LEGAL SERVICES LAAC - LEGAL ADVICE ACTIVITY FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 4,126,673 4,126,673 $ 5,045,751 5,045,751 $ 5,045,751 5,045,751 $ 4,956,353 4,956,353 $ 5,790,776 5,790,776 $ 19CS - COMMUNITY SERVICES VCAC - VICTIM COMPENSATION ACTIVITY $ 2,507,707 2,507,707 $ 2,219,602 2,219,602 $ 2,319,924 2,319,924 $ 2,037,862 2,037,862 $ 2,313,001 2,313,001 $ (6,923) (6,923) -0.3% -0.3% 19PP - PROSECUTION CHCK - CHECK ENFORCEMENT PROGRAM ACTV DIVN - DRUG DIVERSION ACTIVITY IVAC - COUNTY ATTORNEY INITIATED INV TRLA - TRIAL ACTIVITY VTAA - VICTIM ASSISTANCE ACTIVITY $ 7,959,255 700,756 925,071 49,020 5,442,502 841,906 $ 10,101,341 720,031 7,650,647 1,730,663 $ 10,125,218 720,031 9,212,995 192,192 $ 10,569,715 626,285 1,000,000 30,229 8,214,016 699,185 $ 9,656,835 720,031 1,000,000 7,830,438 106,366 $ (468,383) 1,000,000 (1,382,557) (85,826) -4.6% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ EXPENDITURES 19CL - CIVIL LEGAL SERVICES $ LAAC - LEGAL ADVICE ACTIVITY 3,228,608 (1,301,559) 16,520,684 $ 17,366,694 $ 17,490,893 $ 17,563,930 $ 17,760,612 $ 745,025 745,025 14.8% 14.8% -15.0% -44.7% 269,719 1.5% 6,245,601 6,245,601 $ 6,775,664 6,775,664 $ 7,138,541 7,138,541 $ 6,792,486 6,792,486 $ 7,611,616 7,611,616 $ (473,075) (473,075) -6.6% -6.6% 3,204,537 123,675 376,148 2,704,714 $ 2,932,191 2,932,191 $ 2,873,338 2,873,338 $ 2,836,313 $ (3,979) (11,732) 2,852,024 2,359,734 2,359,734 $ 513,604 513,604 17.9% 52,862,989 7,121,527 716,288 3,892,222 37,362,890 3,770,062 $ 55,550,831 7,704,511 716,288 129,923 57,700 4,036,505 38,981,263 3,924,641 $ 53,465,232 $ (40,295) 8,858,309 625,038 999,627 4,046,304 35,226,586 3,749,663 60,758,133 8,708,854 720,031 1,000,000 4,281,444 39,073,833 4,246,536 $ 1,217,823 1,217,823 $ 473,587 473,587 $ 558,057 558,057 $ 19CS - COMMUNITY SERVICES ADAC - ADOPTION ACTIVITY SVPA - SEXUALLY VIOLENT PREDATOR VCAC - VICTIM COMPENSATION ACTIVITY $ 19PP - PROSECUTION APLA - APPELLATE ACTIVITY CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT PROGRAM ACTV DIVN - DRUG DIVERSION ACTIVITY INVA - INVESTIGATION RELATED CASE INVN - PROSECUTION RELATED INVEST IVAC - COUNTY ATTORNEY INITIATED INV TRLA - TRIAL ACTIVITY VTAA - VICTIM ASSISTANCE ACTIVITY $ 19TD - EMPLOYEE TRNG AND DEVELOPMENT EMPT - EMPLOYEE TRAINING $ 1,122,740 1,122,740 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS $ 4,673,438 3,612,458 67,429,681 48,570,907 $ 1,350,636 5,941,692 689,109 990,058 (263) 63 3,927,749 32,027,637 3,644,226 $ $ 3,415,515 3,115,984 70,320,166 $ 4,975,053 3,666,071 74,677,421 $ 193,906 193,906 4,950,568 3,270,773 71,509,278 $ $ 4,342,054 3,816,754 79,446,348 $ (5,207,302) (1,004,343) (3,743) (870,077) 57,700 (244,939) (92,570) (321,895) 17.9% -9.4% -13.0% -0.5% -669.7% 100.0% -6.1% -0.2% -8.2% (84,470) (84,470) -17.8% -17.8% 632,999 (150,683) (4,768,927) 12.7% -4.1% -6.4% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ 8,861,232 4,638,350 2,870,366 150,737 16,520,684 54,673,151 2,554,575 9,257,834 944,122 67,429,681 FY 2005-06 ADOPTED $ $ $ $ 9,204,459 5,014,446 3,056,031 91,758 17,366,694 58,456,377 1,624,221 9,643,202 596,366 70,320,166 FY 2005-06 REVISED $ $ $ $ 9,328,658 5,014,446 3,028,031 119,758 17,490,893 63,024,620 1,531,238 9,503,562 618,001 74,677,421 302 FY 2005-06 PROJECTED $ $ $ $ 9,419,067 5,015,438 2,993,850 135,575 17,563,930 60,409,890 1,358,702 9,214,611 526,075 71,509,278 FY 2006-07 ADOPTED $ $ $ 8,188,799 6,037,482 3,390,031 144,300 17,760,612 67,479,261 1,631,951 9,739,689 595,447 79,446,348 ADOPTED TO REVISED VARIANCE % $ $ $ (1,139,859) 1,023,036 362,000 24,542 269,719 -12.2% 20.4% 12.0% 20.5% 1.5% (4,454,641) (100,713) (236,127) 22,554 (4,768,927) -7.1% -6.6% -2.5% 3.6% -6.4% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 213 COUNTY ATTORNEY RICO 219 COUNTY ATTORNEY GRANTS 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT 268 VICTIM COMP AND ASSISTANCE 269 VICTIM COMP RESTITUTION INT ALL FUNDS EXPENDITURES 100 GENERAL 213 COUNTY ATTORNEY RICO 219 COUNTY ATTORNEY GRANTS 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT 268 VICTIM COMP AND ASSISTANCE 269 VICTIM COMP RESTITUTION INT ALL FUNDS $ $ $ $ 4,166,227 1,164,060 6,753,159 922,475 1,188,622 703,352 1,488,723 113,594 20,472 16,520,684 55,511,795 1,164,060 6,614,812 999,000 1,264,421 719,031 1,154,573 1,989 67,429,681 FY 2005-06 ADOPTED $ $ $ $ 5,082,022 1,300,000 6,560,517 1,000,000 1,266,624 720,031 1,361,500 36,000 40,000 17,366,694 57,520,494 1,300,000 6,560,517 1,000,000 1,266,624 720,031 1,361,500 126,000 465,000 70,320,166 FY 2005-06 REVISED $ $ $ $ 5,082,022 1,300,000 6,684,716 1,000,000 1,266,624 720,031 1,361,500 36,000 40,000 17,490,893 61,753,550 1,300,000 6,684,716 1,000,000 1,266,624 720,031 1,361,500 126,000 465,000 74,677,421 FY 2005-06 PROJECTED $ $ $ $ 5,008,053 1,300,000 6,684,716 1,000,000 1,333,220 626,285 1,488,723 98,309 24,624 17,563,930 59,090,730 1,300,000 6,684,716 1,000,000 1,266,624 626,285 1,271,186 98,309 171,428 71,509,278 FY 2006-07 ADOPTED $ $ $ $ 5,842,476 1,600,000 5,702,781 1,000,000 1,266,624 720,031 1,488,700 100,000 40,000 17,760,612 67,528,212 1,600,000 5,702,781 1,000,000 1,266,624 720,031 1,488,700 100,000 40,000 79,446,348 ADOPTED TO REVISED VARIANCE % $ $ $ $ 760,454 300,000 (981,935) 127,200 64,000 269,719 15.0% 23.1% -14.7% 0.0% 0.0% 0.0% 9.3% 177.8% 0.0% 1.5% (5,774,662) (300,000) 981,935 (127,200) 26,000 425,000 (4,768,927) -9.4% -23.1% 14.7% 0.0% 0.0% 0.0% -9.3% 20.6% 91.4% -6.4% Personnel by Fund 100 GENERAL 219 COUNTY ATTORNEY GRANTS 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT TOTAL FUNDS FY 2005-06 ADOPTED 848.85 72.65 3.00 26.50 15.50 26.00 992.50 FY 2005-06 REVISED 853.05 74.25 3.00 27.50 16.00 25.00 998.80 FY 2006-07 ADOPTED 906.40 58.75 3.00 25.50 16.00 27.00 1,036.65 ADOPTED TO REVISED VARIANCE % 53.35 6% (15.50) -21% 0% (2.00) -7% 0% 2.00 8% 37.85 4% Base Adjustments Revenue • Trial Activity Sales of Copies of Discovery ($15,429): OMB forecasts an increase of $15,429 in General Fund Revenue from the sale of Copies of Discovery. • Legal Advice Activity – Increase Retainer Charges & Add 4.0 FTE Civil Division Staff ($865,480): The Adopted Budget includes an increase of $865,480 in Civil Division Retainer Charges collected from County departments based upon forecast growth in demand for Legal Advice services. The Adopted Budget also includes an increase in annualized expenditure of $282,143 from the General Fund to add 2.0 FTE Attorneys, 1.0 FTE Legal Assistant and 1.0 FTE Administrative Office Assistant to support civil counsel services for County departments. • Amend Civil Division Retainer for the Health Care District (-$120,455): An FY 2006-07 Health Care District -- Civil Division Retainer agreement reached late in the budget process nearly halves the retainer in effect for FY 2005-06. The Adopted Budget reduces the previously anticipated FY 2006-07 request by $143,803 in expenditures and $120,455 in revenue. • Increase Trial Activity Expenditures & Revenue to Reflect Forecasted Increase in RICO Revenue ($300,000): A forecasted increase of $300,000 in annual Racketeer Influenced and 303 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Corrupt Organizations Act (RICO) Revenue and associated expenditures is included in the Adopted RICO Fund (213) Budget. • Trial Activity Increase in Criminal Justice Enhancement Fund (CJEF) Revenue ($127,200): A forecasted increase of $127,200 in annual CJEF Revenue is included in the Adopted Budget. • Forecasted Decline in Grant Revenue (Revised) in Multiple Activities (-$981,935): The Adopted Budget includes total Grant Fund revenue of $5,702,781 for FY 2006-07, $981,935 below the amount budgeted for FY 2005-06 due to declining grant awards projected. • Increase Victim Compensation Activity Revenue and Expenditures in the Victim Compensation & Assistance Fund ($64,000): Actual and projected revenue for the Victim Compensation and Assistance Fund (268) have totaled approximately $100,000 for the past two fiscal years. The Adopted Budget increases the Revenue and Expenditure budget by $64,000 to $100,000 for FY 2006-07. Expenditures • Legal Advice Activity – Increase Retainer Charges & Add 4.0 FTE Civil Division Staff ($282,143): The Adopted Budget includes an increase of $865,480 in Civil Division Retainer Charges collected from County departments based upon forecast growth in demand for Legal Advice services. The Adopted Budget also includes an increase in annualized expenditure of $282,143 from the General Fund to add 2.0 FTE Attorneys, 1.0 FTE Legal Assistant and 1.0 FTE Administrative Office Assistant to support civil counsel services for County departments. • Amend Civil Division Retainer for the Health Care District (-$143,803): An FY 2006-07 Health Care District -- Civil Division Retainer agreement reached late in the budget process nearly halves the retainer in effect for FY 2005-06. The Adopted Budget reduces the previously anticipated FY 2006-07 request by $143,803 in expenditures and $120,455 in revenue. • Adjust Personnel Savings Rates in Multiple Activities (-$1,428,927): The Adopted Budget reflects an adjustment in the budgeted Savings Rate from 3.5% to 6.0% in the General Fund (an expenditure reduction of $1,441,164), from 9.0% to 5.0% in the Fill the Gap Fund (an expenditure increase of $51,945), and from 3.8% to 6.0% in the Criminal Justice Enhancement Fund (an expenditure reduction of $39,708). Personnel Savings is running at an actual rate of 7.0% in FY 2005-06. OMB will monitor actual savings rates for the County Attorney’s Office throughout FY 2006-07. Contingency will be recommended if the vacancy savings is not achieved. • Victim Assistance Activity Service Increase ($40,000): The Adopted Budget increases General Fund expenditures for printing and mailing of Victims’ Rights brochures, taxi services, and meals/parking for court dates. • Sexual Assault Exam Contract Fee Adjustment in Trials Activity ($40,000): The Adopted Budget includes an increase of $40,000 from the General Fund for sexual assault exam expenditures, prompted by a requested fee increase of $25 per adult exams and $50 for adult lab tests. 304 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials • Increased Charges for Computer Data Center Activity Hardware/Software Maintenance ($80,000): Computer hardware and software costs are forecasted to increase between three to seven percent annually. The Adopted Budget increases General Fund expenditures by $80,000 for these charges in FY 2006-07. • Computer Server Replacement – First of Three Annual Technology Finance Program Payments in the Trials Activity ($65,000): The Adopted Budget includes $65,000 for three annual payments from the General Fund through the Technology Finance Program to replace a computer server. • Increase Trial Activity Expenditures & Revenue to Reflect Forecasted Increase in RICO Revenue ($300,000): A forecasted increase of $300,000 in annual Racketeer Influenced and Corrupt Organizations Act (RICO) Revenue and associated expenditures is included in the Adopted RICO Fund (213) Budget. • Transfer Trial Activity Temporary Pay & Education and Training Expenditures from the General Fund to CJEF ($0): Due to a forecasted increase of $127,200 in annual CJEF revenue, the Adopted Budget transfers $41,530 in budget from the General Fund to CJEF for Temporary Pay ($21,543) and Education and Training ($20,000). • Increase Criminal Justice Enhancement Fund (CJEF) Trial Activity Expenditures to Restore 2.0 FTE Support Positions ($92,552): Due to a forecasted increase of $127,200 in annual CJEF revenue, the Adopted Budget restores 1.0 FTE Administrative Office Support position that would otherwise have been deleted from CJEF in order to fully budget Pay for Performance expenditures for remaining positions. The Adopted Budget also restores 1.0 FTE Administrative Office Support Supervisor and shifts the position from the Fill the Gap Fund (221) to CJEF. Expenditures for the 2.0 FTE positions will total $92,552 in FY 2006-07. • Shift 1.0 FTE Trial Support Position to the Criminal Justice Enhancement Fund (CJEF) from the Fill the Gap Fund ($0): To ensure structural balance within the Fill the Gap Fund (221), the Adopted Budget shifts 1.0 FTE Administrative Office Support position ($34,656) from the Fill the Gap Fund to CJEF. • Forecasted Decline in Grant Revenue (Revised) in Multiple Activities (-$981,935): The Adopted Budget includes total Grant Fund revenue of $5,702,781 for FY 2006-07, $981,935 below the amount budgeted for FY 2005-06 due to declining grant awards projected. • Shift 10.5 FTE Positions from the Grants Fund (219) to the General Fund (100) to Support 6.0 FTE Attorneys and 4.5 FTE Support Staff who Provide Services of the Trial, County Attorney-Initiated Investigation, and Victim Assistance Activities (-$812,491): As a consequence of the reduction in budgeted Grant Fund revenue for FY 2006-07, and in order to ensure the continuation of grant-funded services, the Adopted Grant Fund Budget includes a shift of 10.5 FTE positions to the General Fund, including 6.0 FTE Attorneys and 1.5 FTE support staff in the Trial Activity, 1.0 FTE Investigator in the County Attorney-Initiated Investigations Activity, and 2.0 FTE Victim Assistance Activity Social Workers. The Budget is adopted with the understanding that any future grant revenue increases will result in the movement of these positions back to the Grant Fund. • Adjust Other Operating Expenditures in the Trials and Victim Compensation Activities to Reflect Revised Grant Revenue Forecast ($812,491): In association with reducing the FY 305 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials 2006-07 Grant Revenue forecast to $5,702,781 and shifting 10.5 FTE Grant positions to the General Fund (discussed above), the Adopted Budget fully funds Supplies and Services at the revised request of $1,936,310. The Adopted Budget reduces Trial Activity expenditures by $152,833 based on expenditures projected for FY 2005-06, increases Charging Activity expenditures by $12,850 and increases Victim Compensation expenditures by $952,474. • Increase Victim Compensation Activity Revenue and Expenditures in the Victim Compensation & Assistance Fund ($64,000): Actual and projected revenue for the Victim Compensation and Assistance Fund have totaled approximately $100,000 for the past two fiscal years. The Adopted Budget increases the Revenue and Expenditure budget by $64,000 to $100,000 for FY 2006-07. • Right-Size Operating Expenditures (Multiple Activities) (-$335,210): The Adopted Budget includes a net reduction of $335,210 for a variety of increases and decreases in the General Fund ($316,078), the Fill the Gap Fund ($17,289), and the Criminal Justice Enhancement Fund ($1,843) to reflect historical trend and structurally balance each fund. Results Initiatives The following Results Initiatives were requested by the County Attorney’s Office for FY 2006-07, and are included in the Adopted Budget. OMB will work closely with the County Attorney’s Office to update and finalize the County Attorney Managing for Results Strategic Plan with associated performance measures. • Auto Theft Bureau -- $872,337 ($807,999 Annualized) General Fund: Initiative would double the number of auto theft prosecutors from five to ten and would add seven support staff and associated supplies and equipment to support the positions as requested by the County Attorney’s Office. Expected Result: To improve the detection of vehicle thefts, increase the numbers and quality of investigations leading to the arrest and successful prosecution of auto thieves, and enable the Office to concentrate auto theft prosecutions in one bureau using experienced, specialized prosecutors to handle the cases. A concentrated bureau is expected to make performance measure date more readily obtainable. • Crime Prevention Education Program -- $299,759 ($287,937 Annualized) General Fund: Initiative would add a Program Coordinator and an Administrative Specialist and associated supplies and equipment to support the positions as requested by the County Attorney’s Office. Expected Result: Reduce crime and save money through increased public service announcements, enhancement of Office website, and participation in special events with schools and police departments. • Fraud and Identity Theft Bureau Expansion -- $1,017,675 ($936,092 Annualized) General Fund: Initiative would increase the number of identity theft prosecutors from ten to sixteen and would add eight support staff and associated supplies and equipment to support the positions as requested by the County Attorney’s Office. Expected Result: More timely prosecutions, a possible reduction in the number of predisposition jail days along with the elimination of a backlog of cases. A concentrated bureau is expected to make performance measure date more readily obtainable. 306 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets County Attorney, Elected Officials Methamphetamine and Illegal Drug Bureau -- $837,423 ($778,095 Annualized) General Fund: Initiative would increase the number of drug prosecutors from five to ten and would add six support staff and associated supplies and equipment to support the positions as requested by the County Attorney’s Office. Expected Result: To meet the demands of increased caseloads and aggressively assault new areas of illegal drug activity by concentrating drug prosecutions in one bureau (making performance measure data more readily obtainable). 307 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 57,520,494 $ 5,082,022 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Attorney Market Adjustments Attorney Market Adjustments - Vacant Positions $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) Annualization of Market Adjustments FY 2006-07 Pay for Performance Subtotal $ 536,847 3,363,756 75,859 3,976,462 $ - $ 61,496,956 $ 5,082,022 481,408 $ 742,738 35,937 51,923 677,149 1,637,848 3,627,003 $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Trial Activity Sales of Copies of Discovery $ Legal Advice Activity - Incr. Retainer Charges & Add 4.0 FTE Civil Division Staff Amend Civil Division Retainer for the Health Care District Adjust Personal Services Savings Rate from 3.5% to 6.0% (Mult Activities) Victim Assistance Activity Service Increase Sexual Assault Exam Contract Fee Adjustment in Trial Activity Increased Charges for Computer Data Center Activity Hardware/Software Maint Computer Server Replacement - 1st of 3 Annual Technology Finance Program Payments in Trial Activity Transfer Trial Activity Temporary Pay & Education and Training Costs from the General Fund to Criminal Justice Enhancement Fund (267) Shift 10.5 FTE positions from the Grants Fund (219) to the General Fund to Support 6.0 FTE Attorneys & 4.5 FTE Support Staff who Provide Services of the Trial, County Attorney-Initiated Investigation, & Victim Assistance Activities Right-Size Operating Expenditures (Multiple Activities) Subtotal $ FY 2006-07 ADOPTED BASE BUDGET: RESULTS INITIATIVE REQUESTS: Auto Theft Bureau ($807,999 Annualized) Crime Prevention Education Program ($287,937 Annualized) Fraud & I.D. Theft Bureau Expansion ($936,092 Annualized) Methamphetamine & Illegal Drug Bureau ($778,095 Annualized) FY 2006-07 ADOPTED BUDGET: 308 65,123,959 $ $ - $ 282,143 (143,803) (1,441,164) 40,000 40,000 80,000 65,000 5,082,022 15,429 865,480 (120,455) - (41,543) - 812,491 - (316,078) (622,954) $ 760,454 $ 64,501,005 $ 5,842,476 $ $ Subtotal $ 872,337 299,759 1,017,675 837,423 3,027,194 $ - $ 67,528,199 $ 5,842,476 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials County Attorney RICO (213) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,300,000 $ 1,300,000 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ 1,300,000 $ 1,300,000 FY 2006-07 BUDGET TARGET: $ 1,300,000 $ 1,300,000 300,000 $ 300,000 300,000 $ 300,000 1,600,000 $ 1,600,000 BASE ADJUSTMENTS: Increase Trial Activity Expenditures & Revenue to Reflect $ Forecasted Increase in RICO Revenue Subtotal $ FY 2006-07 ADOPTED BUDGET: $ County Attorney RICO (213) Fund Balance Summary FY 2004-05 ACTUAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED Beginning Fund Balance $ - $ - $ - $ - $ - Revenue Expenditures Net Operating $ $ $ 1,300,000 1,300,000 - $ $ 1,300,000 1,300,000 - $ $ 1,300,000 1,300,000 - $ $ 1,164,060 1,164,060 - $ 1,600,000 1,600,000 - Ending Fund Balance $ - $ - $ - $ - $ - 309 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials County Attorney Grants (219) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 6,560,517 $ 6,560,517 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Grant Reconciliation (Multiple Agendas) $ 124,199 $ 124,199 FY 2006-07 BUDGET TARGET: $ 6,684,716 $ 6,684,716 BASE ADJUSTMENTS: Forecasted Decline in Grant Revenue (Revised) in Multiple Activities $ Shift 10.5 FTE Positions from the Grants Fund to the General Fund to Support 6.0 FTE Attorneys & 4.5 FTE Support Staff who Provide Services of the Trial, County Attorney-Initiated Invest, & Victim Assist Activities Adjust Other Operating Expenditures in the Trials, Charging & Victim Compensation Activities to Reflect Revised Grant Revenue Forecast Subtotal $ FY 2006-07 ADOPTED BUDGET: $ (981,935) $ (812,491) (981,935) - 812,491 - (981,935) $ 5,702,781 (981,935) $ 5,702,781 FY 2005-06 FY 2005-06 REVISED PROJECTED (461,130) $ (322,782) $ FY 2006-07 ADOPTED (322,782) County Attorney Grants (219) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2004-05 ACTUAL (461,130) $ 6,753,159 6,614,812 138,347 $ $ (322,783) $ FY 2005-06 ADOPTED (461,130) $ 6,560,517 6,560,517 - $ $ (461,130) $ 310 6,684,716 6,684,716 - $ $ (461,130) $ 6,684,716 6,684,716 - $ $ (322,782) $ 5,702,781 5,702,781 (322,782) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials County Attorney Diversion (220) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,000,000 $ 1,000,000 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ 1,000,000 $ 1,000,000 1,695 $ 2,101 (8,871) 25 5,050 - $ - FY 2006-07 BUDGET TARGET: $ 1,000,000 $ 1,000,000 FY 2006-07 ADOPTED BUDGET: $ 1,000,000 $ 1,000,000 County Attorney Diversion (220) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2004-05 ACTUAL 1,115,236 $ FY 2005-06 ADOPTED 1,115,236 922,475 $ 999,000 (76,525) $ 1,000,000 1,000,000 1,115,236 1,038,711 $ 311 $ $ FY 2005-06 REVISED 1,115,236 $ 1,000,000 1,000,000 - $ 1,115,236 FY 2005-06 PROJECTED $ 1,038,704 $ $ $ FY 2006-07 ADOPTED 1,038,704 $ 1,000,000 1,000,000 - $ 1,000,000 1,000,000 - $ 1,038,704 $ 1,038,704 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials County Attorney Fill the Gap (221) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,266,624 $ 1,266,624 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ 1,266,624 $ 1,266,624 15,538 $ 16,956 (74,160) 1,624 40,042 - $ - $ 1,266,624 $ (34,656) $ - Subtotal $ 51,945 (17,289) - $ - BASE ADJUSTMENTS: Shift 1.0 FTE Trial Activity Support Position to Criminal Justice Enhancement Fund from the Fill the Gap Fund Reduce Personal Services Savings Rate from 9.0% to 5.0% Right-Size Operating Expenditures (Multiple Activities) FY 2006-07 ADOPTED BUDGET: $ 1,266,624 1,266,624 $ 1,266,624 County Attorney Fill the Gap (221) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2004-05 ACTUAL 850,884 $ FY 2005-06 ADOPTED 186,157 1,188,622 $ 1,264,421 (75,799) $ 1,266,624 1,266,624 186,157 775,085 $ 312 $ $ FY 2005-06 REVISED 186,157 $ 1,266,624 1,266,624 - $ 186,157 FY 2005-06 PROJECTED $ 775,084 $ $ $ FY 2006-07 ADOPTED 841,680 $ 1,333,220 1,266,624 66,596 $ 1,266,624 1,266,624 - $ 841,680 $ 841,680 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Check Enforcement Program (266) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 720,031 $ 720,031 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ 720,031 $ 720,031 $ 9,040 $ 7,493 (34,299) 312 17,454 - $ - Subtotal $ FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Right-Size Operating Expenditures $ 720,031 $ 720,031 $ Subtotal $ - $ $ - $ 720,031 $ 720,031 FY 2006-07 ADOPTED BUDGET: Check Enforcement Program (266) Fund Balance Summary $ FY 2005-06 ADOPTED 252,550 $ 703,352 $ 719,031 (15,679) $ 720,031 720,031 - $ 236,871 252,550 Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 252,550 $ 313 $ $ FY 2005-06 REVISED 252,550 $ 720,031 720,031 - $ 252,550 FY 2005-06 PROJECTED $ 236,872 $ $ $ FY 2006-07 ADOPTED 236,872 $ 626,285 626,285 - $ 720,031 720,031 - $ 236,872 $ 236,872 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Criminal Justice Enhancement (267) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,361,500 $ 1,361,500 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Trial Activity Increase in CJEF Revenue $ Increase Criminal Justice Enhancement Fund Trial Activity Expenditures to Restore 2.0 FTE Support Positions Shift 1.0 FTE Trial Activity Support Position to the Criminal Justice Enhancement Fund from the Fill the Gap Fund (221) Transfer Trial Activity Temporary Pay & Education and Training Expenditures from the General Fund Increase Personal Services Savings Rate from 3.7% to 6.0% Right-Size Operating Expenditures Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 1,361,500 $ 1,361,500 14,125 $ 17,100 (71,835) 1,317 39,293 - $ - 1,361,500 $ 1,361,500 92,552 $ 127,200 - 34,656 - 41,543 - (39,708) (1,843) 127,200 $ 1,488,700 $ 127,200 1,488,700 Criminal Justice Enhancement (267) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 364,677 $ 1,488,723 1,154,573 334,150 $ 698,827 $ $ FY 2005-06 ADOPTED 364,677 $ 1,361,500 1,361,500 - $ 364,677 314 $ $ FY 2005-06 REVISED 364,677 $ 1,361,500 1,361,500 - $ 364,677 FY 2005-06 PROJECTED $ 698,826 $ $ $ FY 2006-07 ADOPTED 916,363 $ 1,488,723 1,271,186 217,537 $ 1,488,700 1,488,700 - $ 916,363 $ 916,363 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Victim Compensation Restitution (268) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 126,000 $ 36,000 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: One Time Expenses $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Increase Victim Compensation Activity Revenue & Expenditures in $ the Victim Compensation and Assistance Fund Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 126,000 $ 36,000 (90,000) $ (90,000) $ - 36,000 $ 36,000 64,000 $ 64,000 64,000 $ 64,000 100,000 $ 100,000 Victim Compensation Restitution (268) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 177,149 $ $ 113,594 113,594 $ $ $ 290,743 $ FY 2005-06 ADOPTED 177,149 $ 36,000 $ 126,000 (90,000) $ 87,149 315 $ FY 2005-06 REVISED 177,149 FY 2005-06 PROJECTED $ 290,742 36,000 $ 126,000 (90,000) $ 87,149 $ $ $ FY 2006-07 ADOPTED 290,742 98,309 98,309 - $ 100,000 100,000 - 290,742 $ 290,742 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Victim Compensation Interest (269) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 465,000 $ 40,000 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ 465,000 $ 40,000 TARGET ADJUSTMENTS: One Time Expenses $ (425,000) $ - FY 2006-07 BUDGET TARGET: $ 40,000 $ 40,000 FY 2006-07 ADOPTED BUDGET: $ 40,000 $ 40,000 Victim Compensation Interest (269) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 471,799 $ $ 20,472 1,989 18,484 $ $ $ 490,283 $ FY 2005-06 ADOPTED 471,799 $ 40,000 $ 465,000 (425,000) $ 46,799 316 $ FY 2005-06 REVISED 471,799 FY 2005-06 PROJECTED $ 490,287 40,000 $ 465,000 (425,000) $ 46,799 $ $ FY 2006-07 ADOPTED 343,483 24,624 $ 171,428 (146,804) $ 40,000 40,000 - 343,483 $ 343,483 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Mandates 190 COUNTY ATTORNEY MANDATED EXPENDITURES 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on factors including the increase in retainer charges in the Legal Advice Activity, increased expenditures and revenue in the Trial Activity, and the decline in grant revenue in several Activities. See the Base Adjustment section for additional detail. Program Activity CIVIL LEGAL SERVICES Purpose The purpose of the Civil Legal Services Program is to provide legal advice and representation to County officers, administrators and managers so that they can manage the affairs of the County with the benefit of timely and responsive legal advice and representation. CIVIL REPRESENTATION ACTIVITY The purpose of the Civil Representation Activity is to provide a defense for claims filed against A.R.S. §11-532 the County, or to initiate claims, protests, lawsuits and appeals for Maricopa County so that a timely and just result is achieved. A.R.S. §11-532 The purpose of the Legal Advice Activity is to provide legal advice to county officers, administrators and managers so that they can have timely and quality advice to manage the affairs of county government. The purpose of the Community Services Program is to provide a variety of special services and assistance to people in Maricopa County so that the office fulfills its statutory mandates. LEGAL ADVICE ACTIVITY COMMUNITY SERVICES ADOPTION ACTIVITY SEXUALLY VIOLENT PREDATOR VICTIM COMPENSATION ACTIVITY Mandate The purpose of the Adoptions Activity is to provide information, free legal assistance and A.R.S. §8-127 representation in uncontested adoptions to prospective adoptive parents so that they can legally adopt children in Maricopa County. The purpose of the Sexually Violent Predator Activity is to provide legal and civil commitment A.R.S. §36-3704 services on behalf of the citizens of Maricopa County so that the court can determine if sexually violent predators require additional confinement for rehabilitation purposes in order to protect the community. The purpose of the Victim Compensation Activity is to provide financial reimbursement to A.R.S. §11-538 victims of violent crimes so that they can recover eligible crime related financial loss. 317 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Attorney, Elected Officials Mandates (Continued) Program Activity PROSECUTION APELLATE ACTIVITY CHARGING ACTIVITY CHECK ENFORCEMENT PROGRAM ACTY DRUG DIVERSION ACTIVITY IDENTITY THEFT INVESTIGATION RELATED CASE PROSECUTION RELATED INVEST COUNTY ATTORNEY INITIATED INV METH & DANGEROUS DRUGS TRIAL ACTIVITY VICTIM ASSISTANCE ACTIVITY EMPLOYEE TRAINING & DEVELOPMENT CAREER DEVELOPMENT EMPLOYEE TRAINING Purpose The purpose of the Prosecution Program is to provide comprehensive felony, misdemeanor, delinquency and incorrigibility prosecution in the adult and juvenile courts on behalf of the people of Maricopa County so that they can be assured that justice has been served and offenders are held accountable for their criminal or delinquent acts. The purpose of the Appellate Activity is to provide post-conviction legal services on behalf of the people of Maricopa County so that they can be assured that justice is served. Mandate A.R.S. §11-532 The purpose of the Charging Activity is to provide prompt charging decisions, criminal filings A.R.S. §11-532 and juvenile petitions for law enforcement agencies and victims so that they can see that offenders are held accountable and that justice is served. A.R.S. §13-1807 The purpose of the Check Enforcement Diversion Activity is to provide recovery of monies from bad check writers and to deter the writing of bad checks through prosecution, education and the assessment of fines, so that Maricopa County residents and businesses will see successful recovery of lost monies and that offenders are held accountable. The purpose of the drug diversion activity is to provide alternatives to criminal prosecution to appropriate offenders so that they can receive drug rehabilitation services without the cost of prosecution. The purpose of the Identity Theft Prosecution Activity is to provide prosecution of persons who commit identity theft to crime victims and the public so that they can be assured that offenders will receive just punishment and crime will be prevented. The purpose of the Investigations Related Case Support Activity is to provide pre and post file investigative services accompanied by accurate and complete reporting to Deputy County Attorneys so that they can successfully prosecute cases. The purpose of the Prosecution Related Investigation Activity is to provide investigative services accompanied by accurate and complete reporting to Deputy County Attorneys so that they can successfully prosecute cases. The purpose of the County Attorney Initiated Investigations Activity is to provide original investigative and surveillance findings to the County Attorney and Chief Deputy so that they can determine if further legal action is needed. The purpose of the Meth and Other Illegal Drugs Prosecution Activity is to provide prosecution of persons who commit meth and other illegal drug offenses to crime victims and the public so that they can be assured that offenders will receive just punishment and crime will be prevented. The purpose of the Trial Activity is to provide criminal and juvenile prosecution of offenders to the people of Maricopa County so that they can live in a safer community. The purpose of the Victim Assistance Activity is to provide victims' rights and victim assistance services to victims of crimes committed in Maricopa County so that they can experience a reduction in trauma, strive to "feel whole" again, and be informed of criminal or juvenile justice proceedings. The purpose of the Employee Training and Development Program is to provide training and education to MCAO employees so that they can have the training, skills, and support necessary to efficiently and effectively perform their job functions. The purpose of the Career Development Activity is to provide mentoring, career development and counseling opportunities to MCAO employees so that the Office retains employees for a longer period of time and enables employees to excel at their job functions and promote within the organization. The purpose of the Employee Training Activity is to provide education, and self-development to MCAO employees so that they can have the knowledge and skills necessary to excel at their job functions. 318 A.R.S. §11-361 A.R.S. §11-532 A.R.S. §11-532 A.R.S. §11-532 A.R.S. §11-532 A.R.S. §11-532 A.R.S. §11-532 A.R.S. §8-381/A.R.S. §13-4401 ADMINISTRATIVE ADMINISTRATIVE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Recorder, Elected Officials Recorder’s Office Analysis by Monica Staats, Management & Budget Analyst Departmental Information Organizational Chart Maricopa County Citizens Recorder Helen Purcell, County Recorder Micrographics Administration Public Records Mailout Recorder’s Information System Document Processing Southeast Office 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 • “Digital Recording” -- Increase the percentage of documents recorded from digital and electronic sources to 55% by 2006. Status: As of the end of the second quarter in FY 2005-06, digital and electronic recordings totaled 475,710 documents, which accounted for 45.06% of total documents recorded. • “Document Storage” -- Reduce the space needed for document storage by 50% by 2006. Status: The launching of the REDCAP (Recorder's Election’s Document Conversion Archival Project) was designed to create digital images and indices of all documents recorded since 1871, and featured the conversion of approximately 68 million images. The REDCAP has 319 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Recorder, Elected Officials currently converted over 47 million documents, which will substantially reduce space needed for document storage. Department Performance Information 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. The total number of documents is projected to grow by 50,000 in FY 2006-07. The continued growth in Maricopa County brings an increase demand in document research requests. The Department’s ability to meet the increased demand is primarily due to consistency in staffing levels. The Department has experienced low turnover which results in more experienced and efficient staff. However, postage costs, increased demand, and compensation increases contribute to the rise in cost per document. 1,900,000 0.50 1,850,000 0.48 1,800,000 0.46 1,750,000 0.44 1,700,000 0.42 1,650,000 0.40 1,600,000 0.38 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output 320 Cost Per Document Cost/Document # of Documents Document Operations Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Recorder, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 36RP - RECORDER'S PROGRAM DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT PASS - PUBLIC ASSISTANCE 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 36RP - RECORDER'S PROGRAM DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT PASS - PUBLIC ASSISTANCE 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER GISA - GIS APPLICATION DEVELOPMENT 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ FY 2005-06 ADOPTED 15,360,664 14,031,248 97,652 720,412 511,352 6,883,732 6,883,732 86,816 22,331,212 $ $ $ $ $ 2,115,999 723,997 741,056 418,636 232,310 4,315,431 2,005,765 2,301,162 8,503 477,818 6,909,247 $ $ $ $ FY 2005-06 REVISED 12,093,600 11,003,600 100,000 540,000 450,000 5,370,000 5,370,000 17,463,600 $ $ $ $ $ 2,280,350 862,647 744,510 415,074 258,119 6,740,329 6,149,762 590,567 603,303 9,623,982 $ $ $ $ $ $ $ $ $ FY 2005-06 PROJECTED 12,093,600 11,003,600 100,000 540,000 450,000 5,370,000 5,370,000 17,463,600 2,330,246 879,216 749,733 418,643 282,654 6,813,958 6,217,405 596,553 596,055 9,740,259 $ $ $ $ $ $ $ $ $ 17,125,843 15,836,393 91,916 709,948 487,586 6,345,695 6,345,695 23,471,538 2,398,033 857,937 822,433 450,389 267,273 6,459,413 5,721,938 737,475 545,489 9,402,935 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 13,246,000 12,001,000 95,000 600,000 550,000 6,300,000 6,300,000 19,546,000 $ 2,475,653 910,293 724,966 540,425 299,969 5,716,982 5,139,722 577,260 584,060 7,582 8,784,277 $ $ $ $ $ $ $ $ (1,152,400) (997,400) 5,000 (60,000) (100,000) (930,000) (930,000) (2,082,400) -9.5% -9.1% 5.0% -11.1% -22.2% -17.3% -17.3% (145,407) (31,077) 24,767 (121,782) (17,315) 1,096,976 1,077,683 19,293 11,995 (7,582) 955,982 -6.2% -3.5% 3.3% -29.1% -6.1% 16.1% 17.3% 3.2% -11.9% 2.0% 9.8% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE OTHER FINANCING SOURCES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 45,398 20,694,596 1,521,218 70,000 22,331,212 $ $ 3,451,339 1,396,565 1,508,437 552,907 6,909,247 $ $ 16,210,000 1,253,600 17,463,600 4,116,698 637,300 4,294,984 575,000 9,623,982 FY 2005-06 REVISED $ $ $ $ 16,210,000 1,253,600 17,463,600 4,399,155 621,947 4,144,157 575,000 9,740,259 FY 2005-06 PROJECTED $ $ $ $ 22,043,243 1,428,295 23,471,538 4,059,564 640,716 4,213,074 489,581 9,402,935 FY 2006-07 ADOPTED $ $ $ $ 18,000,000 1,546,000 19,546,000 4,482,129 1,383,400 1,408,748 1,510,000 8,784,277 ADOPTED TO REVISED VARIANCE % $ $ $ $ (1,790,000) (292,400) (2,082,400) (82,974) (761,453) 2,735,409 (935,000) 955,982 -11.0% -23.3% -11.9% -1.9% -122.4% 66.0% -162.6% 9.8% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 236 RECORDERS SURCHARGE ALL FUNDS EXPENDITURES 100 GENERAL 236 RECORDERS SURCHARGE ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 15,360,664 6,970,548 22,331,212 $ 1,826,134 5,083,113 6,909,247 $ $ $ FY 2005-06 REVISED 12,093,600 5,370,000 17,463,600 $ 2,114,696 7,509,286 9,623,982 $ $ $ FY 2005-06 PROJECTED 12,093,600 5,370,000 17,463,600 $ 2,165,996 7,574,263 9,740,259 $ 321 $ $ FY 2006-07 ADOPTED 17,125,843 6,345,695 23,471,538 $ 2,113,969 7,288,965 9,402,935 $ $ $ ADOPTED TO REVISED VARIANCE % 13,246,000 6,300,000 19,546,000 $ 2,349,174 6,435,103 8,784,277 $ $ $ (1,152,400) (930,000) (2,082,400) -9.5% -17.3% -11.9% (183,178) 1,139,160 955,982 -8.5% 15.0% 9.8% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Recorder, Elected Officials Personnel by Fund 100 GENERAL 236 RECORDERS SURCHARGE TOTAL FUNDS FY 2005-06 ADOPTED 44.25 36.00 80.25 FY 2005-06 REVISED 44.25 38.00 82.25 FY 2006-07 ADOPTED 44.25 40.00 84.25 ADOPTED TO REVISED VARIANCE % 0.0% 2.00 5.3% 2.00 2.4% • Results Initiative Request for Program Coordinator for training and education program - (1.0) FTE (Recorder’s Surcharge). • Mid-year adjustment in FY 2005-06, Developer/Programmer Analysts added - (1.0) FTE (Recorder’s Surcharge). Base Adjustments Revenue General Fund (100) • Increase to the Document Operations Activity ($1,000,000): The adopted budget includes an increase in Other Charges for Services. Adjustment based on department’s projection on the increase in the amount of documents processed due to home sales and County population growth. • General Technical Adjustments ($152,400): The adopted budget includes an increase of $152,400 across all activities as a result of increase in documents processed, copied and mailed. Recorder’s Surcharge Fund (236) Increase to the Business Application Development Activity ($790,000): The adopted budget includes a revenue increase of $790,000 in the Business Application Development Activity. This increase is due to the increased demand and output of document recordings. • • General Technical Adjustments ($140,000): The adopted budget includes increase in Interest Earnings to be more in line with actual interest earnings. Results Initiatives General Fund (100) • Volume Increase ($89,973): The continued growth in Maricopa County has sustained a high volume in document recordings. With the additional increase in postage charges (5%), and the combined volume increase, the Recorder’s Office is anticipating an increase to postage charges. The increased volume also impacts printing supplies, reprographic charges, and mailing supplies. Expected Result: The department will continue to meet the demand of Maricopa County’s growing population for document recordings. Recorder’s Surcharge Fund (236) Technology Upgrades ($2,843,650): The Recorder’s Office is currently in the process of digital imaging and indexing all recorded documents (REDCAP). To meet the demands on the services • 322 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Recorder, Elected Officials provided, the Recorder’s Office is requesting additional servers, a new back-up system, computers and printers, and quality control temporary staff. Expected Result: The department will complete REDCAP and meet its growing demand for faster access to process and collect data. Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 2,114,696 $ 12,093,600 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance $ Subtotal $ 36,696 36,696 $ $ - $ 2,151,392 $ 12,093,600 $ $ Subtotal $ 30,179 28,964 5,492 43,174 107,809 $ - FY 2006-07 BUDGET TARGET: $ 2,259,201 $ 12,093,600 BASE ADJUSTMENTS: Increase to the Document Operations Activity General Technical Adjustments $ $ Subtotal $ - $ 1,000,000 152,400 1,152,400 $ 2,259,201 $ 13,246,000 $ Subtotal $ 89,973 89,973 $ $ - $ 2,349,174 $ 13,246,000 FY 2005-06 REVISED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Volume Increase FY 2006-07 ADOPTED BUDGET: 323 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Recorder, Elected Officials Recorder’s Surcharge (236) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 7,509,286 $ 5,370,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ 64,977 64,977 $ $ - $ 7,574,263 $ 5,370,000 26,598 $ 32,587 (4,122,766) 6,515 74,256 (3,982,810) $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ 3,591,453 $ 5,370,000 BASE ADJUSTMENTS: Increase to the Business Application Development Activity General Technical Adjustments $ $ Subtotal $ - $ 790,000 140,000 930,000 $ 3,591,453 $ 6,300,000 $ Subtotal $ 2,843,650 2,843,650 $ $ - $ 6,435,103 $ 6,300,000 FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Technology Upgrades FY 2006-07 ADOPTED BUDGET: 324 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Recorder, Elected Officials Mandates 360 RECORDER'S OFFICE MANDATED EXPENDITURES 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the increase in the Document Operations Activity that coincides with the increase in home sales in the County, and the increase in the Business Application Development Activity due to the increase in demand and output of document recordings. See the Base Adjustment section above for additional detail. Program Activity RECORDER'S Purpose The purpose of the Recorders 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. DOCUMENT OPERATIONS The purpose of the Document Operations Activity is to provide a public record of transactions A.R.S. §11-461 THRU A.R.S. §11-466, for the general public so that they can conduct their personal and business activities A.R.S. §11-468 THRU A.R.S. §11-483 expeditiously with the assurance that their transactions were executed in accordance with the law. The purpose of the Micrographics Activity is to provide film and computer disks for the general A.R.S. §11-478 public, vendors and title companies so that they may gain access to recorded documents. MICROGRAPHICS MAILOUT PUBLIC ASSISTANCE Mandate The purpose of the Mailout activity is to provide and prepare outgoing recorded documents for A.R.S. §11-469 businesses and the general public so that they can receive original documents in a timely manner for business and/or personal use. The purpose of the Public Assistance Activity is to make copies of public records for the A.R.S. §11-472, A.R.S. §11-473 general public, title company and service companies so that they can quickly obtain copies of their recorded activities. 325 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Sheriff Analysis by Ryan Wimmer, Senior Management & Budget Analyst Departmental Information Organizational Chart Maricopa County Citizens Sheriff Joseph M. Arpaio Chief Deputy Enforcement Patrol Resources Patrol Investigations Custody Special Operations Criminal Intelligence Support Services Custody Region I Research and Development Administration Custody Region II Custody Region III Financial Management Administration Management Technology Management Mission The mission of the Maricopa County Sheriff’s Office is to provide law enforcement, detention and crime prevention services to the public so they can be safe and secure in our community. Vision The Maricopa County Sheriff’s Office is a fully integrated law enforcement agency committed to being the leader in establishing the standards for providing professional quality law enforcement, detention, and support services to citizens of Maricopa County and to other criminal justice agencies. Strategic Goals • By 2008 the Sheriff’s Office will increase recruitment and retention success percentages across the agency by increasing the competitiveness of its compensation and benefits packages for all classifications to be consistently within 10% of regional law enforcement average, to the extent that County funding is made available. Status: During FY 2005-06, market increases have been provided for Teaching Staff, Computer Forensics Staff, GIS Programmer/Analysts, Justice System Clerks (SIMS), Sheriff Records Specialists, and Telecommunications Staff. • By June 2007, the Sheriff's Office will be an active participant in one to four technology project teams and will submit one to four supplemental funding requests (RIRs) to obtain funds for implementation of automated systems that promote interoperability, impact the rate of violent crime, or improve efficiency in detention or law enforcement operations. 326 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Status: Supplemental funding is being considered for a mobile data computer program for use in marked vehicles; replacement of Computer Aided Dispatch (CAD) and Records Management System (RMS) with an integrated system from a single provider; replacement of the Jail Management System (JMS) to improve jail information. The Sheriff’s Office continues to pursue alternative funding sources for new technology projects that improve efficiency such as a reliable and easy-to-use unique identifier for jail inmates. • By July 2008, the Sheriff’s Office will participate in at least six multi-agency partnerships that result in safer communities. Status: The Sheriff’s Office is currently meeting this goal. Multi-agency partnerships have been formed through the following local, state, and federal initiatives: Bulletproof Vest partnerships; DUI abatement, anti-drug crime initiatives; and homeland security initiatives. • By January 2007, the Sheriff’s Office will increase the average annual clearance rate for investigations cases to 65% using innovative and cooperative (inter and intra agency) strategies. Status: In FY 2004-05, 54% of investigations cases were cleared. In the first half of FY 2005-06, an average of 51% of cases were cleared. The Sheriff’s Office projects that it will achieve a 65% clearance rate in FY 2006-07. • By January 2007, the Sheriff's Office will respond to 50% of Priority 1 calls within five minutes. Status: In the second quarter of FY 2005-06, the percentage of Priority 1 responses within 5 minutes or less increased from 31% to 35%. In FY 2006-07, the Sheriff’s Office projects that it will be able to respond to 45% of Priority 1 calls within five minutes. • The Maricopa County Sheriff’s Office will always meet constitutional standards for care, custody and control of inmates as well as a safe environment for staff. Status: The Sheriff's Office continues to house, feed, and clothe the inmate population. The average daily population in the jails was 9,509 inmates in CY 2005, a 6% increase from CY 2004. Funding has been appropriated for hundreds of new detention positions in FY 2004-05 and FY 2005-06 in order to adequately staff existing and new detention facilities according to the County Detention Staffing Plan as recommended by the Leibert and Associates consultant study. • By July 2006, the Maricopa County Sheriff’s Office will recruit, hire and train 100% of the Detention staff recommended in the Detention Staffing Plan to maintain safety in the jails. Status: Through February 2006, 459 Detention Officers have been hired in FY 2005-06 and 220 Detention Officer positions remain vacant. A recommendation is pending to fund the final group of additional positions recommended in the County’s Detention Staffing Plan. The Sheriff’s Office projects that recruiting, hiring, and training for all new positions will not be possible until December 31, 2006. • By FY 2007, National Incident Management System training will be 100% incorporated into Sheriff’s Office new and continuing employee training programs to enhance preparedness. Status: Incorporating National Incident Management System training into employee training is on schedule and is expected to be in place for FY 2006-07. 327 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Department Performance Information The Sheriff Adult Detention, Meals, and Patrol Activities are critical Activities in the Sheriff’s Office budget. Historical performance data for these Activities and commentary on significant variances is included below. Sheriff Adult Detention Bookings Average Daily Population 11,000 10,000 9,000 8,000 7,000 FY02 FY03 FY04 FY05 FY06 proj FY07 proj Since FY 2001-02, the Average Daily Population of inmates being detained by the Sheriff has increased more rapidly than bookings. This is largely due to an increase in inmate Average Length of Stay from 23.8 days in FY 2001-02 to 28.4 in FY 2005-06. $7,600 10,200 $7,400 10,000 $7,200 9,800 $7,000 9,600 $6,800 9,400 $6,600 9,200 $6,400 9,000 $6,200 8,800 $6,000 8,600 $5,800 8,400 Cost/Inmate No. of Inmates Adult Detention Management Activity Performance 10,400 $5,600 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Inmate A 1.7% increase in the number of inmates to be detained is projected FY 2006-07. Increased costs associated with the opening of the new Lower Buckeye and 4th Avenue jails have contributed to increased cost per inmate in FY 2005-06. The cost per inmate is projected to decline in FY 2006-07 as the new jails become fully staffed and operational. 328 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Inmate Meals Activity Performance 18,000,000 $1.08 16,000,000 $1.06 14,000,000 $1.04 No. of Meals $1.00 10,000,000 $0.98 8,000,000 $0.96 6,000,000 Cost/Meal $1.02 12,000,000 $0.94 4,000,000 $0.92 2,000,000 $0.90 0 $0.88 FY 2004-05 ACTUAL FY 2005-06 PROJECTED Demand Output FY 2006-07 ADOPTED Cost Per Meal The cost per meal increased significantly in FY 2005-06 due to increased volume as well as reduced donations of raw food from local vendors. The reduction in donated food had two causes. In many cases, food donors shifted from delivering excess food to Sheriff facilities to requiring the Sheriff’s Office to pick up the donated food. Also, during the FY 2005-06 hurricane season, several devastating hurricanes, most notably Katrina, diverted food donations from local vendors to relief efforts in the southern United States. Percent of Priority 1 Call Responses w/in 5 min 50% 45% 40% 34% 32% 30% 20% 10% 0% FY 2004 FY 2005 FY 2006 The Sheriff’s Office reports that there was a 27% increase in Priority 1 Calls for Service from FY 2004-05 to FY 2005-06. The Sheriff’s Office attributes the increase to the continuing population growth in unincorporated areas of the County. The increase in call volume contributed to the decrease in the number of Priority 1 Calls for Service responded to within the targeted time of five minutes. 329 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 50CM - CUSTODY MANAGEMENT IARP - INMATE ADDICTIVE RECOVERY IEPA - INMATE EDUCATION INRL - INMATE RELEASE INSS - INMATE CANTEEN AND SPEC SVCS MANS - INMATE RELATED MANDATES MEAL - INMATE MEALS NTAK - INTAKE PRDM - ADULT DETENTION MANAGEMENT $ 50EN - ENFORCEMENT $ CVPR - CIVIL PROCESS DSTR - DISASTER & DISRUPTION RESP ENFO - ENF SUPPORT AND SPEC RESPONSE INTL - INTELLIGENCE INVT - INVESTIGATIONS OUTR - COMMUNITY OUTREACH PATR - PATROL 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ FY 2005-06 ADOPTED 35,267,437 11,443,102 737,305 6,510 120,225 22,960,293 $ 8,471,446 849,546 595,061 1,824,580 5,202,259 $ 1,118,337 $ (36,767) $ 44,820,453 $ FY 2005-06 REVISED 44,667,541 15,283,653 719,059 120,225 28,544,604 $ 10,112,350 812,800 577,400 2,898,657 5,823,493 $ 414,400 55,194,291 FY 2005-06 PROJECTED 45,056,033 243,498 15,283,653 321,853 130,500 29,076,529 $ 13,429,764 2,195,228 577,400 3,271,871 7,385,265 $ $ $ $ 414,400 58,900,197 128,155,644 1,549,966 400,980 4,651,551 14,118,920 14,699,887 21,912,125 70,822,215 - $ FY 2006-07 ADOPTED 39,835,445 213,251 12,900,420 318,625 14,929 130,500 26,257,719 $ 11,904,295 1,471,669 577,379 2,857,517 6,997,731 $ $ $ $ 689,555 52,429,295 139,789,870 1,622,897 783,063 388,786 4,234,747 16,008,085 14,050,036 24,431,189 77,724,224 546,843 $ ADOPTED TO REVISED VARIANCE % 41,975,611 348,477 389,026 130,500 13,581,552 12,000 27,514,056 $ (3,080,422) 104,979 389,026 130,500 (1,702,101) (309,853) (130,500) (1,562,473) 15,091,831 532,000 2,135,506 4,000 70,400 3,652,821 73,123 8,623,981 $ $ $ $ 514,917 57,582,359 $ $ $ 100,517 (4,235,202) 24.3% 133,768,853 631,072 515,431 338,024 4,893,880 13,215,012 16,448,785 22,765,272 74,778,151 183,225 $ 144,025,072 1,892,773 1,225,714 2,324,760 424,876 3,476,116 4,516,602 15,622,888 15,035,257 15,596,053 11,896,926 71,461,227 551,880 $ (4,235,202) (269,876) (1,225,714) (1,541,697) (36,090) (3,476,116) (281,855) (15,622,888) 972,828 (1,546,017) 12,534,263 6,262,997 (5,037) -3.0% -16.6% 1,662,067 532,000 2,135,506 (2,191,228) (507,000) 380,950 73,123 1,238,716 -6.8% 43.1% -11.1% -96.3% -100.0% -5.4% 12.4% -99.8% -87.8% 11.6% 16.8% -3.0% EXPENDITURES 50CM - CUSTODY MANAGEMENT $ IARP - INMATE ADDICTIVE RECOVERY IEPA - INMATE EDUCATION IFID - INMATE FINGERPRINT IDENTIFICATION INLA - INMATE LABOR INRL - INMATE RELEASE INSS - INMATE CANTEEN AND SPEC SVCS INTR - INMATE TRANSPORT MANS - INMATE RELATED MANDATES MEAL - INMATE MEALS NTAK - INTAKE PRDM - ADULT DETENTION MANAGEMENT SMIT - INMATE SMI ADDICTIVE RECOV 104,770,530 403,109 6,056,779 9,538,493 12,409,717 18,119,374 58,243,058 - $ 50CO - CENTRALIZED MCSO OPERATIONS $ FMGT - FLEET MANAGEMENT MCSI - INFORMATION TECHNOLOGY PROF - EMPLOYEE PROFESSIONAL STANDAR TRAG - MANDATED ENF AND DET TRAINING 12,799,021 372,745 5,992,231 1,461,014 4,973,032 $ 15,560,632 386,879 8,414,327 1,570,669 5,188,757 $ 16,366,730 320,927 8,703,193 1,715,034 5,627,576 $ 14,351,918 362,725 7,072,371 1,310,486 5,606,336 $ 17,556,000 340,167 9,336,696 1,769,048 6,110,089 $ (1,189,270) (19,240) (633,503) (54,014) (482,513) -7.3% -6.0% -7.3% -3.1% -8.6% 50EN - ENFORCEMENT $ CVPR - CIVIL PROCESS DISP - DISPATCH DSTR - DISASTER & DISRUPTION RESP ENFO - ENF SUPPORT AND SPEC RESPONSE EXTR - EXTRADITIONS INTL - INTELLIGENCE INVT - INVESTIGATIONS OUTR - COMMUNITY OUTREACH PATR - PATROL PPEV - PROPERTY AND EVIDENCE SMIA - SMI APPREHEN INTERVEN WRNT - WARRANTS INFO PROCESSING 53,445,761 1,981,369 6,819,608 8,283,809 11,478,860 24,882,115 - $ 57,694,236 2,410,667 7,632,027 9,027,649 12,426,808 26,197,085 - $ 61,506,262 2,326,797 13,301,306 8,951,742 12,642,482 23,172,223 1,111,712 $ 63,840,619 2,138,288 13,678,283 8,910,330 13,049,388 24,711,508 1,352,822 $ 70,664,259 3,832,216 2,604,447 2,150,282 10,834,205 976,914 3,146,677 15,858,427 79,835 27,135,446 742,640 1,175,991 2,127,179 $ (9,157,997) (3,832,216) (277,650) (2,150,282) 2,467,101 (976,914) 5,805,065 (3,215,945) (79,835) (3,963,223) (742,640) (1,175,991) (1,015,467) -14.9% - $ 760,154 760,154 $ - $ 2,040,091 2,040,091 $ (1,279,937) (1,279,937) -168.4% -168.4% 19,750,283 221,160,795 $ $ $ 20,175,348 238,598,364 $ $ $ 18,520,520 230,481,910 $ $ $ 13,901,767 8,619,052 256,806,241 $ 6,273,581 $ (8,619,052) $ (18,207,877) 31.1% 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS $ 1,761,341 1,761,341 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ 17,557,298 190,333,951 $ $ $ 330 -196.9% -9.3% -6.7% 6.1% -11.0% 51.3% 8.1% -0.9% -11.9% 18.5% 64.8% -25.4% -17.1% -91.3% -7.6% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Total Budget by Category FY 2004-05 ACTUAL REVENUE TAXES LICENSES & PERMITS INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ FY 2005-06 ADOPTED (3,100) $ 66,150 31,420,927 588,084 835,571 11,912,821 44,820,453 $ $ $ 156,873,202 17,501,699 14,534,374 157,775 1,266,902 190,333,951 $ $ $ FY 2005-06 REVISED 46,500 38,367,723 614,365 746,400 15,419,303 55,194,291 $ 180,991,960 19,067,257 18,213,564 141,659 2,746,355 221,160,795 $ $ $ FY 2005-06 PROJECTED 46,500 41,568,629 614,365 1,251,400 15,419,303 58,900,197 $ 199,056,657 16,617,760 18,060,895 141,659 4,721,393 238,598,364 $ $ $ FY 2006-07 ADOPTED 68,000 37,517,232 559,950 1,024,529 13,259,583 52,429,295 $ 192,615,888 18,676,908 15,591,591 141,659 3,455,864 230,481,910 $ $ $ ADOPTED TO REVISED VARIANCE % 66,000 42,121,592 611,715 1,100,700 13,682,352 57,582,359 $ 213,450,177 18,517,401 20,848,819 51,563 3,938,281 256,806,241 $ $ $ 19,500 552,963 (2,650) (150,700) (1,736,951) (1,317,838) 41.9% 1.3% -0.4% -12.0% -11.3% -2.2% (14,393,520) (1,899,641) (2,787,924) 90,096 783,112 (18,207,877) -7.2% -11.4% -15.4% 63.6% 16.6% -7.6% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 203 SHERIFF DONATIONS 212 SHERIFF RICO FUND 214 SHERIFF JAIL ENHANCEMENT FUND 251 SHERIFF GRANTS 252 INMATE SERVICES 254 INMATE HEALTH SERVICES 255 DETENTION OPERATIONS ALL FUNDS EXPENDITURES 100 GENERAL 203 SHERIFF DONATIONS 212 SHERIFF RICO FUND 214 SHERIFF JAIL ENHANCEMENT FUND 251 SHERIFF GRANTS 252 INMATE SERVICES 254 INMATE HEALTH SERVICES 255 DETENTION OPERATIONS 455 DETENTION CAPITAL PROJECTS ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 5,817,551 15,919 825,820 1,206,966 3,945,153 11,697,413 141,192 21,170,438 44,820,453 $ 50,327,584 12,223 829,565 1,416,889 3,588,615 7,862,411 19,612 125,439,576 837,475 190,333,951 $ $ $ FY 2005-06 REVISED 5,947,027 16,400 745,000 2,050,000 4,739,549 15,283,653 149,715 26,262,947 55,194,291 $ 54,730,461 16,400 745,000 2,050,000 4,739,549 10,058,412 301,738 148,519,235 221,160,795 $ $ $ FY 2005-06 PROJECTED 7,600,046 16,400 1,250,000 2,050,000 6,287,436 15,283,653 149,715 26,262,947 58,900,197 $ 60,176,842 16,400 1,250,000 2,050,000 6,287,436 10,265,186 301,738 158,250,762 238,598,364 $ $ $ FY 2006-07 ADOPTED 7,516,894 18,297 1,003,200 1,614,652 5,539,440 13,135,945 140,952 23,459,916 52,429,295 $ 58,105,319 12,682 948,783 1,458,707 5,539,440 6,514,575 157,902,404 230,481,910 $ $ $ ADOPTED TO REVISED VARIANCE % 9,066,716 16,400 1,100,000 2,050,000 6,303,635 13,581,552 149,715 25,314,341 57,582,359 $ 67,507,004 16,400 1,100,000 2,050,000 6,303,635 11,192,105 489,187 168,147,910 256,806,241 $ $ $ 1,466,670 (150,000) 16,199 (1,702,101) (948,606) (1,317,838) 19.3% 0.0% -12.0% 0.0% 0.3% -11.1% 0.0% -3.6% -2.2% (7,330,162) 150,000 (16,199) (926,919) (187,449) (9,897,148) (18,207,877) -12.2% 0.0% 12.0% 0.0% -0.3% -9.0% -62.1% -6.3% -7.6% Personnel by Fund 100 GENERAL 251 SHERIFF GRANTS 252 INMATE SERVICES 255 DETENTION OPERATIONS TOTAL FUNDS • • • FY 2005-06 ADOPTED 998.00 26.00 37.05 2,496.95 3,558.00 FY 2005-06 REVISED 997.81 26.00 71.25 2,686.94 3,782.00 FY 2006-07 ADOPTED 1,012.81 26.00 73.25 2,722.94 3,835.00 ADOPTED TO REVISED VARIANCE % 15.00 2% 0% 2.00 3% 36.00 1% 53.00 1% 27.0 Fingerprinting FTE were transferred from the General Fund to the Detention Operations Fund during FY 2005-06 1.0 Law Enforcement Officer was added to the General Fund during FY 2005-06 for an expansion of the Law Enforcement Intergovernmental Agreement (IGA) with Litchfield Park 1.0 Teacher Assistant was transferred from the Detention Operations Fund to the Inmate Services Fund 331 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • • • • • Departmental Strategic Plans and Budgets Sheriff, Elected Officials 1.0 Library Clerk was transferred from the Detention Operations Fund to the Inmate Services Fund 11.0 Detention Identification Technicians were added to the Detention Operations Fund to expand output and improve results in the Inmate Fingerprinting Activity 22.0 Law Enforcement personnel were added to the General Fund for FY 2006-07 for expansion of the Law Enforcement Intergovernmental Agreements (IGAs) with El Mirage, Queen Creek, and Fountain Hills 2.0 Sheriff Records Specialists were added to the General Fund to allow for Civil Process filings to begin at the Northeast Regional Court Center. 1.0 Detention Officer position was added to the General Fund to support the Bar Coding System funded in the Property and Evidence Activity Results Initiative 6.0 Law Enforcement positions were added to the General Fund to follow mandated protocol for investigating abuse cases in the Investigations Activity Results Initiative 10.0 positions were added to the General Fund to fund the SMI Intervention pilot program in the SMI Apprehension Intervention Activity Base Adjustments • Increase Patrol, Civil Process, and Financial Services Activities Revenue ($594,837): Increases in the cost of law enforcement coverage provided by the Sheriff’s Office to cities and towns via intergovernmental agreements require an increase in General Fund (100) revenue. These cost increases are funded elsewhere as pay for performance and benefits increases, as well as annualization of adjustments to the amount of law enforcement coverage provided. Revenue in the Civil Process Activity has been increased due to increased civil filings. Also, increased Financial Services revenue is included due to higher collections of Social Security payments received for recipients detained in jail. The total General Fund revenue adjustment is an increase of $594,837. • Increase Investigations Activity Revenue ($355,000): The Sheriff’s Office receives RICO revenue from property and funding seized in law enforcement, specifically drug enforcement cases. Investigations Activity revenue in the RICO Fund (212) increased significantly in FY 2005-06 and is projected to continue to increase in FY 2006-07. Investigations Activity revenue is increased by $355,000 in the RICO Fund. • Increase Disaster and Disruption Response Activity and Investigations Activity Grants Revenue ($1,564,086): The Department is receiving additional grant funding in FY 2006-07, especially Homeland Security funding from the Federal Government. The Adopted budget includes $1,564,086 in additional Disaster and Disruption Response and Investigations Activity revenue in the Sheriff Grants Fund (251). • Reduce Inmate Canteen and Special Services Activity Revenue ($-1,702,101): Revenue in the Inmate Canteen and Special Services Activity is expected to decline in FY 2006-07 due to a switch to telephone calling cards for inmates to call long-distance rather than requiring inmates to make collect long-distance calls. The Adopted budget includes a reduction in budgeted revenue of $1,702,101 in the Inmate Services Fund (252). • Reduce Adult Detention Management Activity Revenue - Booking/Per Diem ($-948,606): The booking and per diem rates charged to cities and towns to hold misdemeanor offenders in jail on city or town charges are increasing. However, actual revenue received in FY 2005-06 is 332 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials projected to be under budget since collections have not increased proportionately to increases in per diem and booking rates. Although there were significant increases to the per diem and booking rates in FY 2005-06, the volume of inmates booked into jail by cities and towns declined. The Adopted budget is based on OMB’s forecast that FY 2006-07 jail booking and per diem revenue will be $25,314,341, which is $948,606 less revenue than was budgeted for FY 2005-06. • Budgeted Personnel Savings ($-957,807): Actual personnel savings through February 2006 in the Sheriff’s Office General Fund (100) and Detention Operations Fund (255) are 6.9% and 13.8%, respectively, while personnel savings in the Adopted budget is 4.1% and 6.5%, respectively. Funding was reduced by $577,807 in the General Fund (100) and $380,000 in the Detention Operations Fund (255) for the eight fewer hours in FY 2006-07 that will return in FY 2007-08. OMB will recommend expenditure increases of at least these amounts in the FY 2007-08 General Fund and Detention Operations Fund expenditure targets. FY 2006-07 funding is reserved in Appropriated Fund Balance (480) in the amount of $600,000 in the General Fund and $400,000 in the Detention Operations Fund for “Sheriff Tasers.” Expenditures will be approved pending further review. • Compensation Market Adjustments ($223,532): Market adjustments were completed in FY 2005-06 for: o Telecommunications Operators, Supervisors, and Manager, resulting in a $107,189 expenditure increase in the FY 2006-07 General Fund (100) Dispatch Activity; o GIS Programmer/Analysts and Technicians, resulting in a $6,945 expenditure increase in the FY 2006-07 General Fund (100) Information Technology Activity; o Aviation Mechanics and Mechanics Supervisor, resulting in a $32,419 expenditure increase in the FY 2006-07 General Fund (100) Enforcement Support and Specialized Response Activity; o Library Clerks, Library Paraprofessionals, and Librarians, resulting in a $31,835 expenditure increase in the FY 2006-07 Inmate Services Fund (252) Inmate Related Mandates Activity. o Environmental Specialists, resulting in a $45,144 expenditure increase in the FY 200607 Detention Operations Fund (255) Meals Activity. • Shift in Inmate Related Mandates Activity from Detention Operations Fund to Inmate Services Fund ($0): Funding of $31,102 in the Inmate Related Mandates Activity for a Library Clerk position in the Detention Operations Fund (255) is shifted to the Inmate Services Fund (252). • Shift from Adult Detention Management Activity to Inmate Education Activity ($0): In the FY 2005-06 Adopted budget, funding for all Teachers and Teacher Assistants was transferred from the Detention Operations Fund (255) to the Inmate Services Fund (252). In the FY 200607 Adopted budget, funding of $27,970 for the one remaining Teacher Assistant position is shifted from the Adult Detention Management Activity in the Detention Operations Fund to the Inmate Education Activity in the Inmate Services Fund. • Increase General Government Activity for Inmate Addictive Recovery Activity Reserve ($1,000,000): Funding for the Inmate Addictive Recovery Activity from the federal Residential Substance Abuse Treatment Grant is being reduced significantly in FY 2006-07. In the FY 2005-06 Adopted budget and in FY 2006-07 expenditure target for the Inmate Services Fund (252), funding was included to cover the potential loss of all grant funding for the Inmate Addictive Recovery Activity. In the Adopted budget additional funding of $1,000,000 is reserved 333 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials in the Inmate Services Fund General Government Activity for the expansion of the Inmate Addictive Recovery Activity. • Non-Recurring Adult Detention Management Activity Expenditures - Fund Balance ($339,472): The Adopted budget includes non-recurring expenditure authority of $339,472 in the Inmate Health Services Fund (254) Detention Management Activity for the purchase of medical equipment from existing fund balance. • Increase Inmate Fingerprint Identification Activity ($438,717): Based on an FY 2005-06 mid-year request by the Sheriff’s Office, the Adopted budget includes 11.0 additional Detention Identification Technicians (DITs) to fingerprint inmates at detention facilities. Funding of $438,717 ($436,517 annualized) in the Detention Operations Fund (255) is included to support the positions as well as funding for supplies, training, printers, a computer, etc. Once the positions are filled, the Sheriff’s Office will meet demand by verifying 26,203 more fingerprint sets annually. There will be a gradual improvement from around 80% in FY 2005-06 to around 100% in FY 2007-08. OMB will continue to work with the Sheriff’s Office to develop appropriate performances measures for the Inmate Fingerprint Identification Activity. • Increase for Fuel ($700,000): The Adopted budget includes additional funding of $500,000 in the General Fund (100) for increased fuel costs, the largest increases being in the Civil Process, Enforcement Support and Specialized Response, Investigations, and Patrol Activities. Additional funding of $200,000 is also included in the Detention Operations Fund (255) for increased fuel costs, the largest increases being in the Inmate Labor, Inmate Transport, Inmate Meals, and Adult Detention Management Activities. • Increase Inmate Related Mandates Activity for Laundry ($375,000): The Adopted budget includes $375,000 in the Detention Operations Fund (255) to fund the increase in laundry costs associated with increases in inmate population. • Increase Patrol Activity for Law Enforcement Intergovernmental Agreement Increases ($2,219,376): Due to increases in the level of law enforcement coverage provided to El Mirage, Fountain Hills, and Queen Creek via intergovernmental agreements, the Adopted budget includes an increase to the General Fund Patrol Activity revenue appropriation of $2,219,376 and an increase to the expenditure appropriation of $2,199,774. Results Initiatives The following Results Initiatives were included in the FY 2005-06 Adopted budget: • Alpha Program - $716,362 ($922,724 annualized) Inmate Services Fund: Initiative replaced reduced grant funding of substance abuse treatment in the Alpha Program and expands funding to meet the entire demand for the Activity. The program has been found to significantly reduce the rate of recidivism for participating offenders. Expected Result: 88% of Alpha program graduates will not return to jail within two years. Actual Result: FY 2005-06 year-to-date ALPHA program graduates not returning to jail within two years is 87%. The Sheriff’s Office projects to end FY 2005-06 at 88%. The Sheriff’s Office has experienced difficulty filling the additional funded positions due to the limited number of qualified counselors available. Therefore, the expansion of ALPHA in FY 2005-06 has been constrained and some eligible inmates are not yet able to participate in the program. 334 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Sheriff, Elected Officials Jail Educator - $51,766 ($51,766 annualized) Inmate Services Fund: Initiative added 1.0 GED Educator at Lower Buckeye Jail to offer educational programs to inmates. Expected Result: The percentage of inmates participating in education/rehabilitation programs will increase (by less than 1%). Actual Result: FY 2005-06 year-to-date there have been 361 participants in Juvenile Hard Knocks High, a 5% decrease from 393 participants last year at this time. Also, FY 2005-06 year-to-date there have been 82 adult participants in General Education (GED) programs; a 93% decrease from 1,085 adult participants last year at this time. The Sheriff’s Office is finding it difficult to retain teachers: 12 of 16 (75%) Educator and 9 of 14 (64%) Educator Assistant positions are currently vacant. The following Results Initiatives are included in the FY 2006-07 Adopted budget: • Technology – Equipment and Cost Increases - $208,465 annualized General Fund: Initiative funds increases in technology and telecommunications software and hardware, each of which would improve efficiency and interoperability. The Adopted budget includes $208,465 in the General Fund (100) for the net increase to technology maintenance costs. Expected Result: The Department will maintain efficiencies provided by current technology applications and explore the benefits of implementing a Mobile Data Computer program. • Sheriff Training Department Vehicle - $67,000 ($4,000 annualized) Detention Operations Fund: Initiative replaces a 1989 van that is too small and unreliable for continued use. The van is used to transport detention and law enforcement recruits as well as supplies. The Adopted budget includes $63,000 in Appropriated Fund Balance (480) in the Detention Operations Fund (255) and $4,000 annualized funding in the Sheriff’s Office Detention Operations Fund (255) to purchase, operate, and maintain the vehicle. Expected Result: 100% of FTE mandated to meet proficiency standards will continue to do so. • Sheriff Criminal Investigations Bureau - $609,880 ($419,178 annualized) General Fund: Initiative adds 6.0 FTE to follow standardized protocol (mandated by the State as of July 2004) when investigating cases involving sexual abuse, domestic violence, abuse, and child abuse. The Adopted budget includes $419,178 in the Sheriff’s Office (500) General Fund (100) to fund 6.0 positions necessary to follow mandated protocol for investigating abuse cases. $190,702 is also included in Appropriated Fund Balance (480) General Fund for non-recurring costs. A staffing study will need to be conducted in order to recommend additional staff due to increased demand. Expected Result: Law Enforcement Officers will receive training for and follow standardized protocol when investigating abuse cases. • Property and Evidence Bar Coding System - $347,479 ($66,279 annualized) General Fund: Initiative funds the purchase of a bar coding system at the Property and Evidence facility, including 1.0 FTE to support the system. The Adopted budget includes $281,200 in Appropriated Fund Balance (480) General Fund (100) to purchase the system and $66,279 of annualized funding in the Sheriff’s Office (500) General Fund for ongoing operation and maintenance of the system. 335 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Expected Result: The percent of item records handled with automation would increase from 0% in FY 2005-06 to 30% in FY 2006-07. • Seriously Mentally Ill Intervention Pilot Program - $1,175,991 ($949,054 annualized) General Fund: Initiative establishes a pilot program to test the viability of a Mental Assessment Response Team. The objective is to provide intervention, referral, or placement for a mentally ill person without incarceration. The request includes 10.0 FTE and associated equipment and supplies. The Adopted budget includes $1,175,991 ($949,054 annualized) in the General Fund (100) to fund the Seriously Mentally Ill Intervention pilot program. OMB expects that the funding will be used according to recommendations from the SMI Commission and that operational protocol and an intergovernmental agreement with the City of Phoenix will be established for the program. Expected Result: The Sheriff’s Office will perform 1,300 SMI Intervention evaluations so that SMI offenders are directed to the appropriate treatment facility. The result for the pilot program will be measured as the percent of calls for SMI evaluations resulting in transport to a non-jail facility. Based on rates achieved in other jurisdictions, the Sheriff’s Office projects that 75% of calls for SMI evaluations will result in transport to a non-jail facility. • Sheriff Civil Process Activity - Expansion to Northeast Regional Court - $89,878 ($79,478 annualized) General Fund: Initiative adds 2.0 FTE to allow Civil Process filings to begin at the Northeast Regional Court Center. Civil Process staffing will be evaluated further during FY 2006-07. The Adopted budget includes $89,878 in the Sheriff’s Office (500) General Fund (100) to fund 2.0 positions necessary to begin Civil Process filings at the Northeast Regional Court Center. A staffing study will be conducted in order to evaluate the need for additional staff to meet increased demand. Expected Result: Civil Process filings will be available at the Northeast Regional Court Center. 336 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Sheriff General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 54,730,461 $ 5,947,027 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY06 Pay for Performance Adjustment Amendment to Queen Creek Patrol IGA Sheriff Record Clerk Market Adjustment SIMS Market Adjustment $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Amendment to Queen Creek Patrol IGA Transfer of Fingerprinting Funding Amendment to Litchfield Park Patrol IGA Adjustment to Indirect Cost Allocation to Detention Fund FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ 1,763,720 241,715 514,884 43,578 2,563,897 $ 260,218 260,218 $ 57,294,358 $ 6,207,245 $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Increase Patrol, Civil Process, and Financial Services Activities Revenue $ Compensation Market Adjustments Budgeted Personnel Savings Increase for Fuel Increase Patrol Activity for Law Enforcement Intergovernmental Agreement Increases Subtotal $ 508,394 $ 1,649,344 (59,586) 1,086,864 82,140 251,443 123,731 263,753 135,496 1,942,756 5,984,335 $ 63,278,693 (36,882) 82,140 45,258 $ 6,252,503 - $ 146,553 (577,807) 500,000 594,837 - 2,199,774 2,268,520 $ 2,219,376 2,814,213 $ 65,547,213 $ 9,066,716 RESULTS INITIATIVES: Property and Evidence Bar Coding System $ Seriously Mentally Ill Intervention Pilot Program Technology - Equipment & Cost Increases Sheriff Civil Process Activity - Expansion to Northeast Regional Court Sheriff Criminal Investigations Bureau Subtotal $ 66,279 1,175,991 208,465 89,878 419,178 1,959,791 $ $ - 67,507,004 $ 9,066,716 FY 2006-07 ADOPTED BASE: FY 2006-07 ADOPTED BUDGET: $ General Fund Continuation of Operating Budget Items – General Government Sheriff Overtime – Patrol, $300,000 337 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Sheriff General Fund (100) Appropriated Budget Reconciliation (Continued) General Fund Non-Recurring Items – Appropriated Fund Balance • Sheriff Criminal Investigations Bureau, $190,702 • Property and Evidence Bar Coding System, $281,200 • 9-1-1 System Upgrade, $200,000 • Sheriff Tasers, $600,000 Sheriff Donation Fund (203) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 16,400 $ 16,400 FY 2005-06 REVISED RESTATED BUDGET: $ 16,400 $ 16,400 FY 2006-07 BUDGET TARGET: $ 16,400 $ 16,400 FY 2006-07 RECOMMENDED BUDGET: $ 16,400 $ 16,400 Sheriff Donation Fund (203) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 28,720 $ 15,919 12,223 3,696 $ 32,416 $ $ FY 2005-06 ADOPTED 28,941 $ 16,400 16,400 - $ 28,941 $ $ FY 2005-06 REVISED 28,941 $ 16,400 16,400 - $ 28,941 FY 2005-06 PROJECTED $ 32,417 $ $ $ FY 2006-07 ADOPTED 38,033 $ 18,297 12,682 5,616 $ 16,400 16,400 - $ 38,033 $ 38,033 Sheriff RICO Fund (212) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 745,000 $ 745,000 FY 2005-06 REVISED RESTATED BUDGET: $ 745,000 $ 745,000 FY 2006-07 BUDGET TARGET: $ 745,000 $ 745,000 $ Subtotal $ 355,000 355,000 $ $ 355,000 355,000 $ 1,100,000 $ 1,100,000 BASE ADJUSTMENTS: Increase Investigations Activity Revenue FY 2006-07 ADOPTED BUDGET: 338 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Sheriff RICO Fund (212) Fund Balance Summary FY 2004-05 ACTUAL (21,787) $ FY 2005-06 ADOPTED 21,787 745,000 745,000 21,787 Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ 825,820 $ 829,565 (3,745) $ Ending Fund Balance $ (25,532) $ $ FY 2005-06 REVISED 21,787 $ $ 1,250,000 1,250,000 - $ 21,787 FY 2005-06 PROJECTED $ (25,532) $ $ $ FY 2006-07 ADOPTED 28,884 $ 1,003,200 948,783 54,416 $ 1,100,000 1,100,000 - $ 28,884 $ 28,884 Sheriff Jail Enhancement Fund (214) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 2,050,000 $ 2,050,000 FY 2005-06 REVISED RESTATED BUDGET: $ 2,050,000 $ 2,050,000 FY 2006-07 BUDGET TARGET: $ 2,050,000 $ 2,050,000 FY 2006-07 ADOPTED BUDGET: $ 2,050,000 $ 2,050,000 Sheriff Jail Enhancement Fund (214) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2004-05 ACTUAL 753,922 $ 1,206,966 $ 1,416,889 (209,923) $ 543,999 $ FY 2005-06 ADOPTED (33,543) $ 2,050,000 2,050,000 - FY 2005-06 FY 2005-06 REVISED PROJECTED (33,543) $ 544,001 $ $ (33,543) $ 2,050,000 2,050,000 - $ $ $ FY 2006-07 ADOPTED 699,946 $ 1,614,652 1,458,707 155,945 $ 2,050,000 2,050,000 - (33,543) $ 699,946 $ 699,946 Sheriff Grants Fund (251) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 4,739,549 $ 4,739,549 FY 2005-06 REVISED BUDGET: $ 4,739,549 $ 4,739,549 FY 2006-07 BUDGET TARGET: $ 4,739,549 $ 4,739,549 BASE ADJUSTMENTS: Increase Disaster and Disruption Response Activity and Investigations Activity Grants Revenue $ Subtotal $ 1,564,086 1,564,086 $ $ 1,564,086 1,564,086 FY 2006-07 ADOPTED BUDGET: 6,303,635 $ 6,303,635 $ Note: Budgeted expenditure allocations out from the Grants Fund into other Sheriff funds for Benefits/Salary shortfall should only be used if necessary and should not be used as the basis for additional funding requests. 339 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Sheriff Grants Fund (251) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2004-05 ACTUAL (1,104,069) $ 3,945,153 3,588,615 356,539 $ FY 2005-06 ADOPTED 172,273 $ 4,739,549 4,739,549 - (747,530) $ 172,273 $ $ FY 2005-06 REVISED 172,273 FY 2005-06 PROJECTED $ (747,526) $ $ 6,287,436 6,287,436 - $ $ $ 172,273 $ 5,539,440 5,539,440 - $ $ (747,526) $ FY 2006-07 ADOPTED (747,526) 6,303,635 6,303,635 (747,526) Inmate Services Fund (252) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 10,058,412 $ 15,283,653 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY06 Pay for Performance Adjustment Teaching Staff Market Adjustment Detention Staffing Plan Future Scenario $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Detention Staffing Plan Future Scenario Annualization of FY 2006 Initiatives Inmate Accounting System FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance Subtotal $ 43,380 31,772 131,622 206,774 $ - $ 10,265,186 $ 15,283,653 36,266 $ 35,765 5,327 206,362 (500,000) 7,447 44,845 (163,988) $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Reduce Inmate Canteen and Special Services Activity Revenue $ Increase General Government Activity for Inmate Addictive Recovery Activity Reserve Shift from Adult Detention Management Activity to Inmate Education Activity Compensation Market Adjustments Shift in Inmate Related Mandates Activity from Detention Operations Fund to Inmate Services Fund Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 340 $ 10,101,198 $ 15,283,653 - $ (1,702,101) 1,000,000 - 27,970 31,835 - 31,102 1,090,907 $ (1,702,101) 11,192,105 $ 13,581,552 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Inmate Services Fund (252) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 7,388,469 $ $ $ 11,697,413 7,862,411 3,835,002 $ 11,223,471 FY 2005-06 ADOPTED 13,215,322 $ FY 2005-06 REVISED 13,215,322 $ $ 15,283,653 10,058,412 5,225,241 $ 15,283,653 10,265,186 5,018,467 $ 18,440,563 $ 18,233,789 FY 2005-06 PROJECTED $ 11,223,476 FY 2006-07 ADOPTED 17,844,846 $ $ $ $ 13,135,945 6,514,575 6,621,370 $ 13,581,552 11,192,105 2,389,447 $ 17,844,846 $ 20,234,293 Inmate Health Services Fund (254) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 301,738 $ 149,715 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: One-time Medical Expenses $ FY 2006-07 BUDGET TARGET: $ 149,715 $ 149,715 BASE ADJUSTMENTS: Non-recurring Adult Detention Management Activity Expenditures - Fund Balance $ Subtotal $ 339,472 339,472 $ $ - FY 2006-07 ADOPTED BUDGET: 489,187 $ 149,715 $ 301,738 $ 149,715 (152,023) $ - Inmate Health Services Fund (254) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 76,937 $ $ 141,192 19,612 121,581 $ $ $ 198,518 $ FY 2005-06 ADOPTED 152,023 $ 149,715 $ 301,738 (152,023) $ - 341 $ FY 2005-06 REVISED 152,023 FY 2005-06 PROJECTED $ 198,520 149,715 $ 301,738 (152,023) $ - $ $ 140,952 140,952 $ $ 339,472 $ FY 2006-07 ADOPTED 339,472 149,715 489,187 (339,472) - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Detention Operations Fund (255) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 148,519,235 $ 26,262,947 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY06 Pay for Performance Adjustment Computer Forensic Market Increase Detention Staffing Plan Future Scenario Sheriff Record Clerk Market Adjustment SIMS Market Adjustment $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Risk Management Charge Increase Workers Compensation and Unemployment Charges Increase Retirement Contributions Detention Staffing Plan Future Scenario Transfer of Fingerprinting Funding Reallocations FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ 2,878,498 43,578 6,670,698 1,951 573,818 10,168,543 $ - $ 158,687,778 $ 26,262,947 1,367,652 $ 1,173,941 364,352 1,683,033 1,204,274 (1,086,864) (251,443) 749,442 173,112 3,458,844 8,836,343 $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Reduce Adult Detention Management Revenue-Booking/Per Diem $ Shift from Adult Detention Management Activity to Inmate Education Activity Shift in Inmate Related Mandates Activity from Detention Operations Fund to Inmate Services Fund Increase Inmate Fingerprint Identification Activity Budgeted Personnel Savings Increase for Fuel Increase Inmate Related Mandates Activity for Laundry Environmental Specialist Compensation Market Adjustment Subtotal $ FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Sheriff Training Department Vehicle FY 2006-07 ADOPTED BUDGET: 167,524,121 $ - $ (27,970) (31,102) 26,262,947 (948,606) - 438,717 (380,000) 200,000 375,000 45,144 619,789 $ (948,606) $ 168,143,910 $ 25,314,341 $ Subtotal $ 4,000 4,000 $ $ - $ 168,147,910 $ 25,314,341 Detention Operations Fund Continuation of Operating Budget Items – General Government • Sheriff Recruitment, $500,000 • Sheriff Overtime – Detention, $300,000 342 - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Detention Operations Fund (255) Appropriated Budget Reconciliation (Continued) Detention Operations Fund Non-Recurring Items – Appropriated Fund Balance • Sheriff Training Department Vehicle, $63,000 • Sheriff Tasers, $400,00 Mandates 500 SHERIFF MANDATED EXPENDITURES 300,000,000 250,000,000 200,000,000 150,000,000 100,000,000 50,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on many factors including the increased cost of law enforcement, several federal grant reductions that affect Activities including the Addictive Recovery Activity, and increased level of law enforcement in several valley cities. See the Base Adjustment section above for additional detail. 343 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Mandates (Continued) Program Activity CUSTODY MANAGEMENT INMATE ADDICTIVE RECOVERY INMATE EDUCATION INMATE FINGERPRINT IDENTIFICATION INMATE LABOR INMATE RELEASE INMATE CANTEEN AND SPEC SVCS INMATE TRANSPORT INMATE SKILLS TRAINING INMATE RELATED MANDATES INMATE MEALS INTAKE ADULT DETENTION MANAGEMENT INMATE SMI ADDICTIVE RECOV Purpose The purpose of the Custody Management Program is to provide a safe and secure environment to inmates and Maricopa County Sheriff's Office staff so that inmates can be properly and expeditiously processed through the system. The purpose of the Inmate Addictive Recovery Activity is to provide addictive recovery treatment and rehabilitation services to adult and juvenile inmates so that they will not return to jail. The purpose of the Inmate Education Activity is to provide classes to jailed juvenile and adult inmates so that qualifying juveniles receive special education and inmates participating in general education programs receive their GEDs. The purpose of the Inmate Fingerprint Identification Activity is to provide identification of individuals booked into Sheriff's Custody to law enforcement agencies so that they can be properly detained. The purpose of the Inmate Labor Activity is to provide work management for fully sentenced inmates so that work can be credited toward reduced sentence time for eligible inmates and accomplished at a reduced cost to the public. The purpose of the Inmate Release Activity is to provide charge disposition services to inmates, criminal justice agencies, and the public so that inmates can be accurately and expeditiously released from custody The purpose of the Inmate Canteen and Special Services Activity is to provide a selfsupporting program where toilet articles, candy, notions, and other sundries can be sold to inmates so that proceeds can be used to fund programs for inmate benefit and welfare. The purpose of the Inmate Transport Activity is to provide confined and secured prisoner/inmate transportation, primarily to court, so they arrive at scheduled destination points without incident The purpose of the Inmate Skills Training Activity is to provide opportunities to adult and juvenile inmates so they can learn vocational and coping skills The purpose of the Inmate Related Mandates Activity is to provide laundry and other services to inmates so that the Sheriff's Office is in compliance with constitutional, legislative, or judicial mandates The purpose of the Inmate Meals Activity is to provide low cost meals to inmates so that minimum daily food requirements are met The purpose of the Intake Activity is to properly and efficiently process prisoners so that they can be assigned and transferred to a Sheriff's Housing Facility The purpose of the Mandated Enforcement and Detention Training Activity is to provide mandated training to Maricopa County Sheriff's Office compensated and non-compensated sworn and detention personnel so that they can be prepared/certified to perform job and maintain proficiency standards The purpose of the Seriously Mentally Ill Addictive Treatment Activity is to provide addictive recovery programs similar to Alpha for seriously mentally ill inmates so that they won't return to jail. 344 Mandate A.R.S. §31-121 A.R.S. §31-121K / A.R.S. §15-913.01 A.R.S. §31-121 A.R.S. §31-141 - 146 A.R.S. §36-3702 A.R.S. §31-121G A.R.S. §31-121 A.R.S. §31-121K / A.R.S. §15-913.01 A.R.S. §31-121 - 132 A.R.S. §31-121A A.R.S. §31-101 A.R.S. §31-101 - 107 A.R.S. §31-101 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Sheriff, Elected Officials Mandates (Continued) Program Activity CENTRALIZED MCSO OPERATIONS FLEET MANAGEMENT INFORMATION TECHNOLOGY EMPLOYEE PROFESSIONAL STANDARDS MANDATED ENF AND DET TRAINING ENFORCEMENT CIVIL PROCESS DISPATCH DISASTER & DISRUPTION RESP ENF SUPPORT AND SPEC RESPONSE EXTRADITIONS INTELLIGENCE INVESTIGATIONS COMMUNTIY OUTREACH PATROL PROPERTY AND EVIDENCE SMI APPREHEN INTERVEN SEARCH AND RESCUE WARRANTS INFO PROCESSING Purpose The purpose of the Centralized MCSO Operations Program is to provide comprehensive Enforcement and Custody Management support services that are unique to a Sheriff’s Office operation so that goals can be met in compliance with legal standards by a qualified and productive workforce. The purpose of the Fleet Management Activity is to provide vehicle management services to the MCSO employees so that they can accomplish their assignments The purpose of the Information Technology Activity is to provide IT leadership and services to MCSO bureaus so that communication and processes can be accomplished more efficiently through automation. The purpose of the Employee Professional Standards Activity is to provide administrative investigative services for the Maricopa County Sheriff's Office so that qualified employees can be hired and retained The purpose of the Mandated Enforcement and Detention Training Activity is to provide mandated training to Maricopa County Sheriff's Office compensated and non-compensated sworn and detention personnel so that they can be prepared/certified to perform job and maintain proficiency standards The purpose of the Enforcement Program is to provide law enforcement response relative to crime and criminal activity, and crime prevention to the general public within Maricopa County so that they feel safe and secure in the community. The purpose of the Civil Process Activity is to provide mandated and statutory services, including taxation, licensing and court directives so that items are processed according to the mandate or statute. The purpose of the Dispatch Activity is to provide 24-hour emergency communications operations for the general public and public safety personnel so that calls can be taken and dispatched within standard thresholds. The purpose of the Disaster and Community Threat Disruption Response Activity is to provide support to the National Response Plan (NRP) through the State's Homeland Security Strategy so that acts of terrorism can be prevented and vulnerabilities to critical hazards can be reduced, damage can be minimized, and recovery can take place. Mandate A.R.S. §11-444 A.R.S. §11-444 A.R.S. §11-444 A.R.S. §11-441 A.R.S. §11-445 A.R.S. §11-441A A.R.S. §11-441 The purpose of the Enforcement Support and Specialized Response Activity is to provide A.R.S. §11-441C patrol resources including personnel with special training and equipment for non-routine situations so that injury/damage can be avoided or controlled. A.R.S. §31-121 The purpose of the Extraditions Activity is to return subjects to Arizona who are wanted on Maricopa County Superior Court warrants and are in-custody in other states or countries so that can appear in court when requested. The purpose of the Intelligence Activity is to provide lawful collection, synthesis and assessment of criminal information for the Sheriff's Office and the criminal justice system so enforcement action can be taken. The purpose of the Investigations Activity is to provide criminal investigative services for the A.R.S. §11-441 public and the prosecution so that arrests can be made and cases can be cleared. The purpose of the Community Outreach Activity is to promote safety and crime prevention in the community so that the public is better informed. The purpose of the Patrol Activity is to provide preventive enforcement and law enforcement A.R.S. §11-441A response to the general public in County Districts, at the Lakes, and on Park Trails so that criminal activity can be deterred and offenders can be apprehended. The purpose of the property and evidence activity is to provide custodial service for evidentiary A.R.S. §11-441 and other property so that it can be readily retrieved for review or release in the same condition as it was upon initial receipt and destroyed, released or disposed of according to mandate. The purpose of the Seriously Mentally Ill Apprehension Intervention Activity is to provide an A.R.S. §11-441 evaluation by law enforcement and health care professionals for local law enforcement agencies so that they can safely deal with seriously mentally ill violent/nonviolent offenders by directing them to an appropriate treatment facility. The purpose of the MCSO Search and Rescue Activity is to provide aid in missions involving A.R.S. §11-441C the life or health of any person so that individuals can be rescued or recovered. A.R.S. §11-441A.7 The purpose of the Warrants Information Processing activity is to provide comprehensive warrants records management services so that criminal information can be entered, verified, reported, and retrieved according to law. 345 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Superintendent of Schools, Elected Officials Superintendent of Schools Analysis by Vic Wickersham, Management & Budget Analyst Departmental Information Organizational Chart Maricopa County Citizens Superintendent of Schools Sandra E. Dowling, Ed.D. Deputy Superintendent of Schools Administration Education Services Technology Finance Special Services Mission The Mission of the Superintendent of Schools Department is to provide fiscal and educational services to school districts, educators and the community so that they can effectively improve student achievement. Vision Collaborating with the community, educators and school districts to ensure a quality education for every child in Maricopa County. Strategic Goals • By July 2007, the Superintendent of Schools (SOS) will develop effective and diverse recruitment strategies to increase the pool of qualified applicants for positions with the SOS. Status: Since this goal was only recently added during the second quarter, the department does not have any updated information to report. • Beginning December 2006, employee performance management plans (PMPs) will be reviewed with employees on a semi-annual basis in order to ensure alignment with the departmental strategic plan. Status: New and renewed PMPs are being developed with the departmental strategic plan as the foundation. Reviews are annual. • By June 2008, employee performance plans will be reviewed with employees on a quarterly basis in order to ensure alignment with departmental strategic plan. Status: New and renewed PMPs are being developed with the departmental strategic plan as the foundation. Reviews are annual. 346 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Superintendent of Schools, Elected Officials • By July 2008, the SOS will utilize interactive web-based technology to meet the demands of school districts for more efficient and effective service delivery. Status: Maricopa County Superintendent of Schools’ website was rewritten using a .NET platform. Enhanced features include calendaring, immediate press releases, and improved functionality to the schools list. • By July 2008, the Superintendent of Schools will have completed a reorganization and 100% of SOS staff will have received the necessary training needed as a result of implementing new school district business software to support school districts and to optimize the staff delivery and level of services provided. Status: The Finance and Technology employees continue to learn the new financial software system. The Department is focusing on further training in areas of the new technologies that will enable staff to successfully support all areas of the new system. The Department is in the process of reorganizing the functions of several positions within the department. This will allow the Department to focus on more custom training in order to better serve our customers. • By July 2007, the SOS will develop a comprehensive grant manual which will include policies and procedures for grant development, writing, implementation and management of all of the Education Service Agency grants so that the SOS has more effective administrative oversight. Status: The Department continues to identify policies and procedures for grant development and fiscal management. As the procedures are being written they are being communicated with all members of the Education Service Agency division. The Business Services Specialists continue to receive external grants management training in order to increase their ability to develop a manual aligned to Federal grants management guidelines. Work will continue on the draft copy of the grant manual. • By July 2006, increase legislative participation by working with government relations to develop an annual strategy to address legislative issues affecting our department. By June 2010, finalize the strategy so that the department can be better informed and have active participation in the legislative changes. Status: Since this goal was only recently added during the second quarter, the department does not have any updated information to report. 347 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Superintendent of Schools, Elected Officials Department Performance Information The Information Services Activity represents two percent of the Superintendent of Schools’ FY 2006-07 budget. The reason for the Public Information Services variance is because the measure was updated to include the number of visits to the Superintendent of Schools’ website. This greatly increased the number over the FY 2005-06 projected amount. Statistics for the measure did not begin until FY 200506. Therefore, no data was tracked for FY 2004-05. The cost per packet is expected to decrease as the budget is reflective of expected cost by activity. Public Information Services Activity Performance 700,000 2.00 1.80 1.60 500,000 1.40 400,000 1.20 1.00 300,000 0.80 0.60 200,000 Cost/Packet # of Information Packets 600,000 0.40 100,000 0.20 0 0.00 FY 2004-05 ACTUAL FY 2005-06 PROJECTEDFY 2006-07 ADOPTED Demand Output Cost Per Packet Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 37SC - EDUCATION EDSU - SCHOOL DISTRICT SUPPORT TOTAL PROGRAMS EXPENDITURES 37SC - EDUCATION EDSU - SCHOOL DISTRICT SUPPORT PBIN - PUBLIC INFORMATION SERVICES 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM DESK - DESKTOP SUPPORT 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ FY 2005-06 ADOPTED 196,702 196,702 196,702 $ 1,596,450 1,455,239 141,211 324,294 1,920,744 $ $ $ $ $ $ FY 2005-06 REVISED 155,000 155,000 155,000 $ 1,679,718 1,499,865 179,853 485,354 2,165,072 $ $ $ $ $ $ 348 FY 2005-06 PROJECTED 155,000 155,000 155,000 $ 1,675,369 1,529,687 145,682 534,607 635 635 2,210,611 $ $ $ $ $ $ FY 2006-07 ADOPTED 208,399 208,399 208,399 $ 1,558,458 1,526,137 32,321 428,907 1,987,365 $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 3,858,304 3,858,304 3,858,304 $ 5,323,334 5,218,017 105,317 408,321 49,445 5,781,100 $ $ $ $ $ $ 3,703,304 3,703,304 3,703,304 2389.2% 2389.2% 2389.2% (3,647,965) (3,688,330) 40,365 126,286 635 635 (49,445) (3,570,489) -217.7% -241.1% 27.7% 23.6% 100.0% 100.0% -161.5% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Superintendent of Schools, Elected Officials Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 102,653 94,049 196,702 $ 1,732,070 91,957 87,773 8,944 1,920,744 $ $ $ FY 2005-06 REVISED 120,000 35,000 155,000 $ 2,005,371 47,603 98,593 13,505 2,165,072 $ 120,000 35,000 155,000 $ 2,052,860 61,589 82,022 14,140 2,210,611 $ $ $ FY 2005-06 PROJECTED 120,000 88,399 208,399 $ 1,830,956 58,840 84,200 13,369 1,987,365 $ $ $ FY 2006-07 ADOPTED $ $ ADOPTED TO REVISED VARIANCE % 2,685,512 470,534 702,258 3,858,304 $ 3,163,634 351,143 2,252,818 13,505 5,781,100 $ $ $ 2,565,512 435,534 702,258 3,703,304 2137.9% 1244.4% (1,110,774) (289,554) (2,170,796) 635 (3,570,489) -54.1% -470.1% -2646.6% 4.5% -161.5% 2389.2% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 75CR - CLAIMS RESOLUTION/LIT MGT PROG LGMS - CLAIMS AND LITIGATION MGMT 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75RI - RISK MGMT SELF-INSURANCE PROG TRFD - TRUST FUND ADMINISTRATION 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 75CR - CLAIMS RESOLUTION/LIT MGT PROG LGMS - CLAIMS AND LITIGATION MGMT 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75RI - RISK MGMT SELF-INSURANCE PROG TRFD - TRUST FUND ADMINISTRATION 75SM - SAFETY MANAGEMENT PROGRAM SAMA - SAFETY MANAGEMENT SERVICES 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED 10,482 10,482 26,724,565 26,724,565 (113) 26,734,933 $ 19,733,149 19,733,149 315,825 315,825 4,902,797 4,902,797 581,637 581,637 182,029 114,652 25,830,089 $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 23,116,120 23,116,120 23,116,120 $ 24,154,479 24,154,479 556,967 556,967 444,036 444,036 561,409 561,409 294,675 119,335 26,130,901 $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 PROJECTED 23,116,120 23,116,120 23,116,120 $ 19,764,786 19,764,786 563,271 563,271 4,768,469 4,768,469 582,196 582,196 332,844 119,335 26,130,901 $ $ $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 1,759,857 1,759,857 3,251 3,251 23,116,120 23,116,120 24,879,229 $ 22,000,259 22,000,259 494,566 494,566 2,670,720 2,670,720 576,350 576,350 269,606 119,335 26,130,836 $ $ $ $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 21,693,174 21,693,174 5,056,826 5,056,826 26,750,000 $ 21,693,174 21,693,174 515,560 515,560 6,030,301 6,030,301 590,425 590,425 337,198 117,932 29,284,590 $ $ $ $ $ $ $ $ $ $ $ 21,693,174 21,693,174 (18,059,294) (18,059,294) 3,633,880 (1,928,388) (1,928,388) 47,711 47,711 (1,261,832) (1,261,832) (8,229) (8,229) (4,354) 1,403 (3,153,689) -78.1% -78.1% 15.7% -9.8% 8.5% 8.5% -26.5% -26.5% -1.4% -1.4% -1.3% 1.2% -12.1% Personnel by Fund 100 GENERAL 715 SCHOOL GRANT FUND TOTAL FUNDS FY 2005-06 ADOPTED 33.00 33.00 FY 2005-06 REVISED 33.00 33.00 FY 2006-07 ADOPTED 33.00 16.00 49.00 ADOPTED TO REVISED VARIANCE % 0% 16.00 16.00 48.5% Base Adjustments Revenue Fund 100 • School District Support Activity Adjustment ($55,000): The adopted budget includes a revenue increase of $55,000 which is based on historic collections. Expenditures Fund 100 • General Technical Adjustments ($-131,297): The adopted budget includes a reduction of $131,297 across all activities as a result of technical adjustments. 349 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Superintendent of Schools, Elected Officials Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 2,165,072 $ 155,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance $ Subtotal $ 40,421 40,421 $ $ - $ 2,205,493 $ 155,000 8,415 $ 33,108 (50,000) 10,046 1,525 55,506 58,600 - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: School District Support Activity Adjustment General Technical Adjustments $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 350 2,264,093 $ 155,000 - $ (131,297) (131,297) $ 55,000 55,000 2,132,796 $ 210,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Superintendent of Schools, Elected Officials Grant Fund (715) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES $ - REVENUE $ - FY 2005-06 REVISED RESTATED BUDGET: $ - $ - FY 2006-07 BUDGET TARGET: $ 2,540,717 $ 2,540,717 FY 2006-07 ADOPTED BUDGET: $ 2,540,717 $ 2,540,717 Transportation Fund (780) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ - $ - FY 2005-06 REVISED RESTATED BUDGET: $ - $ - FY 2006-07 BUDGET TARGET: $ 702,258 $ 702,258 FY 2006-07 ADOPTED BUDGET: $ 702,258 $ 702,258 Communication Fund (782) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUES $ - $ - FY 2005-06 REVISED RESTATED BUDGET: $ - $ - FY 2006-07 BUDGET TARGET: $ 24,795 $ 24,795 FY 2006-07 ADOPTED BUDGET: $ 24,795 $ 24,795 Indirect Cost Fund (795) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUES $ - $ - FY 2005-06 REVISED RESTATED BUDGET: $ - $ - FY 2006-07 BUDGET TARGET: $ 380,534 $ 380,534 FY 2006-07 ADOPTED BUDGET: $ 380,534 $ 380,534 351 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Superintendent of Schools, Elected Officials Mandates 370 SUPERINTENDENT OF SCHOOLS MANDATED EXPENDITURES 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels very year-to-year based on factors including the addition of Special Revenue Funds that were not budgeted in prior years. See the Base Adjustment section for additional detail. Program Activity EDUCATION SCHOOL DISTRICT SUPPORT PUBLIC INFORMATION SERVICES Purpose The purpose of the education program is to provide fiscal and educational services to school districts and the community so that students receive quality education. The purpose of the school district support activity is to provide professional technical expertise, direction, services, and products to school districts so they can successfully manage their districts, meet their mandated obligations, and improve the quality of the educational services they provide. The purpose of the public information services activity is to provide school and education related information to school districts and parents so they can make informed decisions regarding the education of their children. 352 Mandate A.R.S. §11-511; A.R.S. §15-301 THRU A.R.S. §15-310 A.R.S. §11-511; A.R.S. §15-301 THRU A.R.S. §15-310 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Treasurer’s Office, Elected Officials Treasurer’s Office Analysis by Monica Staats, Management & Budget Analyst Departmental Information Organizational Chart Maricopa County Citizens County Treasurer David Schweikert Internal Auditor Client Services Chief Deputy Investments Information Systems Accounting Services Technical Services Tax Services Mission The Mission of the Maricopa County Treasurer is to provide both the administration of property taxation for the County's residents and the accounting and investment of public monies for County agencies, school districts and other sub-political jurisdictions, as mandated by state and federal law, so that they can provide appropriate services to the County's residents. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • “Customer Service” -- By FY 2007, the Treasurer will excel in customer service using technological advances to provide taxpayers with access to all tax information via Internet applications through increased budget allocations of personnel and capital resources. Achievements will be measured by growth in internet business applications and daily internet activity during the two year period. Status: Property tax payments via credit cards and e-check payments were introduced in September 2002 and September 2003, respectively. The website was refreshed in early 2005 in an attempt to make it more user friendly and allow for easy navigation. The department also held its first on-line tax lien auction in February 2006. Results from the on-line auction will be available by June 2006. • “Process Improvement” -- By FY 2007, the Treasurer will improve and refine all tax collection and revenue apportionment functions by upgrading computer hardware and software aspects related to these procedures. By 2007, the goal of the Treasurer is to have collected and 353 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Treasurer’s Office, Elected Officials apportioned to the appropriate County jurisdictions 98.0% of the annual levy effective the conclusion of the tax year. After the subsequent Tax Lien Auction held the following February, this collection rate will have increased to 99.3% each year. Results will be measured by comparing tax collections with the adjusted annual levy at each month-end as well as at the end of the tax year. Status: The department has initiated the first phase of the platform migration from the COBOL/VMS system to a more contemporary platform. The new system will eliminate many manual processes, better support the population and associated demand growth, and gain flexibility to adhere with revisions of State law. The department was granted two additional Developer/Programmer Analysts to assist in the software implementation deliverables. • “Process Improvement” -- Per House Bill 2428 Legislation, by FY 2005, the Treasurer will have initiated the tax billing and collecting procedures for Unsecured Personal Property (e.g. commercial office equipment, heavy construction equipment and mobile homes) into the existing Treasurer's Secured Property tax activities (those which relate to real estate), thereby streamlining Unsecured Personal Property operations and enhancing collective Treasurer's Office customer services. By FY 2007, the Treasurer will have fully integrated 100% of all collection and apportionment procedures of the Unsecured Personal Property Tax process into an efficient and streamlined “unified” Property Tax Levy collection and apportionment system. Incremental accomplishments of the new system will be measured based on monthly collection percentages of the unified levy and monthly dollar amounts apportioned to County jurisdictions. Status: The department has achieved this goal. The billing procedures and the integration of the collection and apportionment procedures have been completed. • “Property Tax Payments” -- By FY 2006, the Treasurer will have contracted with its servicing bank affiliate, Bank One, to accept property tax payments and issue Treasurer’s Office receipts in branch bank locations throughout the County. Status: Earlier this fiscal year a new banking service agreement with Bank of America was awarded. As part of the agreement, Bank of America will collect taxes and issue receipts at branch locations. 354 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Treasurer’s Office, Elected Officials Department Performance Information The purpose of the Tax Services Activity is to provide property tax billing information and problem resolution for internal (Assessor, Finance, Sheriff Departments) and external (property owners, tax service and mortgage companies) customers so that property taxes are paid and necessary adjustments made. The total number of taxable parcels is projected to grow by 52,709 in FY 200607. FY 2004-05 and FY 2005-06 were marked with high costs and low output. This was primarily due to out-dated mailing information in the Department's database. For FY 2006-07, the outdated mailing information has been corrected and the Department is expecting an increase in demand. The Department is also expecting that property owners will take advantage of the Treasurer's website to review their property tax data. Address change requests via the website increased 32% from FY 2004-05 to FY 2005-06. Email inquiries increased 43% for that same period. The Department feels that these increases reflect a growing awareness and usage by property owners of internet access to the Treasurer's Office and their property data. Property owners will become more aware of their responsibility to provide the Department with current mailing addresses. These options and the updating of the database will increase the projected output for FY 2006-07. Decrease of cost per tax bill mailed in FY 2006-07 is explained by the decrease in returned tax statements. Tax Services Activity Performance 0.70 0.60 1,550,000 0.50 1,500,000 0.40 1,450,000 0.30 0.20 1,400,000 0.10 1,350,000 0.00 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output 355 FY 2006-07 ADOPTED Cost Per Taxable Parcel Cost/Tax Bills Mailed # of Taxable Parcels 1,600,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Treasurer’s Office, Elected Officials Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUES 43TP - PROPERTY TAX PROGRAM CLTS - CLIENT SERVICE TXSV - TAX SERVICES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ - $ 4,000 3,000 1,000 $ - $ 2,331 1,750 581 $ - $ - 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ EXPENDITURES 43AP - ACCOUNTING PROGRAM $ ACCT - AGENCY ACCOUNTING TRAC - TREASURER ACCOUNTING 4,530 4,530 $ $ 4,000 $ $ 4,000 4,000 $ $ 1,522 3,853 $ $ 4,000 4,000 $ $ - 0.0% 0.0% 373,516 88,118 285,398 $ 346,903 36,653 310,250 $ 379,588 38,338 341,250 $ 364,913 60,507 304,407 $ 372,841 32,496 340,345 $ 6,747 5,842 905 1.8% 15.2% 0.3% 43TP - PROPERTY TAX PROGRAM CLTS - CLIENT SERVICE TXSV - TAX SERVICES $ 1,325,208 625,189 700,019 $ 1,502,323 736,106 766,217 $ 1,301,085 728,195 572,890 $ 1,577,034 714,719 862,315 $ 1,293,593 716,498 577,095 $ 7,492 11,697 (4,205) 0.6% 1.6% -0.7% 99AS - ADMINISTRATIVE SERVICES PROG $ 1,511,768 $ 1,377,448 $ 1,667,834 $ 1,456,901 $ 1,928,028 $ (260,194) -15.6% 99IT - INFORMATION TECHNOLOGY PROGRAM $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ 744,985 3,955,477 $ $ $ 920,619 4,147,293 $ $ $ 1,076,893 4,425,400 $ $ $ 904,258 4,303,107 $ 1,070,609 3,765 4,668,836 $ 6,284 (3,765) (243,436) 0.6% $ -5.5% Total Budget by Category FY 2004-05 ACTUAL REVENUE CHARGES FOR SERVICES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 4,530 4,530 $ $ 4,000 4,000 $ $ 4,000 4,000 $ $ 3,853 3,853 $ $ 4,000 4,000 $ $ $ 3,123,664 92,227 690,615 48,971 3,955,477 $ 3,428,004 54,144 618,870 46,275 4,147,293 $ 3,559,114 75,121 744,890 46,275 4,425,400 $ 3,361,112 70,257 823,670 48,068 4,303,107 $ 3,683,032 73,735 853,124 58,945 4,668,836 $ $ $ $ $ $ $ - 0.0% 0.0% (123,918) 1,386 (108,234) (12,670) (243,436) -3.5% 1.8% -14.5% -27.4% -5.5% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % ALL FUNDS $ $ 4,530 4,530 $ $ 4,000 4,000 $ $ 4,000 4,000 $ $ 3,853 3,853 $ $ 4,000 4,000 $ $ ALL FUNDS $ $ 3,955,477 3,955,477 $ $ 4,147,293 4,147,293 $ $ 4,425,400 4,425,400 $ $ 4,303,107 4,303,107 $ $ 4,668,836 4,668,836 $ $ EXPENDITURES 100 GENERAL (243,436) (243,436) 0.0% 0.0% -5.5% -5.5% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 59.75 59.75 FY 2005-06 REVISED 60.75 60.75 FY 2006-07 ADOPTED 62.75 62.75 ADOPTED TO REVISED VARIANCE % 2.00 3.3% 2.00 3.3% FY 2006-07 increase for Developer/Programmer Analyst - 2.0 FTE. Base Adjustments Expenditures • Two Additional Developer/Programmer Analysts ($148,745): Increase based on two additional Developer/Programmer Analysts to assist in the implementation of the data platform migration from a COBOL/VMS system to a more contemporary platform. The Treasurer’s Office 356 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Treasurer’s Office, Elected Officials feels that by modernizing the system they will eliminate many manual processes, make disaster recovery much easier, better support the population and associated demand growth, and gain flexibility to deal with revisions of State Law • General Technical Adjustments (-$83,813): The adopted budget includes an increase across all activities in Personnel Savings based on an average vacancy rate of 4.0 FTEs. Adjustment also includes minor technical adjustments based on an analysis of FY 2005-06 trends. Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 4,147,293 $ 4,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance Tax Deed Services $ $ Subtotal $ 81,635 185,666 267,301 $ - $ 4,414,594 $ 4,000 $ $ Subtotal $ 21,323 54,679 11,762 2,660 98,886 189,310 $ - FY 2006-07 BUDGET TARGET: $ 4,603,904 $ 4,000 BASE ADJUSTMENTS: Two Additional Developer/Programmer Analysts General Technical Adjustments $ 148,745 $ (83,813) 64,932 $ - FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 357 4,668,836 $ 4,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Treasurer’s Office, Elected Officials Mandates 430 TREASURER MANDATED EXPENDITURES 4,800,000 4,600,000 4,400,000 4,200,000 4,000,000 3,800,000 3,600,000 3,400,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the increase in total number of taxable parcels. See the Base Adjustment section above for additional detail. Program Activity ACCOUNTING AGENCY ACCOUNTING Purpose The purpose of the Accounting Program is to provide accounting and investment services for the Treasurer and Maricopa County and its political subdivisions so that there is fiscal accountability to county residents. The purpose of the Agency Accounting Activity is to apportion tax collections and provide timely and accurate accounting and investment services for county agencies so that they can conduct their operations and make informed decisions, manage resources and report results relative to their agency. Mandate A.R.S. §42-18001; A.R.S. §11-275; A.R.S. §11-414; A.R.S. §11-475; A.R.S. §11-497; A.R.S. §11-501; A.R.S. §11-502; A.R.S. §11-503; A.R.S. §11-504; A.R.S. §11-631; A.R.S. §11-632; A.R.S. §11-634; A.R.S. §11-635; A.R.S. §11-639; A.R.S. §11-640 TREASURER ACCOUNTING The purpose of the Treasurer Accounting Activity is to provide timely and accurate accounting A.R.S. §11-273; A.R.S. §11-274; A.R.S. §11-492; 11-493; services for the Treasurer's Office staff so that they can make informed decisions, manage A.R.S. §11-494; A.R.S. §35-327 resources and report results. The purpose of the Property Tax Program is to provide tax information for owners of property PROPERTY TAX in Maricopa County so that they may pay their taxes in an accurate and prompt fashion and that their payments are accurately posted (applied). CLIENT SERVICE The purpose of the Client Services Activity is to accept and post tax and non-tax payments for A.R.S. §11-274; A.R.S. §11-493; A.R.S. §11-494; A.R.S. internal and external customers so that revenues are accurately and promptly posted §41-1285; A.R.S. §42-341; A.R.S. §42-344; A.R.S. §42(applied). 345; A.R.S. §42-348; A.R.S. §42-394; A.R.S. §42-400; A.R.S. §42-401; A.R.S. §42-421; A.R.S. §42-423; 18001 TAX SERVICES The purpose of the Tax Services Activity is to provide property tax billing information and A.R.S. §11-505; A.R.S. §11-506; A.R.S. §11-605; Title 42 problem resolution for internal (Assessor, Finance, Sheriff departments) and external (Taxation), Chapter 18 (Collection and Enforcement), (property owners, tax service and mortgage companies) customers so that property taxes are Articles 1, 2, 3, 4, 5, 6, 7, 8 and 9. paid and necessary adjustments made. 358 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Schedules Appointed Departments Appointed Departments Org Chart Board of Supervisors Fulton Brock, District 1 Don Stapley, Chairman, District 2 Andrew Kunasek, District 3 Max Wilson, District 4 Mary Rose Wilcox, District 5 Elected Appointed Clerk of the Board Fran McCarroll County Manager David Smith Internal Audit Ross Tate Medical Examiner Deputy County Manager Sandra Wilson Criminal Justice Assistant County Manager Peter Ozanne Chief Information Officer Chris Kozakis Community Services Assistant County Manager William Scalzo 359 Chief Finance Officer Tom Manos Regional Dev. Services Assistant County Manager Joy Rich Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed Air Quality Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Air Quality Bob Kard, Director Air Quality Monitoring Air Quality Administration Air Quality Permit Engineering Air Quality Compliance Earthmoving & Dust Compliance Planning and Analysis Small Business Assistance Volunteer Vehicle Repair and Retrofit Trip Reduction Mission The mission of the Air Quality Department is to protect our most vital natural resource air quality, for the people of Maricopa County so they can live and breathe in a clean air environment. Vision To achieve the highest air quality standards in Maricopa County as we evolve with the County’s escalating growth. Strategic Goals • “Effective Outreach” -- By June 30, 2007, provide an effective outreach program to ensure public and business awareness of air quality programs, issues, regulations and necessary improvements. Status: The department’s Public Information Officer has engaged in town hall meetings. The department is also looking into securing the services of a media company to report violations and continue awareness. The FY 2007 budget includes funding requested to support this goal. 360 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed • “Air Quality Permits” -- By June 30, 2008, complete a needs assessment to enable the issuance of Air Quality Permits in accordance with the Arizona State licensing 18 month requirement. Status: The department has identified the needs in order to meet this goal and is now working toward obtaining the 18 month licensing requirement. • “Needs Assessment” -- By June 30, 2009, implement any recommended changes from the completion of the needs assessment to improve effectiveness in meeting state and federal requirements of the Source Inspection Program including annual inspections and follow up. Status: According to the department, this assessment is in progress and continuing. • “Dust Control” -- By June 20, 2007, secure a funding source for the vacant lot dust inspection program to relieve the general fund obligation. Status: The department states that they have hired a Grant Writer and continue to investigate possible funding sources. At this point in time, the General Fund is funding this activity and OMB does not anticipate this changing in the near future if the activity continues. • “Funding” -- By June 30, 2006, secure funding for Trip Reduction [TRP] and Voluntary Vehicle Repair and Retrofit [VVR&R] program. Status: The department has secured funding for FY 2007 as part of the State of Arizona budget. The department is attempting to include funding for these activities as part of future State budgets. Department Performance Information In FY 2006-07, Small Source Permit Engineering Review demand is expected to decrease and output is expected to increase compared to both FY 2004-05 actual and FY 2005-06 projections. The cost per review increase is related to the recent market based compensation adjustments for the Engineers resulting in higher personnel costs. 1,200 700 1,000 600 500 800 400 600 300 400 200 200 100 0 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output 361 Cost Per Review Cost/Review # of Reviews Small Source Permit Engineering Review Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed In FY 2006-07, Large Source Permit Engineering Review demand is expected to increase slightly compared to FY 2005-06 projections and output is expected to increase compared to both FY 200405 actual and FY 2005-06 projections. The cost per review increase is related to the recent market based compensation adjustments for the Engineers resulting in higher personnel costs. # of Reviews 50 25,000 20,000 40 15,000 30 10,000 20 5,000 10 0 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output 362 Cost Per Review Cost/Review 60 Large Source Permit Engineering Review Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 88AQ - AIR QUALITY PROGRAM $ CAQM - COUNTYWIDE AQ MONITORING DCEM - DUST CNTRL EARTHMOVING COMPL EMPE - EARTHMOVING PERMIT ENFORCEMENT LSPC - LARGE SOURCE PERMIT COMPLIANCE LSPE - LARGE SOURCE PERMIT ENFRCMENT LSPR - LARGE SOURCE PRMT ENG REVIEW SSPC - SMALL SOURCE PERMIT COMPLIANCE SSPE - SMALL SOURCE PERMIT ENFRCMENT SSPR - SMALL SOURCE PRMT ENG REVIEW TRDA - TRIP REDUCTION ACTIVITY VVRR - VOL VEHICLE REPAIR & RETROFIT 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ 88AQ - AIR QUALITY PROGRAM CAQM - COUNTYWIDE AQ MONITORING DCEM - DUST CNTRL EARTHMOVING COMPL DCVL - DUST CNTRL VACANT LOT COMPL EMPE - EARTHMOVING PERMIT ENFORCEMENT LSCM - LARGE SOURCE COMPLAINT MNGT LSPC - LARGE SOURCE PERMIT COMPLIANCE LSPE - LARGE SOURCE PERMIT ENFRCMENT LSPR - LARGE SOURCE PRMT ENG REVIEW PLAA - PLANNING AND ANALYSIS SBAA - SMALL BUSINESS ASST ACTIVITY SSPC - SMALL SOURCE PERMIT COMPLIANCE SSPE - SMALL SOURCE PERMIT ENFRCMENT SSPR - SMALL SOURCE PRMT ENG REVIEW TRDA - TRIP REDUCTION ACTIVITY VVRR - VOL VEHICLE REPAIR & RETROFIT 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS FY 2005-06 ADOPTED 10,075,895 $ 4,907,321 1,208,717 780 (2,575) 398,930 1,581,261 1,160,932 1,720 (345) 707,413 111,741 76 $ 10,075,971 $ $ 7,355,207 2,607,404 649,466 59,196 264,675 799,407 43,518 290,881 24,009 41,734 758,519 80,750 328,906 1,077,364 329,378 1,521,417 216,173 9,125,407 $ $ $ $ $ $ $ 10,781,375 1,030,800 100,000 450,000 50,000 5,042,000 150,000 50,000 1,300,000 1,858,575 750,000 59,000 10,840,375 8,437,144 1,795,864 1,456,441 31,706 838,594 215,005 468,703 864 931,935 89,873 331,296 1,503,571 773,292 2,032,916 328,624 10,798,684 FY 2005-06 REVISED $ $ $ $ $ $ $ 10,926,275 1,175,700 2,668,305 638,491 800,000 1,123,705 1,486,499 425,000 1,858,575 750,000 59,000 10,985,275 9,831,545 1,501,497 1,714,014 551,640 127,441 2,584 645,171 144,009 570,010 473,951 261,167 960,514 116,264 561,992 1,501,583 699,708 2,987,433 328,624 13,147,602 FY 2005-06 PROJECTED $ $ $ $ $ $ $ FY 2006-07 ADOPTED 13,473,674 1,262,724 2,352,908 59,478 978,306 1,292,569 2,482,245 2,223,574 60,765 616,588 1,539,782 604,736 70,424 13,544,098 8,735,421 1,858,306 1,210,766 678,990 12,749 794,135 185,830 464,488 44,245 131,722 938,118 85,441 330,631 1,367,169 632,831 2,284,326 328,624 11,348,371 $ $ $ $ $ $ $ 13,613,889 1,088,689 2,908,009 283,453 1,046,304 800,000 1,396,956 2,678,192 244,573 484,713 1,858,000 825,000 2,332,605 15,946,494 11,386,264 1,302,393 1,546,187 543,310 174,275 566,482 507,451 1,057,728 877,515 454,137 1,036,531 95,325 541,930 1,858,000 825,000 2,639,775 335,048 14,361,087 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ (2,687,614) 87,011 (239,704) (283,453) (407,813) (273,251) (1,191,693) (244,573) (59,713) 575 (75,000) (2,273,605) (4,961,219) -24.6% 7.4% -9.0% -14.1% 0.0% -10.0% -3853.6% -45.2% (1,554,719) 199,104 167,827 8,330 (46,834) 2,584 78,689 (363,442) (487,718) (403,564) (192,970) (76,017) 20,939 20,062 (356,417) (125,292) 347,658 (6,424) (1,213,485) -15.8% 13.3% 9.8% 1.5% -36.7% 100.0% 12.2% -252.4% -85.6% -85.1% -73.9% -7.9% 18.0% 3.6% -23.7% -17.9% 11.6% -2.0% -9.2% -63.9% 0.0% -24.3% -80.2% Total Budget by Category FY 2004-05 ACTUAL REVENUE LICENSES & PERMITS INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE OTHER FINANCING SOURCES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 6,194,236 $ 1,512,582 (215) 1,126,485 111,942 1,130,939 10,075,971 $ 5,519,409 629,645 2,309,627 216,173 450,553 9,125,407 $ $ 6,300,000 3,639,375 42,000 800,000 59,000 10,840,375 7,076,433 298,050 2,343,339 328,624 752,238 10,798,684 FY 2005-06 REVISED $ $ $ $ 6,300,000 3,784,275 42,000 800,000 59,000 10,985,275 8,107,643 982,561 2,580,076 328,624 1,148,698 13,147,602 363 FY 2005-06 PROJECTED $ $ $ $ 8,344,988 3,407,219 17,500 1,701,837 72,554 13,544,098 6,837,639 769,124 2,256,678 328,624 1,156,306 11,348,371 FY 2006-07 ADOPTED $ $ $ 10,454,455 4,149,013 1,328,026 15,000 15,946,494 9,598,724 469,377 3,103,281 303,802 885,903 14,361,087 ADOPTED TO REVISED VARIANCE % $ $ $ 4,154,455 364,738 (42,000) 528,026 (44,000) 4,961,219 65.9% 9.6% -100.0% 66.0% -74.6% (1,491,081) 513,184 (523,205) 24,822 262,795 (1,213,485) -18.4% 52.2% -20.3% 7.6% 22.9% -9.2% 45.2% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed Total Budget by Fund FY 2004-05 ACTUAL REVENUE 503 AIR QUALITY GRANT 504 AIR QUALITY FEES ALL FUNDS EXPENDITURES 100 GENERAL 503 AIR QUALITY GRANT 504 AIR QUALITY FEES ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 2,626,047 7,449,924 10,075,971 $ 3,198,902 5,926,506 9,125,407 $ $ $ FY 2005-06 REVISED 3,639,375 7,201,000 10,840,375 $ 3,635,225 7,163,459 10,798,684 $ $ $ FY 2005-06 PROJECTED 3,784,275 7,201,000 10,985,275 $ 544,023 3,784,275 8,819,304 13,147,602 $ $ $ FY 2006-07 ADOPTED 3,383,059 10,161,038 13,544,098 $ 364,680 3,469,753 7,513,938 11,348,371 $ $ $ ADOPTED TO REVISED VARIANCE % 4,149,013 11,797,481 15,946,494 $ 546,899 4,149,013 9,665,175 14,361,087 $ $ $ 364,738 4,596,481 4,961,219 9.6% 63.8% 45.2% 2,876 364,738 845,871 (1,213,485) 0.5% 9.6% 9.6% -9.2% Personnel by Fund FY 2005-06 ADOPTED 100 GENERAL 503 AIR QUALITY GRANT 504 AIR QUALITY FEES TOTAL FUNDS • • 32.00 99.00 131.00 FY 2005-06 REVISED 10.00 33.00 99.00 142.00 FY 2006-07 ADOPTED 10.00 31.00 121.00 162.00 ADOPTED TO REVISED VARIANCE % 0.0% (2.00) -6.1% 22.00 22.2% 20.00 14.1% Increase to the Air Quality Fee Fund (+22 FTEs) – Additional FTEs associated with increased staffing for 5 activities, based on workload analysis. Decrease to the Air Quality Grant Fund (-2 FTE) – Reduction of staff for Trip Reduction and Volunteer Vehicle Repair and Retrofit activities. Base Adjustments Fund 100 • General Technical Adjustments ($6,602): The adopted budget includes an increase in the amount of $6,602 for minor technical adjustments. Fund 503 • Increased Revenue for the Trip Reduction Activity ($364,738): The adopted revenue budget for the Trip Reduction Activity is increased by $364,738. This increase is due to additional funding from the State of Arizona for this activity. • Increased Expenditures for the Trip Reduction Activity ($374,360): The adopted expenditure budget includes an increase in the amount of $374,360. This increase is due to additional funding from the State of Arizona for this activity. • Increased Expenditures for the Volunteer Vehicle Repair and Retrofit Activity ($125,292): The adopted budget is increased by $125,292. This increase is due to reallocated funding from the Administrative Services Program. • Reduction in the Administrative Services Program (-$127,116): The adopted budget includes a reduction of $127,116. The department has reallocated expenses to the Volunteer Vehicle Repair and Retrofit Activity. 364 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed • General Technical Adjustments (-$7,798): The adopted budget includes a reduction of $7,798 across all activities as a result of minor technical adjustments. Fund 504 • Increased Revenue for Large Source Permit Compliance ($681,064): The adopted budget includes an increase to revenue in the amount of $681,064. This increase is largely due to the additional staff generating revenue and increased output in the Large Source Compliance Activity. • Increased Revenue for Small Source Permit Compliance ($1,495,979): The adopted budget includes an increase to revenue in the amount of $1,495,979. This increase is largely due to the additional staff generating revenue and increased output in the Small Source Compliance Activity. • Increased Revenue for Dust Control Earthmoving Compliance ($523,157): The adopted budget includes an increase to revenue in the amount of $523,157. This increase is due to expected fines from increased compliance monitoring in the Dust Control Earthmoving Compliance Activity. • Increased Revenue to the Administrative Services Program ($1,896,281): The adopted budget includes an increase to revenue in the amount of $1,896,281. This increase is the allocated amount from all activities for the administrative support of the department. • Increased Expenditures for Large Source Permit Compliance ($192,472): The adopted budget includes an increase in the amount of $192,472. This increase is largely due to the additional personnel expenses in the Large Source Compliance Activity. • Increased Expenditures for Small Source Permit Compliance ($577,415): The adopted budget includes an increase in the amount of $577,415. This increase is largely due to the additional personnel expenses in the Large Source Compliance Activity. • General Technical Adjustments ($75,984): The adopted budget includes an increase of $75,984 for general technical adjustments including higher personnel costs. Results Initiative Requests • Additional Media and Communications Outreach Staff for the Office of the Director Activity ($65,281): The adopted budget provides additional funding in the amount of $65,281 to support an increase of 1 FTE in the Air Quality administrative staff complement to address the increasing communications outreach program. Expected Result: An increased awareness and education of the public, industry and other jurisdictions regarding Air Quality programs. • Additional Training Staff for the Air Quality Monitoring Activity ($65,281): The adopted budget provides additional funding in the amount of $65,281 to support an increase of 1 FTE in the Air Quality training staff to address the increasing staff growth and required training. Expected Result: Increased awareness and education of the public, industry and other jurisdictions regarding Air Quality programs as well as the development of internal training documentation. 365 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Air Quality, Appointed New and Replacement Air Monitoring Equipment to Meet Demand for the Air Quality Monitoring Activity ($168,000): The adopted budget provides additional funding in the amount of $168,000 to support the purchase of additional equipment that will assist the department in meeting their demand of air quality monitoring. Expected Result: Additional capacity to readily obtain the capture and analysis of pollutants. Air Quality Monitoring Capital Equipment Ozone Transfer Analyzer Multi-Gas Calib CO Analyzer Data Logger PM10 - PM 2.5 Conti Replacement Computers Monitor Portable PM Monitors Video Monitoring System • Quantity 2 2 2 2 2 2 2 1 Unit Cost $ 7,500 $ 12,000 $ 8,000 $ 8,000 $ $ $ $ 4,000 25,000 9,500 20,000 Extended Cost $ 15,000 $ 24,000 $ 16,000 $ 16,000 $ 8,000 $ 50,000 $ 19,000 $ 20,000 $ 168,000 Two (2) Replacement Vehicles for the Dust Control Earth Moving Activity ($38,300): The adopted budget provides additional funding in the amount of $38,300 for the replacement of two (2) vehicles. Expected Result: County employees will be able to use County vehicles to complete their job requirements. 366 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ - $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Dust Control Vacant Lot - $ Subtotal $ 544,023 544,023 $ $ - FY 2005-06 REVISED RESTATED BUDGET: $ 544,023 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Annualization of Mid-Year Adjustments $ 3,070 $ (6,796) (3,726) $ - Subtotal $ FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: General Technical Adjustments FY 2006-07 ADOPTED BASE: 367 $ 540,297 $ - $ Subtotal $ 6,602 6,602 $ $ - $ 546,899 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed Air Quality Grant Fund (503) Appropriated Budget EXPENDITURES REVENUE $ 3,639,375 $ 3,635,225 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: EPA PM 2.5 Grant One Time Additions to Fleet $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: One Time Expenses Subtotal $ 47,600 97,300 144,900 $ 47,600 97,300 144,900 $ 3,784,275 $ 3,780,125 $ Subtotal $ $ (144,900) $ (144,900) $ (144,900) (144,900) FY 2006-07 BUDGET TARGET: $ 3,639,375 $ 3,635,225 Submission Under Target $ 144,900 $ 149,050 Increased Revenue for the Trip Reduction Activity $ Increased Expenditures for the Trip Reduction Activity Increased Expenditures for the Volunteer Vehicle Repair and Retrofit Activity Reduction in the Administrative Services Program General Technical Adjustments Subtotal $ 374,360 $ 364,738 - 125,292 (127,116) (7,798) 364,738 $ 364,738 BASE ADJUSTMENTS: FY 2006-07 ADOPTED BUDGET: $ 368 4,149,013 $ 4,149,013 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed Air Quality Fee Fund (504) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 7,163,459 $ 7,201,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance Equipment Purchases $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) One Time Expenses FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance Subtotal $ 116,709 552,144 668,853 $ - $ 7,832,312 $ 7,201,000 30,393 $ (1,099,644) 38,549 109,240 155,876 (765,586) $ - $ Subtotal $ $ FY 2006-07 BUDGET TARGET: $ 7,066,726 $ 7,201,000 Submission Over Target $ 1,415,716 $ - $ $ Subtotal $ 192,472 577,415 75,984 845,871 $ 681,064 1,495,979 523,157 1,896,281 4,596,481 $ 9,328,313 $ 11,797,481 65,281 65,281 $ - BASE ADJUSTMENTS: Increased Revenue for Large Source Permit Compliance Increased Revenue for Small Source Permit Compliance Increased Revenue for Dust Control Earthmoving Compliance Increased Revenue to the Administrative Services Program Increased Expenditures for Large Source Permit Compliance Increased Expenditures for Small Source Permit Compliance General Technical Adjustments FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Additional Media and Communications Outreach Staff for the Office of the Director Activity $ Additional Training Staff for the Air Quality Monitoring Activity New and Replacement Air Monitoring Equipment to Meet Demand for the Air Quality Monitoring Activity Two (2) Replacement Vehicles for the Dust Control Earth Moving Activity Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 369 168,000 38,300 336,862 $ - 9,665,175 $ 11,797,481 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed Mandates 850 AIR QUALITY MANDATED EXPENDITURES 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels very year-to-year based on several factors including the increase in State funding, the increase in fines from increased compliance monitoring in the Dust Control Activity, and Earthmoving Compliance Activity. See the Base Adjustments section above for additional detail. Program Activity AIR QUALITY PROGRAM COUNTYWIDE AQ MONITORING DUST CNTRL EARTHMOVING COMPL DUST CNTRL VACANT LOT COMPL EARTHMOVING PERMIT ENFORCEMENT LARGE SOURCE PERMIT COMPLIANCE LARGE SOURCE PERMIT ENFRCMENT LARGE SOURCE PRMT ENG REVIEW PLANNING AND ANALYSIS SMALL BUSINESS ASST ACTIVITY SMALL SOURCE COMPLAINT MNGT Purpose Mandate 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 that they can effectively contribute to the attainment of the national ambient air quality standards. A.R.S. §49-401; The purpose of Air Quality Monitoring and Compliance is to provide oversight of all stationary and A.R.S. §49-402; activity based air pollution sources to Maricopa County stakeholders so that they can be confident A.R.S. §49-473; they live in a healthful environment. A.R.S. §49-180 The purpose of Air Quality Monitoring and Compliance is to provide oversite of all stationary and activity based air pollution sources to Maricopa County stakeholders so that they can be confident they live in a healthful environment. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Air Quality Planning and Permitting Activity is to provide rule writing and reviewing applications for stationary and activity based air pollution to permitted stationary air pollution sources so that they operate in compliance with all applicable regulations. The purpose of the Small Business Assistance Activity is to provide air quality technical assistance to businesses so that they can operate within the federal, state and local air quality standards. The purpose of the Small Business Assistance Activity is to provide air quality technical assistance to businesses so that they can operate within the federal, state and local air quality standards. 370 NONE NONE NONE NONE NONE NONE NONE A.R.S. §49-507 NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Air Quality, Appointed Mandates (Continued) Program Activity SMALL SOURCE PERMIT COMPLIANCE SMALL SOURCE PERMIT ENFRCMENT SMALL SOURCE PRMT ENG REVIEW TRIP REDUCTION ACTIVITY VOL VEHICLE REPAIR & RETROFIT ENVIRONMENTAL HEALTH SERVICES ENV HEALTH ENFORCEMENT ACT ENV HEALTH PERMIT COMPLIANCE ENV HEALTH PLAN REVIEW VECTOR CONTROL PROGRAM MOSQUITO ADULTICIDING MOSQUITO LARVICIDING RODENT CONTROL VECTOR CONTROL COMPLAINT MGMT VECTOR PUBLIC EDUCATION VECTOR SURVEILLANCE & TESTING STORM WATER COMPLIANCE ACT Purpose The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Trip Reduction Activity is develop trip reduction plans so that the companies with 50 or more employees can help to reduce emissions caused by single occupancy commuter traffic. The purpose of the VVR&R Activity is to provide emissions repair work to County residents who have received an emissions test failure notice so that they can comply with vehicle registration emission standards. The purpose of the Environmental Health Division is to provide Environmental Health Inspections and educational services for the general public and regulated facilities so that compliance is maintained with applicable regulations of the Maricopa County Environmental Health Code. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Environmental Health Permits Activity is to provide Environmental Health Permits and enforcement of the Enviromental Health Code to the regulated businesses within Maricopa County so they can conduct business while maintaining a safe food and water supply. The purpose of the Environmental Health Plan Review Activity is to provide Environmental Health Inspections and educational services to the general public and new facilities under construction (e.g. Public/Semi-Public Bathing Places, Eating & Drinking Establishments, Food Processor, Meat Markets, Pet Shops, Public Accommodations, Retail Food Establishments, Peddlers, and Institutional Facilities), so that compliance is maintained with building design and structural aspects regulated by the Maricopa County Environmental Health Code. The purpose of the Vector Control Program is to provide surveillance and testing, adulticiding, and larviciding of vector species, respond to vector control complaints, educate the public, and study vector borne diseases for the citizens of Maricopa County so that they can reduce the incidence of vector borne diseases The purpose of the Adulticiding Activity is to abate mosquitoes for the citizens of Maricopa County so that vector control personnel can reduce vector borne diseases by reducing the population of adult mosquitoes. The purpose of Larviciding Activity is to treat breeding sites with larvicide for the citizens of Maricopa County so that vector control personnel can reduce vector borne diseases by reducing the population of adult mosquitoes. The purpose of Vector Control Rodent Control Activity is to answer, respond, and forward complaints involving rodent activity for the concerned citizens of Maricopa County. The purpose of Vector Control Complaint Activity is to answer, respond, and forward complaints for surveillance and testing for the concerned citizens of Maricopa County so that they can have their complaints recorded. The purpose of Vector Public Education Activity is to provide education and information about WNV specifically and mosquito control generally, and seek voluntary compliance to take the necessary precautions to prevent the transmission of WNV to Maricopa County citizens so that they are aware the County's and their own role in the reduction of the spread of WNV disease. The purpose of the Vector Control Surveillance and Testing Activity is to provide necessary and accurate data in an efficient manner on vector species to vector control personnel so that they can initiate appropriate control activities to reduce Maricopa County's citizens' exposure to vector borne diseases. The purpose of the StormWater Control Activity is to provide compliance for stormwater runoffl activities for stakeholders in Maricopa County so that they can be safe from hazards caused by non compliance with applicable rules governing stormwater runoff facilities. 371 Mandate NONE NONE NONE A.R.S. §49-581 A.R.S. §49-471.03 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 Federal Clean Water Act Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Animal Care & Control Analysis by Maria Tutelman, Management & Budget Analyst Departmental Information Organizational Chart County Manager Chief Financial Officer Animal Care & Control Rodrigo A. Silva MVZ, MPH, Director Controller Field Services Public Programs Administration Shelter Operations/ Medicine Licensing/Call Center Mission The Mission of the Maricopa County Animal Care and Control Department is to promote and protect the health, safety and welfare of pets and people in Maricopa County. Vision Animal Care & Control envisions the day when residents, their property and neighborhoods will be free from the dangers and nuisances of irresponsible pet ownership and when every pet born will be assured of a good home and care all of its natural life and will not suffer due to abuse, neglect or ignorance. Strategic Goals • Develop and obtain funding for a master plan to build new animal care centers by June 2005. Status: A full service Animal Care and Control Complex will be financed through debt service and secured through additional fee revenue resulting from a new fee structure. Initial construction is proposed for the summer of 2006. • By June 2006, increase the compliance rate for issuance of dog licenses by 2.5% from the FY 2004 level. Status: The compliance rate at the FY 2004 level was 38%. Current compliance rate is 50%; an increase of 12%. A compliance rate of 65% is expected in FY 2006-07. • By 2010, reduce the euthanasia rate of "healthy adoptable" animals to 0%. Status: Current rate is 0%. The euthanasia rate of "healthy adoptable" animals of 2% is expected in FY 200607. 372 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed • By January 2006, develop, implement and maintain policies and procedures for an animal cruelty program in association with other County Departments and Animal Welfare Agencies. Status: Field Enforcement has moved forward with technological advances in order to provide our community with the best level of customer service possible. In addition, resources will be allocated to identify loose dog problem areas, target enforcement to problem areas, analysis of statistical measurements of results, improve responsiveness to cities and towns, reduce dog bites at large, and increase licensing compliance through enforcement. • By June 2006, reduce animal bites by 2% from the FY 2005 level. Status: Based on current information, the reduction in animal bites expected by year-end for FY 2006 is 7%. Department Performance Information The Dog Licensing Activity comprises 51% of the Animal Care & Control FY 2006-07 Revenue Budget and 12% of the Animal Care & Control FY 2006-07 Expenditure Budget. A 23% increase in output, measured by dog licenses to be issued is projected for FY 2006-07. Although projections of dog licenses issued by fiscal year end 2005-06 were 26,484 less than in FY 2004-05, 241,100 more dog licenses are projected to be issued in FY 2006-07 compared to 66,100 in FY 2002-03, a 365% increase. Continuing population growth in Maricopa County, departmental implementation of new technologies to process new and renewed licenses also resulting in improved compliance rates, largely contribute to the increase in dog licenses issued. A new initiative undertaken in FY 2006-07, the Billing Notice Certificate Processing Results Initiative, is expected to result in 100% of licenses to be issued within two weeks of receipt of payment. A new fee structure was implemented in January 2006, which will realign departmental operations and will also be reflected in a revised Managing for Results Plan. Efficiency or cost per output will increase slightly due to increased staffing. Dog Licenses Issued 350,000 Number of Licenses 300,000 250,000 200,000 150,000 100,000 50,000 0 FY03 FY04 FY05 Fiscal Year 373 FY 06 Proj. FY 07 Proj. Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed The Animal Control Enforcement Activity comprises 28% of the Animal Care & Control FY 2006-07 Revenue Budget and 26% of the Animal Care & Control FY 2006-07 Expenditure Budget. Demand is measured by cases generated from calls for service; each call for service generates a new case. The number of cases responded to measures output. A slight increase in demand may be expected for FY 2006-07 with no significant impact to efficiency or cost per output. The result measure or percentage of cases responded to is maintained at 88%. Animal Control Calls for Service 63,000 62,000 Number of Calls 61,000 60,000 59,000 58,000 57,000 56,000 FY 02-03 FY 03-04 FY 04-05 FY 05-06 (Proj.) FY 06-07 (Proj.) Fiscal Year The Impoundment Activity comprises 1.4% of the Animal Care & Control FY 2006-07 Revenue Budget and 15% of the Animal Care & Control FY 2006-07 Expenditure Budget. Revenue was reallocated from the Impoundment Activity to Dog Adoption Activity based on the new fee structure. Demand is measured by the number of dogs and cats in Maricopa County and output by the number impounded. Cat impoundments have been decreasing with no significant changes in dog impoundments. Efficiency or cost per output decreased. About 3% of the estimated cat and dog population in Maricopa County results in an impoundment. Animal Care and Control Impoundments 57,000 56,500 Number of Animals 56,000 55,500 55,000 54,500 54,000 53,500 53,000 52,500 FY 02-03 FY 03-04 FY 04-05 Fiscal Year 374 FY 05-06 (Proj.) FY 06-07 (Proj.) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed The Animal Care & Control Cat and Dog Adoption Activities together comprise 16% of the Animal Care & Control FY 2006-07 Revenue Budget and 17% of the Animal Care & Control FY 2006-07 Expenditure Budget. Demand is measured as number of adoptable animals and output as number of animals adopted. The number of adoptable animals decreased with efficiency or cost per output also decreasing. The more animals are adopted, the greater the result or percentage of demand met. In FY 2006-07, between 60 – 70% of adoptable animals will be adopted. However, euthanasia rates including unadoptable animals are expected to increase. Percentage of Animals Euthanazied from Total Intakes Animal Care and Control Euthanasia Rates (includes unadoptable animals) 75% 70% 65% 60% 55% 50% 45% FY 02-03 FY 03-04 FY 04-05 Fiscal Year Cats 375 Dogs FY 05-06 (Proj.) FY 06-07 (Proj.) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 79AC - ANIMAL CONTROL PROGRAM ACEF - ANML CTRL ENFORCEMENT ACTIVITY KPMT - KENNEL PERMIT ACTIVITY 79AP - PET ADOPTION PROGRAM CATA - CAT ADOPTION ACTIVITY DOGA - DOG ADOPTION ACTIVITY 79PL - PET LICENSING PROGRAM CATL - CAT LICENSING ACTIVITY DOGL - DOG LICENSING ACTIVITY 79SH - ANIMAL SHELTERING PROGRAM IMPD - IMPOUNDMENT ACTIVITY QUAR - QUARANTINE ACTIVITY 79SN - ANIMAL WELFARE SAFETY NET PRG ACVL - ANIMAL CARE VOLUNTEER ACTIVITY LCSN - LOW-COST SPAY/NEUTER ACTIVITY 86BD - BIO DEFENSE PREPAREDNESS BIOD - BIO-DEFENSE INTELLIGENCE 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 79AC - ANIMAL CONTROL PROGRAM ACEF - ANML CTRL ENFORCEMENT ACTIVITY ACIA - ANIMAL CRUELTY INVESTIGATION 79AP - PET ADOPTION PROGRAM CATA - CAT ADOPTION ACTIVITY DOGA - DOG ADOPTION ACTIVITY 79PL - PET LICENSING PROGRAM CATL - CAT LICENSING ACTIVITY DOGL - DOG LICENSING ACTIVITY 79SH - ANIMAL SHELTERING PROGRAM FOST - FOSTERING ACTIVITY IMPD - IMPOUNDMENT ACTIVITY QUAR - QUARANTINE ACTIVITY 79SN - ANIMAL WELFARE SAFETY NET PRG ACBE - ANL CARE & BEHVR EDUC ACTIVITY ACPS - ANIMAL CARE PRODUCT SALES ACT ACVL - ANIMAL CARE VOLUNTEER ACTIVITY LCSN - LOW-COST SPAY/NEUTER ACTIVITY OFLX - OPERATION FELIX ACTIVITY 86BD - BIO DEFENSE PREPAREDNESS BIOD - BIO-DEFENSE INTELLIGENCE 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,757,885 2,752,622 5,263 765,906 81,073 684,833 3,564,735 8,669 3,556,066 1,104,133 1,066,692 37,441 308,095 308,095 57,751 57,751 104,133 8,662,637 1,971,039 1,961,385 9,653 1,154,524 245,302 909,222 742,653 13,373 729,280 1,519,554 (21,961) 1,487,442 54,073 221,755 29,511 35 2,599 189,610 8,948 8,948 2,082,090 47,741 606,841 8,355,145 FY 2005-06 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,871,232 2,871,232 475,716 142,715 333,001 3,700,000 3,627,850 72,150 1,262,000 1,262,000 356,726 10,000 346,726 8,665,674 2,814,574 2,814,574 1,850,899 562,581 1,288,318 831,714 16,275 815,439 2,087,814 14,689 1,943,804 129,321 183,561 14,767 33,280 119,118 16,396 670,328 48,426 552,190 9,039,506 376 FY 2005-06 REVISED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,871,232 2,871,232 1,760,716 502,715 1,258,001 3,700,000 72,150 3,627,850 121,256 121,256 301,912 10,000 291,912 8,755,116 2,822,407 2,822,407 1,791,965 491,402 1,300,563 831,933 16,938 814,995 1,955,277 14,689 1,834,634 105,954 345,887 3,693 10,003 332,191 786,462 47,525 552,190 9,133,646 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,887,412 2,883,932 3,480 1,284,918 347,700 937,218 3,866,291 7,000 3,859,291 479,842 462,190 17,652 424,099 4,998 419,101 8,942,561 2,547,952 2,542,549 5,403 1,736,263 521,975 1,214,288 757,991 4,834 753,158 1,963,119 35,397 1,816,976 110,747 235,813 28,347 7,381 16,640 175,251 8,194 672,011 56,513 552,190 8,521,853 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,994,586 2,994,586 1,734,972 795,965 939,007 5,457,826 5,457,826 150,100 147,000 3,100 301,912 10,000 291,912 10,639,396 2,788,012 2,788,012 1,802,258 564,703 1,237,555 1,300,675 1,300,675 1,706,126 14,689 1,579,033 112,404 342,578 10,000 332,578 868,704 47,913 2,006,309 10,862,575 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 123,354 123,354 (25,744) 293,250 (318,994) 1,757,826 (72,150) 1,829,976 28,844 25,744 3,100 1,884,280 34,395 34,395 (10,293) (73,301) 63,008 (468,742) 16,938 (485,680) 249,151 255,601 (6,450) 3,309 3,693 3 (387) (82,242) (388) (1,454,119) (1,728,929) 4.3% 4.3% -1.5% 58.3% -25.4% 47.5% -100.0% 50.4% 23.8% 21.2% 0.0% 0.0% 0.0% 21.5% 1.2% 1.2% -0.6% -14.9% 4.8% -56.3% 100.0% -59.6% 12.7% 0.0% 13.9% -6.1% 1.0% 100.0% 0.0% -0.1% -10.5% -0.8% -263.3% -18.9% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE LICENSES & PERMITS INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ 3,654,559 2,814,868 1,855,851 6,724 330,635 8,662,637 $ $ 5,309,614 830,182 1,193,366 606,841 415,141 8,355,145 $ FY 2005-06 ADOPTED $ 3,700,000 2,926,155 1,675,716 7,077 356,726 8,665,674 $ $ 6,137,083 888,657 940,944 552,190 520,632 9,039,506 $ FY 2005-06 REVISED $ 3,700,000 2,926,155 1,675,716 7,077 446,168 8,755,116 $ $ 6,342,265 823,308 971,187 552,190 444,696 9,133,646 $ FY 2005-06 PROJECTED $ 3,865,425 2,930,343 1,703,864 5,598 437,330 8,942,561 $ $ 5,881,567 898,808 923,220 552,190 266,068 8,521,853 $ FY 2006-07 ADOPTED $ 5,457,826 3,049,509 1,678,816 7,077 446,168 10,639,396 $ $ 6,717,728 714,288 1,126,542 1,959,135 344,882 10,862,575 $ ADOPTED TO REVISED VARIANCE % $ 1,757,826 123,354 3,100 1,884,280 $ $ (375,463) 109,020 (155,355) (1,406,945) 99,814 (1,728,929) $ 47.5% 4.2% 0.2% 0.0% 0.0% 21.5% -5.9% 13.2% -16.0% -254.8% 22.4% -18.9% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 572 ANIMAL CONTROL LICENSE/SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION ALL FUNDS EXPENDITURES 100 GENERAL 572 ANIMAL CONTROL LICENSE/SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 5,541,816 369,113 2,751,708 8,662,637 $ 385,122 5,152,769 247,100 2,570,154 8,355,145 $ $ $ FY 2005-06 REVISED 5,437,716 356,726 2,871,232 8,665,674 $ 375,193 5,436,355 356,726 2,871,232 9,039,506 $ $ $ FY 2005-06 PROJECTED 5,437,716 446,168 2,871,232 8,755,116 $ 379,891 5,436,355 446,168 2,871,232 9,133,646 $ $ $ FY 2006-07 ADOPTED 5,631,051 424,099 2,887,412 8,942,561 $ 380,151 5,210,553 322,094 2,609,055 8,521,853 $ $ $ ADOPTED TO REVISED VARIANCE % 7,198,642 446,168 2,994,586 10,639,396 $ 375,982 7,045,839 446,168 2,994,586 10,862,575 $ $ $ 1,760,926 123,354 1,884,280 32.4% 0.0% 4.3% 21.5% 3,909 (1,609,484) (123,354) (1,728,929) 1.0% -29.6% 0.0% -4.3% -18.9% Personnel by Fund 572 ANIMAL CONTROL LICENSE/SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION TOTAL FUNDS FY 2005-06 ADOPTED 96.00 2.00 51.00 149.00 FY 2005-06 REVISED 95.00 3.00 51.00 149.00 377 FY 2006-07 ADOPTED 104.00 3.00 51.00 158.00 ADOPTED TO REVISED VARIANCE % 9.00 9% 0% 0% 9.00 6% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Base Adjustments • Animal Control Enforcement Activity - Personnel Savings (-$35,000)/ Increased Allocation from the Field Operations Fund Personnel Savings (-$18,968): The Adopted Budget increases Personnel Savings for the Animal Control Enforcement Activity by $(35,000) in the Animal Control Field Operations Fund based on recent trends, resulting in a corresponding reduction of $(18,968) in the General Fund. • Debt Service Payment for New Facility ($1,246,152; $78,226): The Adopted Budget increases the Expenditure Budget by a total of $1,324,378 ($1,246,152 in the Animal Control License/Shelter Fund and $78,226 in the Animal Control Field Operations Fund) for the General Government Activity to fund the estimated annual debt service payment for construction of the new facility in Durango. An annual review of Animal Care and Control Department’s fee schedule is also recommended to maintain full cost recovery and meet service demands. • Correction of Staffing in the Dog and Cat Adoption, Impoundment, and Quarantine Activities (-$68,004): Correcting staffing to current FY 2005-06 levels, the Adopted Budget reduces the Expenditure Budgets for the following activities by the amounts shown: Base Adjustment Activity Position Title Amount Cat Adoption Dog Adoption Impoundment Quarantine Animal Care/Control Officer Public Services Representative Public Services Representative Public Services Representative Total ($9,774) (22,808) (33,651) (1,771) ($68,004) • Cat Licensing Activity - Revenue Adjustment, Minimal Licensing Expected (-$72,150): Based upon the history of cat licenses issued, the Adopted Budget reduces the Revenue Budget by $72,150 for the Cat Licensing Activity. Resources are being redirected to the Dog Licensing Activity. • Dog Licensing Activity - New Fee Schedule ($956,376): The Adopted Budget increases the Revenue Budget by $956,376 for the Dog Licensing Activity, based upon the new fee schedule effective January 2006. Annual review of Animal Care and Control Department’s fee schedule is recommended in order to maintain full cost recovery and meet service demands. • Quarantine Activity - Board Fee ($3,100): The Adopted Budget increases the Revenue Budget by $3,100 for the Quarantine Activity based on recent trends. • Animal Control Enforcement Activity - FY 2006-07 Inter-governmental Agreements ($43,226): Based on FY 2006-07 IGAs with incorporated cities and towns, the Adopted Budget increases the Revenue Budget by $43,226 for the Animal Control Enforcement Activity. 378 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Results Initiatives Dog Licensing Activity - Billing Notice Certificate Processing, Animal Care & Control License Shelter Fund ($429,975 FY 2006-07)) ($413,979 annualized): Adding 7.0 Admin/Office Support positions, 1.0 Admin/Office Support Supervisor position, and 1.0 Information Technology position will address an increasing backlog created by having insufficient staffing to verify whether a dog vaccinated for rabies was issued a dog license. The Adopted Budget increases the Expenditure Budget by $429,975 and the Revenue Budget by $873,600 in the Animal Control License/Shelter Fund. Expected Result: Once unlicensed dog owners are notified to submit a dog license application along with payment, an 80% rate of compliance is estimated, resulting in 67,200 new dog licenses. Increased dog licensing compliance will allow the department to better track stray dogs, thereby maintaining public health and safety. Reconciliation General Fund (100) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 375,193 $ - MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance $ 4,698 $ - FY 2005-06 REVISED RESTATED BUDGET: $ 379,891 $ - (1,170) $ 4,284 3,193 8,752 15,059 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Increased Allocation from the Field Operations Fund Personnel Savings $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 379 394,950 $ - (18,968) $ (18,968) $ - 375,982 - $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Animal Care & Control License/Shelter (572) Appropriated Budget Reconciliation EXPENDITURES REVENUE FY 2005-06 ADOPTED BUDGET: $ 5,436,355 $ 5,437,716 FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: $ 5,436,355 $ 5,437,716 (13,775) $ 50,130 (140,507) 1,545 103,968 1,361 $ - Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Debt Service Payment for New Facility Cat Licensing Activity - Revenue Adjustment, Minimal Licensing Expected Dog Licensing Activity - New Fee Schedule Quarantine Activity - Board Fee Correction of Staffing in the Dog and Cat Adoption, Impoundment, and Quarantine Activities Subtotal RESULTS INITIATIVES: Dog Licensing Activity - Billing Notice Certificate Processing Subtotal FY 2006-07 ADOPTED BUDGET: $ 5,437,716 $ $ 1,246,152 - $ $ (68,004) 1,178,148 $ 5,437,716 (72,150) 956,376 3,100 887,326 $ $ 429,975 429,975 $ $ 873,600 873,600 $ 7,045,839 $ 7,198,642 Animal Care & Control License/Shelter (572) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 402,747 $ $ 5,541,816 5,152,769 389,047 $ $ $ 791,794 $ FY 2005-06 ADOPTED 313,831 $ 5,437,716 $ 5,436,355 1,361 $ 315,192 380 $ FY 2005-06 REVISED 313,831 FY 2005-06 PROJECTED $ 691,757 5,437,716 $ 5,436,355 1,361 $ 315,192 $ $ $ FY 2006-07 ADOPTED 1,112,255 5,631,051 5,210,553 420,498 $ - 1,112,255 $ 1,112,255 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Animal Care & Control Grants (573) Appropriated Budget Reconciliation EXPENDITURES $ 356,726 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: PETsMART Charities Friends of Animal Care & Control Donation REVENUE 356,726 $ 70,000 19,442 $ $ 70,000 19,442 Subtotal $ 89,442 $ 89,442 FY 2006-07 BUDGET TARGET: $ 446,168 $ 446,168 FY 2006-07 ADOPTED BUDGET: $ 446,168 $ 446,168 Animal Care & Control Grants (573) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL (1,232) $ $ 369,113 247,100 122,013 $ $ $ 120,781 $ FY 2005-06 ADOPTED (1,548) $ 356,726 356,726 - FY 2005-06 FY 2005-06 REVISED PROJECTED (1,548) $ 120,780 $ 446,168 446,168 - $ (1,548) $ 381 $ $ 424,099 322,094 102,005 (1,548) $ 222,785 $ $ FY 2006-07 RECOMM. 222,785 $ $ FY 2006-07 ADOPTED 222,785 $ 446,168 446,168 - $ 446,168 446,168 - $ 222,785 $ 222,785 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Animal Care & Control Field Operation (574) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 2,871,232 $ 2,871,232 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Animal Control Enforcement Activity - FY 2006-07 Inter Governmental Agreements $ Animal Control Enforcement Activity - Personnel Savings Debt Service Payment for New Facility Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 2,871,232 $ 2,871,232 (6,225) $ 22,796 16,988 46,569 80,128 $ 80,128 80,128 2,951,360 $ 2,951,360 - $ (35,000) 78,226 43,226 $ 43,226 43,226 2,994,586 $ 2,994,586 Animal Care & Control Field Operation (574) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 301,750 $ $ $ 2,751,708 2,570,154 181,554 $ 483,304 FY 2005-06 ADOPTED 351,247 $ FY 2005-06 REVISED 351,247 $ $ 2,871,232 2,871,232 - $ 2,871,232 2,871,232 - $ 351,247 $ 351,247 382 FY 2005-06 PROJECTED $ 413,307 FY 2006-07 ADOPTED 761,663 $ $ $ $ 2,887,412 2,609,055 278,356 $ 2,994,586 2,994,586 - $ 691,663 $ 761,663 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Mandates 790 ANIMAL CARE AND CONTROL MANDATED EXPENDITURES 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the cost of construction for the new Durango facility, and the increase in revenue based on the new fee schedule. See the Base Adjustment section above for further detail. Program Activity ANIMAL CONTROL ANML CTRL ENFORCEMENT ACTIVITY ANIMAL CRUELTY INVESTIGATION KENNEL PERMIT ACTIVITY PET ADOPTION CAT ADOPTION ACTIVITY DOG ADOPTION ACTIVITY PET LICENSING Purpose Mandate The purpose of the Animal Control Program is to provide animal control services to fulfill contractual activities to unincorporated areas, cities and towns within Maricopa County and to assist other agencies so that the citizens can be free of animal related health and safety dangers as well as the dangers associated with irresponsible pet ownership. The purpose of the Project Pet Food Activity is to distribute pet food to low-income residents of A.R.S. §11-1007 Maricopa County so that owners may continue to care for their pets and not be subjected to surrendering them. The purpose of the Animal Cruelty Activity is to initiate investigations on possible animal cruelty A.R.S. §13-2910 as determined by the Animal Control Officer (ACO) on site so that the appropriate charges may be filed in accordance with ARS Title 13. The purpose of the Kennel Permit Activity is to process kennel permit applications, inspect A.R.S. §11-1009 premises to ensure that they are in compliance with health and safety laws and ordinances and issue permits so that citizens can be free of animal related health and safety dangers. The puropse of the Pet Adoption Program is to provide adoptable animals to the people of Maricopa County so that there will be a reduction in euthanasia of sheltered animals and the creation of life-long human/animal bonds. The purpose of the Cat Adoption Activity is to provide healthy, well-socialized cats to adopting A.R.S. §11-1013-1021-1022 individuals and families of Maricopa County so that the animals will not be euthanized and the adopters can experience long-term ownership. The purpose of the Dog Adoption Activity is to provide healthy, well-socialized dogs to adopting A.R.S. §11-1013-1021-1022 individuals and families of Maricopa County so that the animals will not be euthanized and the adopters can experience long-term ownership. The purpose of the Pet Licensing Program is to provide licensing services to the people of Maricopa County so that the spread of rabies can be controlled and citizens can recover lost pets. CAT LICENSING ACTIVITY The purpose of the Cat Licensing Activity is to provide licensing to the people of Maricopa County NONE so that the spread of rabies can be controlled and that citizens can recover lost pets. DOG LICENSING ACTIVITY The purpose of the Dog Licensing Activity is to provide dog licensing to the people of Maricopa County so that the spread of rabies can be controlled and that citizens can recover lost pets. 383 A.R.S. §11-1008,11-1010 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Animal Care & Control, Appointed Mandates (Continued) Program Activity ANIMAL SHELTERING PROGRAM Purpose The purpose of the Animal Sheltering Program is to provide shelter and care to animals that are brought into Animal Care & Control shelter facilities so that they can be held for final disposition. FOSTERING ACTIVITY The purpose of the Fostering Activity is to extend the care of animals through foster homes so A.R.S. §11-1021 that they can gain the strength and immunity necessary for maintaining their health to be put up for adoption. The purpose of the Impoundment Activity is to receive animals from MCACC Field Services, other A.R.S. §11-1001,11-1013 animal control agencies and the public so that these animals can be sheltered and cared for. IMPOUNDMENT ACTIVITY QUARANTINE ACTIVITY The purpose of the Quarantine Activity is to monitor the health of animals so that determinations may be made as to whether the animals are asymptomatic for rabies or not. ANIMAL WELFARE SAFETY NET The purpose of the Animal Welfare Safety Net Program is to provide low-cost medical, behavioral, and animal care services to the people of Maricopa County so that there may be a decrease in animal overpopulation, an increase in life-long relationships with people and their pets, and an increased knowledge as to the benefits of the human/animal period. The purpose of the Humane Education Activity is to educate citizens about animal care and behavior so that people are knowledgeable and aware of the nuances and the responsibilities of pet ownership, animal behavior and the human/animal bond. The purpose of the Volunteer Activity is to provide citizens an opportunity to volunteer time to assist MCACC with its mandated and non-mandated services so that those who desire to volunteer will be given an opportunity and MCACC will be provided with an alternative staffing source to maintain a stabilized fee structure for the services provided to the citizens of Maricopa County. The purpose of the Low-Cost Spay/Neuter Activity is to provide assistance to low-income residents for the spay/neuter of their pets so that the pet population will not increase and owners will not have to surrender pet offspring to our facilities. The purpose of the Operation FELIX Activity is to trap, neuter and release feral cats back into their colonies and to educate and assist citizens so that the feral cat population can be controlled. ANL CARE & BEHVR EDUC ACTIVITY ANIMAL CARE VOLUNTEER ACTIVITY LOW-COST SPAY/NEUTER ACTIVITY OPERATION FELIX ACTIVITY PROJECT PET FOOD ACTIVITY The purpose of the Project Pet Food Activity is to distribute pet food to low-income residents of Maricopa County so that owners may continue to care for their pets and not be subjected to surrendering them. 384 Mandate A.R.S. §11-1014 NONE NONE NONE NONE NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Call Center, Appointed STAR Call Center Analysis by Monica Staats, Management & Budget Analyst Departmental Information Organizational Chart STAR BOARD Treasurer, Assessor, Recorder, Clerk of the Court STAR Call Center David Sobieski, Director Administration and Network Support STAR Operations Court Operations Mission The mission of the STAR Center is to provide knowledgeable, courteous information to callers of the Treasurer, Assessor, Recorder, Elections and Clerk of the Court offices and the county switchboard so they can conduct their business with the county accurately and conveniently. Vision To increase STAR Center efficiency by expanding the information available on the 24-hour automated system. Strategic Goals • “Voice Recognition Capability” -- In order to provide enhanced customer access, by the end of 2005, the STAR Center in collaboration with the Elections department will develop a plan to obtain and employ voice recognition capability. This technology enhances services by allowing voters to obtain polling place and other information on a 24 hour basis. Status: The department has released a Request For Proposal (RFP) for the procurement of a call center platform. The platform will result in the upgrade of the department’s contract center voice communications capabilities. Proposals are due March 3, 2006. • “Automated Voice Prompt” -- by the end of 2005, transfer to the STAR Center the capability to create and edit automated voice prompt messages which will eliminate the cost and time loss associated with edits made by the telecommunications vendor. Status: The department has released a Request for Proposal (RFP) for the procurement of a call center platform. The platform will result in the upgrade of the department’s contract center voice communications capabilities. Proposals are due March 3, 2006. 385 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Call Center, Appointed Department Performance Information The Customer Service Telephone Activity comprises 92% of STAR Call Center’s FY 2006-07 Budget. The call volume demand and output decrease in FY 2005-06 is primarily due to the type of elections held in FY 2005-06. FY 2005-06 represents the first of the four-year election cycle, and is the quietest in terms of constituent calls for information. In FY 2004-05, in which the Presidential Election was held, Elections made up 28% of the Call Center’s activity. Call activity for FY 2006-07 is expected to increase as a result of the State’s Primary and General Elections to be held in September and November 2006, and the expected impact of Proposition 200, which will require identification at poll sites. Increase of cost per calls in FY 2005-06 is explained by the decrease in demand while expenses remained constant. Due to the volume of calls to be handled in FY 2006-07, the cost per call will decrease as compared to FY 2005-06 and be more in line with cost per call achieved with the Presidential Election in FY 2004-05. 1,600,000 1.80 1.60 1.40 1.20 1.00 0.80 0.60 0.40 0.20 0.00 1,400,000 # of Calls 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output Cost/Call Customer Service Telephone Activity Performance FY 2006-07 ADOPTED Cost Per Call Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL EXPENDITURES 14SC - STAR CENTER TELE - CUSTOMER SERVICE TELEPHONE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ 1,339,395 1,339,395 (2,210) 1,337,185 FY 2005-06 ADOPTED $ $ $ $ 1,428,555 1,428,555 126,830 1,555,385 FY 2005-06 REVISED $ $ $ $ 386 1,486,881 1,486,881 124,573 1,611,454 FY 2005-06 PROJECTED $ $ $ $ 1,441,412 1,441,412 65,264 1,506,676 FY 2006-07 ADOPTED $ $ $ $ 1,552,236 1,552,236 131,203 3,534 1,686,973 ADOPTED TO REVISED VARIANCE % $ $ $ $ (65,355) (65,355) (6,630) (3,534) (75,519) -4.4% -4.4% -5.3% -4.7% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Call Center, Appointed Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ 1,231,397 23,447 53,862 28,479 1,337,185 FY 2005-06 ADOPTED $ $ FY 2005-06 REVISED 1,422,061 13,913 90,893 28,518 1,555,385 $ $ 1,478,908 11,791 92,237 28,518 1,611,454 FY 2005-06 PROJECTED $ $ 1,380,700 9,572 87,910 28,495 1,506,676 FY 2006-07 ADOPTED $ 1,554,474 11,240 92,741 28,518 1,686,973 $ ADOPTED TO REVISED VARIANCE % $ $ (75,566) 551 (504) (75,519) -5.1% 4.7% -0.5% 0.0% -4.7% Total Budget by Fund FY 2004-05 ACTUAL EXPENDITURES 100 GENERAL ALL FUNDS $ $ 1,337,185 1,337,185 FY 2005-06 ADOPTED $ $ FY 2005-06 REVISED 1,555,385 1,555,385 $ $ 1,611,454 1,611,454 FY 2005-06 PROJECTED $ $ 1,506,676 1,506,676 FY 2006-07 ADOPTED $ $ 1,686,973 1,686,973 ADOPTED TO REVISED VARIANCE % $ $ (75,519) (75,519) -4.7% -4.7% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 33.00 33.00 FY 2005-06 REVISED 33.00 33.00 FY 2006-07 ADOPTED 33.00 33.00 ADOPTED TO REVISED VARIANCE % 0% 0% Base Adjustments Expenditures • Increase to Telephone Activity ($65,355): Increased expenditures in Customer Service Telephone activity due to increased temporary assistance in anticipation in the surge of call volume regarding State’s Primary and General Elections and Proposition 200. In addition, the adopted budget includes general technical adjustments to regular personnel salary and benefits. • Increase to Administrative Services Program ($6,630): Market and merit pay for personnel contributed to this increase. • Increase to General Government Program ($3,534): Increase of $3,534 to the Internal Service Fund Charges activity for Unemployment Insurance and Worker’s Compensation based on the schedule rate given to the department for FY 2006-07. 387 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Call Center, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,555,385 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: Adjustment to Revised Budget $ Subtotal $ 35,373 35,373 $ $ - $ 1,590,758 $ - $ $ Subtotal $ 28,281 18,544 1,004 42,666 90,495 $ - $ 1,681,253 $ - (69,799) $ - $ BASE ADJUSTMENTS: Increase to Telephone Activity Increase to Administrative Services Program Increase to General Government Program $ FY 2006-07 ADOPTED BUDGET: 388 - $ Subtotal $ 65,355 6,630 3,534 75,519 $ - $ 1,686,973 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Call Center, Appointed Mandates 140 STAR CALL CENTER MANDATED EXPENDITURES 2,000,000 1,500,000 1,000,000 500,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Program Activity STAR CENTER CUSTOMER SERVICE TELEPHONE Purpose The purpose of the Star Call Center is to provide an immediate information bridge for the residents of Maricopa County so that the caller and the customer service 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. The purpose of the Customer Service Telephone Activity is to provide information for residents of Maricopa County so that they can make accurate, timely and informed decisions with a single telephone call. 389 Mandate NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Board of Supervisors, Appointed Clerk of the Board of Supervisors Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organizational Chart Board of Supervisors Clerk of the Board of Supervisors Fran McCarroll Executive Assistant to Clerk of the Board Clerk of the Board Mission The mission of the Office of the Clerk of the Board is to provide official record keeping and other statutory and policy-related services for the Board of Supervisors, other County Agencies, Special Districts, and the general public, so they can make informed decisions 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 record keeping and procedures for the Maricopa County Board of Supervisors. Strategic Goals • “Managing For Results” -- By June 2006, establish tracking mechanisms which reflect the projects and workload of the department. Update Managing for Results Program, including Goals, Services, Activities and Performance Measures to reflect departmental outputs and results. Publish a quarterly Executive Summary for the Board of Supervisors, County Manager’s Office and the Office of Management and Budget reflecting the accomplishments and issues for the department. Status: The Clerk of the Board has redefined its goals, issues and activity measures to more accurately reflect the work of the department. Tracking mechanisms have been put into place, as adopted in the FY 2006 analysis, for MFR purposes. • “Boards and Commissions” -- By August 2006, develop and implement Boards and Commissions procedures for tracking member’s terms, notification letters, oaths of office, delivery of open meeting laws, packets and related training and reporting pending and/or current vacancies. Status: Staffing requirements have been determined and the position filled. Currently, an evaluation of the current Boards and Commission database is in process. 390 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Board of Supervisors, Appointed • “Training Program” -- By November 2006, implement a training program for county employees on Agenda Central forms, protocols, and processes. This will include recorded document procedures, an overview and in-depth training on the agenda approval process, and adherence to the deadline schedule along with agenda item language requirements. Status: The department is currently identifying the requirements to achieve this goal. • “Technology Enhancements” -- By July 2006, provide the public with agendas and minutes from previous and current meetings on the county’s website that cover the previous 12 months. Include the ability to post addendums and consecutive current special/informal meetings. Provide a cost analysis and timeline to implement the ability for users to view archived minutes and agendas. Status: The department is exploring multiple options to obtain this goal. • “Agenda System” -- By April 2008, update and implement new agenda routing, tracking and compiling process with optional citizen viewing and research functions. By June 2006, compile results from surveys to sample users/departments to determine strengths and weaknesses of current system, needs, and features that would be helpful and make the system more userfriendly. By August 2006, define system requirements based on survey results and departmental goals and determine budget requirements. By January 2007, complete analysis of system options available and potential vendors. By July 2007, begin installation and implementation of system and procedures. By November 2007, begin testing the new system. By March 2008, complete training to user groups. By April 2008, complete training and go live with new system. Status: Department progress has been limited. The department will likely require external expertise with this project. The adopted budget provides funding for a consultant to increase the speed of this project. • “Tax Deeded Land Sale” -- By December 2006, establish procedures with the Treasurer’s Office regarding the sale of tax deeded land. Status: The department has identified requirements to meet this goal, but is dependent on the Treasurer’s Office for accurate data to determine needs. 391 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Board of Supervisors, Appointed Department Performance Information The FY 2006-07 meetings are expected to remain constant to the projected FY 2005-06 meetings. The average cost per meeting is expected to be greater than the cost per meeting in FY 2004-05, so that the Clerk of the Board’s Office will meet its demand and statutory requirements. 300 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 # of Meetings 250 200 150 100 50 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output Cost/Meeting Meeting Management Activity Performance FY 2006-07 ADOPTED Cost Per Meeting Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL EXPENDITURES 06ES - EXECUTIVE SERVICES ELAP - ELECTION & APPOINT SERVICES INDV - INDIVIDUALIZED SPECIAL SERVICE MTNG - BOS MEETING MANAGEMENT 06IR - INFORMATION RESOURCES INFO - INFORMATION SERVICES PLCY - POLICIES & STATUTORY RECORDS RCRD - RECORDS MANAGEMENT 06SS - STATUTORY SERVICES LICP - LICENSES & PERMITS STAT - STATUTORY PROCEDURES 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS $ 152,904 20,473 342 132,088 117,541 46,508 47,286 23,747 14,177 14,177 168,836 453,457 $ $ $ $ FY 2005-06 ADOPTED $ 198,176 24,137 174,039 152,163 74,819 38,724 38,620 22,038 538 21,500 164,516 536,893 $ $ $ $ FY 2005-06 REVISED $ $ $ $ $ FY 2005-06 PROJECTED 254,986 54,450 200,536 111,616 43,188 23,366 45,062 15,366 1,777 13,589 210,963 592,931 $ $ $ $ $ 203,566 19,210 51 184,306 131,446 56,524 29,298 45,624 40,842 40,842 170,793 546,647 FY 2006-07 ADOPTED $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 262,909 56,419 206,490 64,747 14 10,534 54,199 25,350 4,088 21,262 270,404 623,410 $ $ $ $ $ (7,923) (1,969) (5,954) 46,869 43,174 12,832 (9,137) (9,984) (2,311) (7,673) (59,441) (30,479) -3.1% -3.6% -3.0% 42.0% 100.0% 54.9% -20.3% -65.0% -130.1% -56.5% -28.2% -5.1% Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ 391,747 19,333 40,104 2,273 453,457 FY 2005-06 ADOPTED $ $ 445,726 10,000 78,342 2,825 536,893 FY 2005-06 REVISED $ $ 506,080 22,648 61,393 2,810 592,931 392 FY 2005-06 PROJECTED $ $ 459,419 22,647 61,847 2,734 546,647 FY 2006-07 ADOPTED $ $ 544,311 10,398 66,581 2,120 623,410 ADOPTED TO REVISED VARIANCE % $ $ (38,231) 12,250 (5,188) 690 (30,479) -7.6% 54.1% -8.5% 24.6% -5.1% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Board of Supervisors, Appointed Total Budget by Fund FY 2004-05 ACTUAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % EXPENDITURES 100 GENERAL $ 453,457 $ 536,893 $ 592,931 $ 546,647 $ 623,410 $ (30,479) -5.1% Personnel by Fund 100 GENERAL FY 2005-06 ADOPTED 7.35 FY 2005-06 REVISED 8.35 FY 2006-07 ADOPTED 9.00 ADOPTED TO REVISED VARIANCE % 0.65 7.8% Increase for Statutory Requirements activity of (.65) FTE. Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 536,893 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance Increase FTE $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance Subtotal $ 8,116 43,363 51,479 $ - $ 588,372 $ - $ (10,579) $ 6,311 21,552 2,206 762 14,787 35,039 $ - 623,410 - Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 393 $ - $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Clerk of the Board of Supervisors, Appointed Mandates 060 CLERK OF THE BOARD MANDATED EXPENDITURES 700,000 600,000 500,000 400,000 300,000 200,000 100,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Program Activity EXECUTIVE SERVICES Purpose The purpose of the Executive Services Program is to provide information and specialized assistance to elected and appointed officials and the public so they can make informed decisions, and understand and comply with County processes and protocol. ELECTION & APPOINT SERVICES The purpose of the Election and Appointed Services is to create and provide OML packets to appointees so that they can properly conduct business in the County's name. A.R.S. §11-241 INDIVIDUALIZED SPECIAL SERVICE This purpose of the Special Districts Activity is to provide information and assistance to citizens so that they can legally create and manage Special Districts. A.R.S. §48-3602; A.R.S. §48-3901; A.R.S. §48-4202; A.R.S. §48-5703 BOS MEETING MANAGEMENT The purpose of the Meeting Management Activity is to provide posting notices, agendas, A.R.S. §11-241; A.R.S. §11-217; minutes, facilitation and the processing statutory items to the Board of Supervisors and A.R.S. §11-214 the public so that they can be well informed. The purpose of the Information Resources Program is to provide research, compilation, and management of official records for County staff and the public so they can store and access information. The purpose of the Records Management Activity is to provide record keeping services to A.R.S. §11-221; A.R.S. §39-101 the Board and the public have a complete and accurate record of actions. INFORMATION RESOURCES RECORDS MANAGEMENT STATUTORY SERVICES LICENSES & PERMITS Mandate The purpose of the Statutory Services Program is to provide applications processing and assistance for statutorily mandated procedures to applicants and/or requestors so they can conduct or maintain community related activities as needs arise. The purpose of the Licenses Activity is to provide applications, application information, A.R.S. §4-201 and coordinate the review and recommendation process for applicants so they can operate a licensed activity or function. 394 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Community Development, Appointed Community Development Analysis by Vic Wickersham, Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Community Services Community Development Jim Prante, Director CDBG / Housing Trust Mission The Mission of the Maricopa County Community Development Department is to provide Community Development Block Grant (CDBG) and HOME Program funding to municipalities and other subrecipients not eligible for direct United States Department of Housing and Urban Development (HUD) funding so they can develop viable communities to primarily benefit low and moderate income people. Vision Develop viable communities through the provision of affordable housing, suitable living environments and expansion of strong economic bases, principally for persons of low and moderate income. Strategic Goals Meet the increasing demand for administrative services generated from population growth and any anticipated new HUD grant requirements, with a reduction in funding for such administrative services, by June 30, 2010. Status: The department is contending with the upcoming FY 2007 HUD reduction by reducing the number of administrative staff, supplies, and services. Department Performance Information The Community Development Block Grant (CDBG) Project Activity and the Investment Partnerships Project Activity (HOME) make up 95% of Community Development Department’s FY 2006-07 budget. An analysis of the significant variances is included below. 395 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Community Development, Appointed CDBG Projects Activity Performance 2.50 4,500,000 4,000,000 $ Awarded 3,000,000 1.50 2,500,000 2,000,000 1.00 1,500,000 1,000,000 Cost/Award 2.00 3,500,000 0.50 500,000 0 0.00 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output Cost Per Award The reason for the significant decline in the FY 2006-07 demand and output is due to the reduction in Federal Housing and Urban Development (HUD) funding. The decrease is attributable to a decline in the Congressional appropriations for both the CDBG and HOME programs. Another contributing factor is the cities of Avondale and Surprise have outgrown the need for the Urban County Consortium since their increased population allows them to become their own entitlement communities beginning July 1, 2006. The increase in cost per award is due to administrative costs remaining relatively steady and the expected output decrease due to the reduction of funding. HOME Projects Activity Performance 7,000,000 1.80 6,000,000 1.60 $ Awarded 1.20 4,000,000 1.00 3,000,000 0.80 0.60 2,000,000 Cost/Output 1.40 5,000,000 0.40 1,000,000 0.20 0 0.00 FY 2004-05 ACTUAL FY 2005-06 PROJECTEDFY 2006-07 ADOPTED Demand Output Cost Per Output The actual output for the HOME Projects Activity in FY 2005-06 is less that the expected output for FY 2006-07. This is due to the budget demand being based on the maximum possible liability for payments, to meet contractual obligations. Compared to FY 2005-06, the FY 2006-07 adopted budget cost per output increased .80 per unit of output; actual expenditures are historically less. 396 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Community Development, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 17CD - COMMUNITY DEV. BLOCK GRANT CDBG - CDBG ADMINISTRATION CDBP - CDBG PROJECTS 17HM - HOME HMAD - HOME ADMINISTRATION HMPJ - HOME PROJECTS 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 17CD - COMMUNITY DEV. BLOCK GRANT CDBG - CDBG ADMINISTRATION CDBP - CDBG PROJECTS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 3,979,485 434,711 3,544,775 $ 6,858,901 616,712 6,242,189 $ 6,859,787 630,131 6,229,656 $ 3,445,001 307,369 3,137,632 $ 4,430,912 433,912 3,997,000 $ (2,428,875) (196,219) (2,232,656) -35.4% -31.1% -35.8% $ 4,232,437 201,404 4,031,033 $ 9,138,630 255,657 8,882,973 $ 9,137,744 255,657 8,882,087 $ 4,777,215 181,234 4,595,981 $ 9,113,413 313,413 8,800,000 $ (24,331) 57,756 (82,087) -0.3% 22.6% -0.9% (422,533) $ (4,510,257) $ 3,279,133 $ 15,997,531 $ $ $ 15,997,531 $ $ $ 8,222,216 $ $ $ 13,544,325 $ $ $ (2,453,206) -15.3% 2,430,709 198,053 2,232,656 35.6% 32.8% 35.8% $ $ $ $ 3,646,943 211,283 3,435,659 $ 6,827,925 575,990 6,251,935 $ 6,833,250 603,594 6,229,656 $ 3,422,557 622,960 2,799,597 $ 4,402,541 405,541 3,997,000 $ $ 4,786,037 537,078 4,248,959 $ 9,138,630 255,657 8,882,973 $ 9,137,744 255,657 8,882,087 $ 4,677,670 146,703 4,530,967 $ 9,113,413 313,413 8,800,000 $ 24,331 (57,756) 82,087 0.3% -22.6% 0.9% 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ 81 26,824 8,459,885 $ $ $ 4,439 26,537 15,997,531 $ $ $ 26,537 15,997,531 $ $ $ (13,619) $ 10,675 $ 8,097,283 $ 28,371 13,544,325 $ $ $ (1,834) 2,453,206 -6.9% 15.3% 17HM - HOME HMAD - HOME ADMINISTRATION HMPJ - HOME PROJECTS Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 3,279,133 3,279,133 $ $ 535,189 25,022 7,872,850 26,824 8,459,885 $ $ 15,997,531 15,997,531 684,525 18,000 15,265,314 26,537 3,155 15,997,531 FY 2005-06 REVISED $ $ $ $ 15,997,531 15,997,531 707,686 18,000 15,242,153 26,537 3,155 15,997,531 FY 2005-06 PROJECTED $ $ $ $ 8,221,587 629 8,222,216 553,340 15,291 7,499,410 26,537 2,705 8,097,283 FY 2006-07 ADOPTED $ 13,544,325 13,544,325 $ $ 543,609 17,924 12,957,412 25,380 13,544,325 $ ADOPTED TO REVISED VARIANCE % $ $ $ $ (2,453,206) (2,453,206) -15.3% 164,077 76 2,284,741 1,157 3,155 2,453,206 23.2% 0.4% 15.0% 4.4% 100.0% 15.3% -15.3% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 217 CDBG, HOUSING TRUST ALL FUNDS EXPENDITURES 217 CDBG, HOUSING TRUST ALL FUNDS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 3,279,133 3,279,133 $ $ 15,997,531 15,997,531 $ $ 15,997,531 15,997,531 $ $ 8,222,216 8,222,216 $ $ 13,544,325 13,544,325 $ $ (2,453,206) (2,453,206) -15.3% -15.3% $ $ 8,459,885 8,459,885 $ $ 15,997,531 15,997,531 $ $ 15,997,531 15,997,531 $ $ 8,097,283 8,097,283 $ $ 13,544,325 13,544,325 $ $ 2,453,206 2,453,206 15.3% 15.3% Personnel by Fund 217 CDBG, HOUSING TRUST TOTAL FUNDS FY 2005-06 ADOPTED 10.00 10.00 FY 2005-06 REVISED 10.00 10.00 FY 2006-07 ADOPTED 7.00 7.00 ADOPTED TO REVISED VARIANCE % (3.00) -30.0% (3.00) -30.0% Due to the federal funding reduction, the Department requested a staff reduction of three FTE. This will assure a structurally balanced budget. 397 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Community Development, Appointed Base Adjustments Revenue • • Grant Revenue Adjustment (-$7,001): The adopted budget includes a reduction of revenue in the amount of $7,001. This reduction impacts all activities and aligns Grant revenue to equal budgeted expenditures. HUD Cut-back Adjustment (-$2,446,205): The adopted budget includes a reduction of revenue in the amount of $2,446,205 as a result of the Congressional reduction in federal funding across all activities. Expenditures • • HUD Cut-back Adjustment (-$2,379,288): The adopted budget includes an expenditure reduction in the amount of $2,379,288 as a result of the Congressional reduction in federal funding across all activities. General Technical Adjustments (-$73,918): The adopted budget includes a reduction of $73,918 across all activities as a result of minor technical adjustments. Reconciliation CDBG Housing Trust Fund (217) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUES $ 15,997,531 $ 15,997,531 FY 2005-06 REVISED RESTATED BUDGET: $ 15,997,531 $ 15,997,531 FY 2006-07 BUDGET TARGET: $ 15,997,531 $ 15,997,531 BASE ADJUSTMENTS: Grant Revenue Adjustment HUD Cut-back Adjustment General Technical Adjustments Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 398 $ (2,379,288) (73,918) (2,453,206) $ (7,001) (2,446,205) 13,544,325 13,544,325 $ (2,453,206) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Community Development, Appointed Mandates 170 COMMUNITY DEVELOPMENT MANDATED EXPENDITURES 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 (2,000,000) FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the reduction of revenue and expenditures as a result of the Congressional reduction in federal funding across all Activities. See the Base Adjustment section above for additional detail. Program Activity COMMUNITY DEVELOPMENT BLOCK GRANT CDBG ADMINISTRATION CDBG PROJECTS HOME HOME ADMINISTRATION HOME PROJECTS Purpose Mandate The purpose of the Community Development Block Grant Program is to provide eligible community improvements to CDBG subrecipients so that low and moderate income residents are empowered to develop viable communities. The purpose of CDBG Administration is to provide administrative sevices to CDBG NONE subrecipients so that CDBG administration compliance is achieved. NONE The purpose of CDBG Projects is to provide funding for community improvement to CDBG subrecipients so that community development activities for low and moderate income residents are completed. The purpose of the HOME Program is to provide affordable housing opportunities to qualified HOME recipients, subrecipients, and Community Housing Development Organizations (CHDOs) so that suitable housing for low and moderate income residents is preserved and expanded. The purpose of HOME Administration is to provide administrative services to HOME NONE recipients, subrecipients, and CHDOs so that HOME administration compliance is achieved The purpose of HOME Projects is to provide funding for affordable housing units to HOME recipients, subrecipients, and CHDOs so that housing stock for low and moderate income residents is preserved and expanded 399 NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed Correctional Health Services Analysis by Dexter C. Thomas, Management & Budget Analyst Departmental Information Organizational Chart County Manager Deputy County Manager Correctional Health Services Lindy Funkhouser, Director Medical Infirmary Quality Mgmt Outpatient Operations Mental Health Risk/Legal Nursing Finance & HR Staffing Pharmacy Mission The mission of the Correctional Health Services Department is to provide cost effective healthcare to jail inmates so that their constitutional rights are maintained. Vision By fiscal year 2010, CHS will be a nationally recognized leader in providing constitutionally mandated health care to jail inmates in an efficient and cost effective manner. Strategic Goals • Nursing Shortage: CHS will continue to increase filled nursing positions in increments of 10% each fiscal year, until 2010, so that CHS can reduce the rising costs associated with using outside registry nurses. Status: Preliminary data from FY 2005-06 suggests nursing vacancies are approximately 33% which represents no significant change from the end of FY 2004-05 data. The department is in the process of employing a nurse recruiter dedicated to improving the hiring of nursing staff. • Compensation/Retention: CHS will reduce employee turnover in increments of 10% by the end of each fiscal year, until 2010 to increase efficiency and effectiveness of the department by 30%. Status: The FY 2005-06 Revised Budget includes funding to address County-wide compensation issues to improve retention. The department through exit interview data which will be used to establish a baseline reports 12 voluntary termination in the first half of FY 200506. Since this goal was recently instituted in FY 2005-06 the department will continue to monitor this information to build a baseline in which to compare FY 2006-07 results. 400 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed • Process Improvement: By 2010, CHS will seek to reduce costs and increase operating efficiency while establishing lower health care cost per inmate for the department as compared to other comparable national health care providers. Status: This goal was established midyear in FY 2005-06 and the department is now beginning to measure the progress in each facet of this goal, and anticipates reporting significant results by the end of FY 2006-07. • Accreditation: CHS will maintain a community standard of care in a correctional setting as evidenced by accreditation status granted by a nationally recognized organization by December 2007. Status: The department is progressing in this goal, which is evident by the National Commission on Correctional Health Care (NCCHC) review that was completed in December 2005. The department has obtained a conditional accreditation from NCCHC in February of 2006. In the spring of 2006, measures have begun to secure full accreditation based implementation of recommendations made by the National Commission on Correctional Health Care (NCCHC) to be completed by the end of FY 2006-07. • Technology Improvement: By 2010, Correctional Health Services will develop and implement a cost effective plan to create an effective and efficient management information system to gather and report information about the health of jail inmates and the care they are provided. Status: The department is currently collaborating with Deloitte Consultants LLC, as part of a Countywide effort to establish the needs for an Electronic Medical Record (EMR) system. Department Performance Information Correctional Health Services historically completes 43% of all sick call requests. The increase in demand and output from the two prior fiscal years to FY 2006-07 Adopted is explained by the forecast increase of 1.7% in the Average Daily Population for FY2006-07. 600,000 50 45 40 35 30 25 20 15 10 5 0 500,000 400,000 300,000 200,000 100,000 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output Cost/Sick Call Treatment No. of Sick Call Treatments Sick Call Treatment-Medical Activity Performance FY 2006-07 ADOPTED Cost Per Sick Call Treatment The cost per sick call treatment was $31.55 in FY 2004-05, $46.60 in FY 2005-06 Projected and 41.89 in FY 2006-07 Adopted. The $4.71 decline in cost per sick call treatment from FY 2005-06 Projected to FY 2006-07 Adopted is explained by a decrease to Personal Services and Services as part of a technical adjustment to accurately allocate expenditures within the direct activities of the Department. 401 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed 60,000 190 50,000 185 40,000 180 30,000 175 20,000 170 10,000 165 0 Cost/Assessment No. of Assessment 14-Day Health Assessment Activity Performance 160 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Assessment Correctional Health Services historically completes 40% of all 14 day health assessments. The increase in demand and output from the two prior fiscal years to FY 2006-07 Adopted is explained by the forecast increase of 1.7% in the Average Daily Population in FY 2006-07. The cost per 14 day health assessment was $171.35 in FY 2004-05, $188.62 in FY 2005-06 Projected and $173.90 in FY 2006-07 Adopted. The $14.72 decline in cost per 14 day health assessment from FY 2006-07 Projected to FY 2006-07 Adopted is explained by an increase in staffing efficiency. The increase usage of nurses and their time being allocated to the 14 Day Health Assessment Activity combined with the decrease in physician time being allocated to the activity accounts for the decrease in cost per health assessment. 1,600 700 1,400 600 1,200 500 1,000 400 800 300 600 400 200 200 100 0 Cost/Evaluation No. of Evaluations Rule 11 Evaluations Activity Performance 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Eval The Department historically has used outsourced services to complete rule 11 evaluations for defendants in Maricopa County. In FY 2006-07 rule 11 evaluations will primarily be performed in-house within Correctional Health Services. The budget for this activity in the two prior fiscal years was maintained in the Indigent Representation budget. The funding for rule 11 evaluations was moved from Indigent Representation to Correctional Health Services in the FY 2006-07 Adopted budget. The 402 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed increase in demand and output from the two prior fiscal years to FY 2006-07 Adopted is a result of the department performing the rule 11 evaluation service within Correctional Health Services in FY 200607. The increased output within the Rule 11 Evaluation Activity will improve the overall efficiency to mental health inmates and reduce delays in producing psychiatric reports on an inmate’s mental competency to the courts. The increase in the cost of $247.58 per rule 11 evaluation in FY 2006-07 from FY 2005-06 Projected cost of $396.83 to FY 2006-07 Adopted cost of $644.41 is explained by the increase in personnel. 1 Psychologist and 1 Psychiatrist are included in the FY 2006-07 Adopted to provide psychiatric evaluations to the courts in a timelier manner. Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 26AR - ADULT/REMAND JUV INMATE TRTMT ACIF - ACUTE INFIRMARY ACTIVITY SCTM - SICK CALL TREATMENT-MEDICAL UTMT - UTILIZATION MANAGEMENT ACT 27,418 10,858 16,560 $ $ 3,359 3,359 26IA - INMATE ASSESSMENT $ RSHC - RECEIVING SCREENING HLTH CARE 66,664 66,664 26HC - HEALTH CARE MANAGEMENT HLTD - HEALTH RECORDS 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 26AR - ADULT/REMAND JUV INMATE TRTMT ACIF - ACUTE INFIRMARY ACTIVITY ADUL - ADULT INPATIENT PSYCH UNITS EHCC - EXTERNAL HLTH CARE COST LTCI - LONG TERM CARE INFIRMARY MEDD - MED DISPENSION & DISTRIBUTION SCTM - SICK CALL TREATMENT-MEDICAL UTMT - UTILIZATION MANAGEMENT ACT $ FY 2005-06 ADOPTED $ $ $ FY 2005-06 REVISED 472,611 472,611 $ $ 8,900 8,900 $ (2,213) $ (363) $ 94,865 $ FY 2005-06 PROJECTED 472,611 472,611 $ $ 8,900 8,900 41,284 41,284 $ 522,795 FY 2006-07 ADOPTED 524,728 33,398 50 491,279 $ $ 8,292 8,292 41,284 41,284 $ $ $ $ 522,795 ADOPTED TO REVISED VARIANCE % 699,460 699,460 $ 226,849 226,849 48.0% $ 8,900 8,900 $ - 0.0% 0.0% 41,284 41,284 $ - $ (41,284) (41,284) $ $ $ 1 574,304 $ $ $ 708,360 $ $ $ 185,565 48.0% -100.0% -100.0% 35.5% $ 24,499,367 590,220 848,643 8,307,536 212,436 5,636,788 5,771,566 3,132,179 $ 21,753,177 612,423 1,277,773 4,925,044 688,616 6,155,392 6,693,591 1,400,338 $ 25,397,751 523,433 2,859,105 5,537,046 198,200 7,046,756 8,438,210 795,001 $ 28,465,162 610,556 2,878,712 8,582,765 211,492 7,327,087 8,123,439 731,111 $ 28,246,197 691,720 2,700,488 6,594,277 229,841 7,119,395 9,937,670 972,806 $ (2,848,446) (168,287) 158,617 (1,057,231) (31,641) (72,639) (1,499,460) (177,805) -11.2% -32.2% 5.5% -19.1% -16.0% -1.0% -17.8% -22.4% $ 829,327 61,641 574,562 73,438 119,686 $ 1,644,363 318,241 705,376 526,470 94,276 $ 2,479,758 701,589 964,952 372,783 440,434 $ 2,227,916 600,397 869,702 279,693 478,125 $ 2,717,545 802,900 1,042,454 307,955 564,236 $ (237,788) (101,311) (77,502) 64,828 (123,802) -9.6% -14.4% -8.0% 17.4% -28.1% 26IA - INMATE ASSESSMENT $ HLTT - 14-DAY HEALTH ASSESSMENT HSRQ - HEALTH SERVICES REQUESTS RSHC - RECEIVING SCREENING HLTH CARE 8,014,148 3,877,445 3,575,335 561,368 $ 9,969,512 4,303,521 4,360,658 1,305,333 $ 6,160,271 4,282,306 1,166,026 711,939 $ 5,641,312 4,007,125 822,495 811,691 $ 5,386,837 3,757,216 816,359 813,262 $ 773,434 525,090 349,667 (101,323) 12.6% 12.3% 30.0% -14.2% 80RE - RESTORATION TO COMPENTENCY ASHP - RULE 11 - ASH PAYMENT CURE - RULE 11 CUSTODY RESTORATION EVAL - RULE 11 EVALUATIONS $ 2,967,311 920,830 1,850,491 195,991 $ 3,580,435 1,489,370 1,921,476 169,589 $ 3,625,413 1,399,301 2,066,112 160,000 $ 2,396,905 461,691 1,785,213 150,001 $ 3,714,176 500,000 2,282,352 931,824 $ (88,763) 899,301 (216,240) (771,824) -2.4% 64.3% -10.5% -482.4% 86BD - BIO DEFENSE PREPAREDNESS PLTR - PLANNING AND TRAINING $ 7,491 7,491 $ - $ - $ 2,388 2,388 $ - $ 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ 3,189,124 474,637 39,981,405 $ $ $ $ 5,887,924 379,399 43,214,810 $ $ $ $ 5,469,611 503,776 43,636,580 $ $ $ $ 4,888,440 557,404 11,399 44,190,925 $ $ $ $ 2,973,915 527,005 1,992,001 45,557,676 $ $ $ $ 26HC - HEALTH CARE MANAGEMENT CLET - CLINICAL EDUCATION & TRAINING HLTD - HEALTH RECORDS HRMG - HEALTH RISK MANAGEMENT INFE - INFECTION CONTROL 403 2,495,696 (23,229) (1,992,001) (1,921,096) 45.6% -4.6% -4.4% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ 88,653 3,359 2,853 94,865 18,876,028 4,351,750 16,665,196 88,431 39,981,405 FY 2005-06 ADOPTED $ $ $ $ FY 2005-06 REVISED 513,895 8,900 522,795 $ $ 22,570,099 5,553,399 14,474,410 616,902 43,214,810 $ $ 513,895 8,900 522,795 23,124,175 5,560,586 14,342,117 609,702 43,636,580 FY 2005-06 PROJECTED $ 565,961 8,342 1 574,304 $ $ 20,315,701 4,683,353 18,497,187 694,684 44,190,925 $ FY 2006-07 ADOPTED $ 699,460 8,900 708,360 $ $ 23,621,698 4,688,299 16,377,235 870,444 45,557,676 $ ADOPTED TO REVISED VARIANCE % $ $ $ $ 185,565 185,565 (497,523) 872,287 (2,035,118) (260,742) (1,921,096) 36.1% 0.0% 35.5% -2.2% 15.7% -14.2% -42.8% -4.4% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 255 DETENTION OPERATIONS 292 CORRECTIONAL HEALTH GRANT ALL FUNDS EXPENDITURES 100 GENERAL 255 DETENTION OPERATIONS 292 CORRECTIONAL HEALTH GRANT 455 DETENTION CAPITAL PROJECTS ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 6,213 88,653 94,865 $ 2,967,243 36,848,017 49,546 116,600 39,981,405 $ $ $ FY 2005-06 REVISED 8,900 513,895 522,795 $ 3,580,435 39,120,480 513,895 43,214,810 $ 8,900 513,895 522,795 $ 3,625,413 39,497,272 513,895 43,636,580 $ $ $ FY 2005-06 PROJECTED $ $ FY 2006-07 ADOPTED 41,741 532,564 574,304 $ 2,393,468 41,270,895 526,562 44,190,925 $ $ $ ADOPTED TO REVISED VARIANCE % 8,900 699,460 708,360 $ 3,719,176 41,139,040 699,460 45,557,676 $ $ $ 185,565 185,565 (93,763) (1,641,768) (185,565) (1,921,096) 0.0% 36.1% 35.5% -2.6% -4.2% -36.1% -4.4% Personnel by Fund 100 GENERAL 255 DETENTION OPERATIONS TOTAL FUNDS FY 2005-06 ADOPTED 21.00 327.10 348.10 FY 2005-06 REVISED 22.00 335.20 357.20 FY 2006-07 ADOPTED 24.00 343.95 367.95 ADOPTED TO REVISED VARIANCE % 2.00 9% 8.75 3% 10.75 3% • Medical staff increases to perform court ordered evaluations (General Fund) – 2.0 FTEs, 1 Physician and 1 Psychologist. • Clinical staff increases to right-size FTE allocation within department (Detention Fund) – .75 FTE for a Licensed Practical Nurse (LPN). • Medical provider staff increases to enhance the efficiency and effectiveness of health care services provided to inmates (Detention Fund) - 3.0 Physician FTEs. • FY 2005-06 mid-year staff increases for administrative personnel to gather and report performance information. (Detention Fund) - 5.0 Administrative Specialist (Clinical Finance Representative) FTEs. 404 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed Base Adjustments • Decrease in Payments for Arizona State Hospital Activity (-$771,631): The adopted budget includes a General Fund (100) reduction of ($771,631) in intergovernmental payments for the Arizona State Hospital Payments Activity. This is due to the expected drop off in the number of inmates remanded to the state hospital for mental health treatment by Superior Court. A change in court procedure now has Superior Court ordering inmates to the Restoration to Competency Activity. All inmates ordered to the state hospital by court order will be the responsibility of Superior Court. This change, which was implemented towards the end of the calendar year in 2005, is resulting in fewer inmates at the Arizona State Hospital; thus a decline in intergovernmental payments made by Correctional Health Services to Arizona State Hospital in budgeted expenditures for FY 2005-06 and the Adopted Budget in FY 2006-07 reflect this change. • Transfer from Indigent Representation to Evaluation Activity ($480,966): The adopted budget transfers $480,966 to the Detention Fund (255) Evaluation Activity (EVAL) from the Indigent Representation Department’s budget, for contract services to perform mental health evaluations of court ordered defendants to improve the timeliness of psychiatric evaluations. • Staffing Increase in Evaluation Activity ($300,166): The adopted budget increases the Detention Fund (255) by $300,166 for the Evaluation Activity (EVAL). This will fund 1 Psychiatrist FTE and 1 Forensic Psychologist FTE allowing Correctional Health Services to perform mental health evaluations of court ordered defendants and improve the timeliness of psychiatric evaluations. • Staffing Increase in Financial Service Activity ($186,713): The adopted budget increases Detention Fund (255) for the Financial Service Activity (FSAC) by $186,713. This will fund five Administrative Specialist (Clinic Finance Representative) FTEs, to improve accountability and adherence to Managing for Results and Budgeting for Results guidelines within the County. • Computer Equipment Purchases in Desktop Support Activity ($76,693): The adopted budget increases Detention Fund (255) by $76,693 to cover the increase to Debt Service expenditures. In FY 2005-06, the Desktop Support Activity established loans to purchase computer equipment through the County’s Technology Finance Program (TFP). The adopted budget expenditure is adjusted to cover the required expenditure amount necessary for the debt service payment of this loan in FY 2006-07. • Nurse Market Study ($35,974): The adopted budget increases Detention Fund (255) by $35,974 to cover increase to personnel services resulting from the annualized cost of an approved market adjustment in FY 2005-06 to the market range title of Program Coordinator RN within Correctional Health Services. • Telemedicine Grant Awarded for Utilization Management Activity (185,565): Correctional Health Services was awarded a $245,516 Grant for Telemedicine by the U. S. Department of Health and Human Services, Health Resources and Services Administration, for a period from September 1, 2005 to August 31, 2006. OMB is in agreement with the department’s recommendation to carry over from FY 2005-06, $185,565 in budgeted Revenue and Expenditure to FY 2006-07. 405 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 3,580,435 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Decrease in Payments for Arizona State Hospital Activity Transfer from Indigent Representation to Evaluation Activity Personnel Savings RULE 11 Custody Restoration Activity Staffing Increase in Evaluation Activity 38,907 38,907 $ $ - $ 3,619,342 $ - $ $ Subtotal $ 12,672 22,144 13,270 11,838 30,409 90,333 $ - $ 3,709,675 $ - (771,631) $ 480,966 (417,846) 417,846 300,166 9,501 $ - $ $ 406 - $ Subtotal $ Subtotal $ FY 2006-07 ADOPTED BUDGET: REVENUE $ 3,719,176 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed Detention Fund (255) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Lease Terminations Annualization of Market Adjustments FY 2006-07 Pay for Performance EXPENDITURES $ 39,120,480 $ REVENUE 8,900 $ $ - Subtotal $ 236,583 46,928 283,511 $ - $ 39,403,991 $ 8,900 194,227 $ 303,752 111,880 (204,183) 592,809 437,184 1,435,669 $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: External Health Care Cost Activity Increase to Pay for Outside Medical Services $ Staffing Increase in Sick Call Treatment Activity Personnel Savings Mental Health Services Registry Staffing Increase in Financial Service Activity Computer Equipment Purchases in Desktop Support Activity Nurse Market Study Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 407 40,839,660 $ 8,900 985,733 $ 634,325 (758,294) (454,673) (407,091) 186,713 76,693 35,974 299,380 $ - 41,139,040 $ 8,900 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed Correctional Health Grants Fund (292) Appropriated Budget Reconciliation EXPENDITURES $ 513,895 $ REVENUE 513,895 FY 2005-06 REVISED RESTATED BUDGET: $ 513,895 $ 513,895 FY 2006-07 BUDGET TARGET: $ 513,895 $ 513,895 $ Subtotal $ 185,565 185,565 $ $ 185,565 185,565 $ 699,460 $ 699,460 FY 2005-06 ADOPTED BUDGET: BASE ADJUSTMENTS: Telemedicine Grant Awarded for Utilization Management Activity FY 2006-07 ADOPTED BUDGET: Correctional Health Services Grants (292) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ Ending Fund Balance $ FY 2004-05 ACTUAL (39,110) $ 88,653 49,546 39,107 $ FY 2005-06 ADOPTED 17,765 $ 513,895 513,895 - (3) $ 17,765 408 $ $ FY 2005-06 REVISED 17,765 FY 2005-06 PROJECTED FY 2006-07 ADOPTED 6,001 $ - $ $ $ $ 699,460 699,460 - $ 6,001 $ 513,895 513,895 - $ 532,564 526,562 6,001 $ 17,765 $ 6,001 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed Mandates 260 CORRECTIONAL HEALTH MANDATED EXPENDITURES 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Program Activity Purpose ADULT/REMANDED JUVENILE INMATE To provide medically necessary health care to adults and remanded juveniles in County correctional facilities in order to protect the health and safety of the community. TREATMENT ACUTE INFIRMARY ACTIVITY The purpose of the Acute Infirmary Activity is to provide necessary treatment to inmates unable to be placed in general population that do not require hospitalization so that they can regain their health and return to the general inmate population. ADULT INPATIENT PSYCH UNITS The purpose of the Adult Inpatient Psychiatric Unit Activity is to provide inpatient psychiatric treatment for inmates with mental health conditions so severe that prohibit their placement in general population so that they can be successfully reintegrated into the general inmate population. EXTERNAL HLTH CARE COST The purpose of the External Health Care Cost Activity is to provide payments for outside medical services rendered to Maricopa County inmates so that they can receive mandated health care. LONG TERM CARE INFIRMARY The purpose of the LTC Infirmary Activity is to provide a specialized environment to inmates with chronic/debilitating health conditions who are unable to be placed in general population that do not require hospitalization so that they can stay in jail per court mandate. MED DISPENSION & DISTRIBUTION SICK CALL TREATMENT-MEDICAL UTILIZATION MANAGEMENT ACT The purpose of the Medication Dispensing and Distribution Activity is to provide daily distribution of provider prescribed and pharmacy provided prescriptions to inmates for prevention and treatment of illness/disease. The purpose of the Sick Call Treatment and Appointment Activity is to provide medically necessary care and treatment to inmates so they can have constitutionally mandated access to health care. The purpose of the Utilization Review Activity is to review requested outside services for medical necessity to ensure the most cost effective delivery of health care. 409 Mandate A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Correctional Health, Appointed Mandates (continued) Program Activity HEALTH CARE MANAGEMENT CLINICAL EDUCATION & TRAINING HEALTH RECORDS HEALTH RISK MANAGEMENT INFECTION CONTROL INMATE ASSESSMENT 14-DAY HEALTH ASSESSMENT HEALTH SERVICES REQUESTS RECEIVING SCREENING HLTH CARE RESTORATION TO COMPETENCY ESTATE PROBATES & TRUST ADMIN RULE 11 - ASH PAYMENT RULE 11 CUSTODY RESTORATION BIODEFENSE PREPAREDNESS PLANNING AND TRAINING Purpose To provide CHS internal and authorized external agencies the necessary associated services that assist and complement the direct administration of health care to patients incarcerated in County jails. The purpose of the Education and Training Activity is to provide an environment that encourages professional development by offering internal and external training opportunities to employees to ensure that all employees must achieve both a level of competence and compliance with continuing education credits as required by CHS policy, state licensure or mandated by an accrediting agency such as NCCHC. The purpose of the Health Records Activity is to provide an accurate inmate health care record to all parties requesting that information so they can continue with inmate care or utilize the information in legal proceedings. The purpose of the Health Risk Management Activity is to provide trending, analysis, recommendations, interventions, and reports to Department and County management so that they can make programmatic decisions or take action to contain or reduce adverse patient outcomes and the risk of adverse legal outcomes. The purpose of the Infection Control Activity is to provide surveillance, prevention and control of communicable diseases and significant infections for CHS staff and inmates so that measures can be implemented to minimize the incidence of infectious conditions and communicable diseases. The purpose of the Inmate Assessment Program is to provide medically necessary health care to persons in County correctional facilities in order to protect the health and safety of the community. The purpose of the Inmate 14 Day Health Assessment Activity is to identify medically necessary health care for inmates so they can have constitutionally mandated access to health care. The purpose of the Health Requests Activity is to identify medically necessary health care treatment and care for inmates so they can have constitutionally mandated access to health care. The purpose of the Receiving Screening Health Care Activity is to identify detainees with immediate medical, dental and mental health needs prior to booking and provide necessary intervention so that arrestee is medically stable for admission to jail. 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. The purpose of the Estate Probates and Trust Administrations Activity is to ensure that case reviews are completed within required due dates so that litigants’ property and rights are protected. The purpose of the ASH Activity is to provide payments to Arizona State Hospital for mental health services rendered to Maricopa County inmates so that they can receive mandated health care. 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. The purpose of the Bio-Defense Preparedness and Response Program is to provide a comprehensive plan for detecting and responding to a public health disaster as well as provide leadership and coordination of the Department’s response so that the Department can mount a coordinated, rapid and appropriate response. The purpose of Planning and Training is to provide readiness assessment, preparedness and response planning and training to the Maricopa County Department of Public Health (MCDPH) and to the Health and Human Services (HHS) Constellation partners and other identified partners so that they can be fully prepared and responsive to a public health disaster or emergency. 410 Mandate A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. §11-291; A.R.S. §11-251(8) A.R.S. 14-1301 A.R.S. §13-4512; A.R.Crim.P 10 A.R.S. §13-4512; A.R.Crim.P 10 A.R.S. § 36-136; A.R.S. § 781-790; A.R.S. § 661-669 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Manager’s Office, Appointed County Manager’s Office Analysis by Vic Wickersham, Management & Budget Analyst Departmental Information Organizational Chart Board of Supervisors County Manager David R. Smith Government Relations Administration Office of Communications Mission The mission of the County Manager's Office is to provide leadership and direction for county departments and agencies so that they can deliver services countywide to residents of Maricopa County. 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 will ensure overall implementation of the strategic priorities and goals outlined in the 2005-2010 County Strategic Plan. Status: To ensure implementation of the County Plan, a detailed set of strategic objectives have been developed for each strategic goal. • By July 2007, ensure that the ethnicity base of County employees is keeping pace with the changing demographics of our growing and diverse community. Status: The County has made good progress toward its goal of creating a workforce that is representative of the population. According to the Diversity Office, the County has increased the diversity of its employee base. Over 22 departments have hired or appointed diversity-related coordinators/consultants or have committees focused on promoting inclusiveness and fair practices. 411 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Manager’s Office, Appointed • By July 2006, complete a review of the employee suggestion program and recommend methods for increasing and promoting higher levels of participation by County employees in generating creative ideas that save the County money and/or improve program and service delivery. Status: A team of students from Arizona State University’s W.P. Carey School of Business will provide consulting assistance to the Communications office to assist with the effort to improve the County's employee suggestion program. • Establish a comprehensive public outreach and communication plan to increase the County’s effectiveness in communicating about the services it provides so that by September 2008 the percentage of citizens who rate the County’s communication effectiveness as poor in the Annual Population Satisfaction Survey will have decreased to 10% or less. Status: The Communications Office is developing a new County website and outreach program, which includes monthly “County Pages” in local publications and developing Spanish-language video programs. The Parks and Recreation Department has implemented a web-based survey to gather feedback from visitors for use in program development and improvement. • By July 2006, establish a policy to encourage Departments to seek opportunities to build partnerships and relationships with all area governments, including Tribal Nations, in order to create a fuller sense of community for all residents of Maricopa County. Status: The Diversity Office is working with the Native Nations Community Partnership Coalition in the planning of a spring Native Nations Job Fair to encourage more employment recruitment activities focusing on the four Native Nations in or near Maricopa County. The Library District issued revised IGAs to 13 County municipal governments to increase the Reciprocal Borrowing Program reimbursement from $20 to $29 per registered borrower. • By May 2010, improve access to the services offered by the County to ensure the inclusion and participation of our diverse community. Status: The Library District instituted a 24/7 online chat reference service for all County residents, allowing customers to ask questions during a live chat session from any location with Internet access. The County Manager’s Office has begun a pilot test of a Constituent Concerns and Resolution System with the goal to track contacts from citizens and ensure timely resolution. • By June 2007, reduce property crime rates and violent crime rates in Maricopa County by establishing and implementing a crime-prevention strategy that encompasses evidence-based practices. Status: The Maricopa Association of Governments (MAG) has agreed to establish a Stakeholders Group to examine potential collaborations centered on crime prevention. • By July 2007, develop a plan to meet the demands placed upon law enforcement and detention operations due to population and business growth in Maricopa County. Status: A consultant group has been hired to update the 1997 Jail Master Plan and is investigating the factors affecting average length of stay (ALOS) with a goal of identifying strategies for reducing or limiting increases to avoid costly new jail construction. • By July 2007, complete all phases, including fund-raising, for the regional Human Services Campus for the homeless and partner with other organizations working to prevent homelessness and support home ownership in the County. Status: Phase I of the Human Services Campus opened in November 2005. Phase II is underway and fund raising is ongoing. 412 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Manager’s Office, Appointed Department Performance Information Community Relations provides public education on behalf of Maricopa County government for its residents so that they can be more informed of the programs and services available to them. The Communications division has been very consistent in providing this outreach service. For FY 2006-07, the demand and output is expected to remain constant at six (6) events. The cost per event is expected to increase slightly from FY 2005-06 projected due to health/dental benefit increases and increased personnel costs. 7 60,000 6 50,000 # of Events 5 40,000 4 30,000 3 20,000 2 Cost/Event Community Relations Activity Performance 10,000 1 0 0 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output Cost Per Event Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 71CM - COMMUNICATIONS $ CMTY - COMMUNITY RELATIONS TOTAL PROGRAMS $ EXPENDITURES 20CA - COUNTY ADMINISTRATIVE OFFICE $ CAOA - COUNTY ADMINISTRATIVE OFFICER MIIN - MANAGEMENT INFORMATION SERVICE 10,534 10,534 10,534 FY 2005-06 ADOPTED $ $ FY 2005-06 REVISED - $ $ FY 2006-07 ADOPTED FY 2005-06 PROJECTED - $ $ - $ $ ADOPTED TO REVISED VARIANCE % - $ $ - 687,446 665,931 21,515 $ 410,998 372,523 38,475 $ 377,187 330,422 46,765 $ 641,122 623,769 17,353 $ 578,190 534,289 43,901 $ (201,003) (203,867) 2,864 -53.3% -61.7% 6.1% 20GR - GOVERNMENT RELATIONS GRNT - GRANTS LGSL - LEGISLATIVE SERVICE RSCH - RESEARCH AND SUPPORT $ 206,580 6,521 185,806 14,253 $ 322,458 11,859 184,543 126,056 $ 298,402 12,265 165,070 121,067 $ 274,013 6,976 231,953 35,083 $ 350,626 80,215 190,627 79,784 $ (52,224) (67,950) (25,557) 41,283 -17.5% -554.0% -15.5% 34.1% 20JS - JUSTICE SYSTEM COORDINATION JUST - JUSTICE SYSTEM COORDINATION $ 31,180 31,180 $ 63,163 63,163 $ 64,787 64,787 $ 67,670 67,670 $ 200,134 200,134 $ (135,347) (135,347) -208.9% -208.9% 71CM - COMMUNICATIONS CMTY - COMMUNITY RELATIONS INCO - INTERNAL COMMUNICATIONS MEDA - MEDIA RELATIONS $ 495,229 292,809 54,401 148,019 $ 734,625 201,330 279,531 253,764 $ 779,679 211,491 283,024 285,164 $ 570,330 209,245 159,085 202,000 $ 800,810 218,746 295,503 286,561 $ (21,131) (7,255) (12,479) (1,397) -2.7% -3.4% -4.4% -0.5% 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ 376,297 1,796,732 $ $ 465,317 1,996,561 $ $ 542,079 2,062,134 $ $ 461,695 2,014,830 $ $ 737,593 2,667,353 $ $ (195,514) (605,219) -36.1% -29.3% 413 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Manager’s Office, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE CHARGES FOR SERVICES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 10,534 10,534 $ $ - $ $ - $ $ - $ $ - $ $ $ 1,573,588 33,828 162,494 26,822 1,796,732 $ 1,557,429 10,195 344,217 84,720 1,996,561 $ 1,684,381 10,195 282,838 84,720 2,062,134 $ 1,603,678 7,830 356,711 46,611 2,014,830 $ 2,190,030 10,195 436,408 30,720 2,667,353 $ $ $ $ $ $ $ (505,649) (153,570) 54,000 (605,219) -30.0% 0.0% -54.3% 63.7% -29.3% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 681 TELECOMMUNICATIONS ALL FUNDS EXPENDITURES 100 GENERAL 681 TELECOMMUNICATIONS ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 1,521 9,014 10,534 $ 1,789,585 7,147 1,796,732 $ - $ 1,996,561 1,996,561 $ $ $ FY 2005-06 REVISED - $ 2,062,134 2,062,134 $ $ $ FY 2005-06 PROJECTED $ $ FY 2006-07 ADOPTED - $ 2,014,830 2,014,830 $ $ $ ADOPTED TO REVISED VARIANCE % - $ 2,667,353 2,667,353 $ $ $ (605,219) (605,219) -29.3% -29.3% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 21.00 21.00 FY 2005-06 REVISED 21.50 21.50 FY 2006-07 ADOPTED 25.50 25.50 ADOPTED TO REVISED VARIANCE % 4.00 18.6% 4.00 18.6% Additional positions added: Assistant County Manager (ACM) for Criminal Justice, Urban Fellowship position, Marvin Andrews Internship, and Assistant to ACM Criminal Justice. Base Adjustments Expenditures • • • Justice System Coordination Activity Adjustment ($140,927): Includes the addition of a new position, Assistant County Manager for Criminal Justice. County Administrative Officer Activity Adjustment ($155,867): Includes making Urban Fellowship position permanent, the new Marvin Andrews Internship, and the addition of a new position for Diversity. General Technical Adjustments ($18,444): The adopted budget includes an increase of $18,444 for compensation based salary increases and other pay adjustments that impact multiple activities. 414 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Manager’s Office, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,996,561 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY2005-06 Pay for Performance Executive Compensation Executive Compensation $ Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses FY 2005-06 Pay for Performance Annualization FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Justice System Coordination Activity Adjustment County Administrative Officer Activity Adjustment General Technical Adjustments FY 2006-07 ADOPTED BUDGET: 415 27,105 $ 12,468 (12,468) 27,105 $ - - $ 2,023,666 $ - $ $ Subtotal $ 19,286 22,358 200,563 5,924 28,888 51,430 328,449 $ - $ 2,352,115 $ - $ $ Subtotal $ 140,927 155,867 18,444 315,238 $ - $ 2,667,353 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets County Manager’s Office, Appointed Mandates 200 COUNTY MANAGER'S OFFICE MANDATED EXPENDITURES 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED INTERNAL SERVICE FUNDS MANDATED INTERNAL SERVICE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on additional resources to enhance the Justice System Coordination Activity adjustment and the County Administrative Officer Activity. See the Base Adjustment section for additional detail. Program Activity GOVERNMENT RELATIONS GRANTS LEGISLATIVE SERVICE RESEARCH AND SUPPORT COUNTY MANAGER'S OFFICE Purpose Mandate The purpose of the Legislative Service Activity is to provide representation and information to the Board of Supervisors and County Manager so they can pursue and achieve state and federal operational and fiscal legislative goals. The purpose of the Grant Activity is to provide identification and coordination of grants to the ADMINISTRATIVE County Manager and departments so they can maximize their grant potential and bring in revenue for county programs. The purpose of the Legislative Service Activity is to provide representation and information to ADMINISTRATIVE the Board of Supervisors and County Manager so they can pursue and achieve state and federal operational and fiscal legislative goals. ADMINISTRATIVE The purpose of the Research and Support Activity is to provide timely and accurate information and BOS/state legislative constituent services to assist the BOS/CM so that they can make informed policy decisions and solve constituent problems. The purpose of the County Manager's Office program is to provide administrative leadership, budget and policy recommendations, and countywide management coordination for the Board of Supervisors so that they can achieve the county’s strategic goals and fulfill the county’s legal mandates and local policy initiatives in the most fiscally responsible manner. COUNTY ADMINISTRATIVE OFFICER The purpose of County Manager activity is to provide administrative leadership, budget and policy recommendations, and countywide management coordination for the Board of Supervisors so that they can achieve the county’s strategic goals and fulfill the county’s legal mandates and local policy initiatives in the most fiscally responsible manner. MANAGEMENT INFORMATION SERVICE ADMINISTRATIVE The purpose of the Management Information Services Activity is to provide problem management & personal response to the public and county management so that issues with county government are resolved quickly. The purpose of the justice system coordination activity is to provide interdepartmental coordination and communicate credible, useful information to the justice and law enforcement agencies and county administration, so that they may comply with requirements, solve problems with effective systemic solutions, and fulfill strategic goals to reduce recidivism and improve case processing. The purpose of the Justice System Coordination Activity is to provide interdepartmental ADMINISTRATIVE coordination and communicate credible, useful information to the justice and law enforcement agencies and county administration, so that they may comply with requirements, solve problems with effective systemic solutions, and fulfill strategic goals to reduce recidivism and improve case processing. JUSTICE SYSTEM COORDINATION JUSTICE SYSTEM COORDINATION 416 ADMINISTRATIVE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elections, Appointed Elections Analysis by Monica Staats, Management & Budget Analyst Departmental Information Organizational Chart County Recorder Elections Karen Osborne, Director Elections Cycle Operations Voter Registration Mission The mission of the Elections Department is to provide access to the electoral process for citizens and candidates so that 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 • “Process Improvement” -- By January 2006, identify and recommend alternative strategies to increase the capacity and ease of voting in the County. Status: The Elections Department has completed this goal by establishing 84 additional voting precincts in areas where a high volume of voter turnout exists. The department will also be utilizing 14 "satellite" Early Voting Centers, partnering with other cities and towns, as part of its strategy to increase the capacity and ease of voting in the County. In addition, the Elections Department is currently in the process of negotiations with the County Library District to lease Book Mobiles for the purpose of accommodating early voters throughout the County. 417 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elections, Appointed Department Performance Information The purpose of the Elections Processing activity is to process ballots for voters to insure the security of the ballot and to provide special processing for ballots not handled by the normal ballot tabulation process. This activity comprises 27% of Election’s FY 2006-07 Budget. The decrease in demand and output in FY 2005-06 is primarily due to the type of elections held. FY 2005-06 represents the first of the four-year election cycle and is known for low voter turnout. Increased demand and output for FY 2006-07 is based on the anticipated increase in demand for the State’s Primary and General Election, and in provisional and early ballots due to Proposition 200. Increase of cost per ballots processed in FY 2005-06 is explained by the decrease in demand while expenses remaining constant. Due to the volume of ballots to be secured in FY 2006-07, the cost per ballot will decrease as compared to FY 2005-06 and be more in line with cost per ballots processed achieved with the Presidential Election in FY 2004-05. 1,600,000 7.00 1,400,000 6.00 1,200,000 5.00 1,000,000 4.00 800,000 3.00 600,000 400,000 2.00 200,000 1.00 0 0.00 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output 418 FY 2006-07 ADOPTED Cost Per Ballot Cost/Ballot Processed # of Ballots Processed Election Processing Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elections, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 21EL - ELECTIONS CAND - CANDIDATE FILING/CAMPAIGN FIN ELEC - ELECTION PROCESSING GEOG - GEOGRAPHICAL SERVICES TECH - TECH STAFF/BALLOT TABULATION VOTE - EARLY VOTING 21VR - VOTER REGISTRATION VREG - VOTER REGISTRATION 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 21EL - ELECTIONS CAND - CANDIDATE FILING/CAMPAIGN FIN ELEC - ELECTION PROCESSING GEOG - GEOGRAPHICAL SERVICES PINF - PUBLIC INFORMATION POLL - POLL STAFFING SITE - POLLING SITE SERVICES TECH - TECH STAFF/BALLOT TABULATION VOTE - EARLY VOTING WHSE - WAREHOUSE 21VR - VOTER REGISTRATION SCAN - VOTER REGISTRATION SCANNING VREG - VOTER REGISTRATION 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 4,862,475 20,431 4,003,088 3,379 834,076 1,501 21,431 21,431 60 4,883,967 $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED 10,494,396 110,294 2,375,140 243,156 96,055 454,722 310,367 4,758,435 1,646,820 499,407 1,443,880 272,607 1,171,273 1,144,201 13,082,478 $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 1,041,500 3,600 1,029,900 5,000 3,000 6,600 6,600 1,048,100 4,404,303 112,657 839,717 319,033 39,210 259,572 208,293 1,851,284 426,059 348,478 1,783,877 166,854 1,617,023 1,067,591 7,255,771 $ $ $ $ $ $ $ $ $ 1,041,500 3,600 1,029,900 5,000 3,000 6,600 6,600 1,048,100 4,497,741 128,171 777,769 358,285 39,209 284,730 269,352 1,876,919 412,601 350,705 1,791,167 176,692 1,614,475 1,080,659 7,369,567 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 1,068,610 9,675 1,049,673 3,304 5,958 7,491 7,491 1,076,100 4,772,990 113,894 648,118 292,698 50,183 291,971 205,511 1,815,834 1,041,380 313,401 1,298,388 166,248 1,132,140 1,017,917 7,089,294 $ $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 2,577,500 15,000 1,609,500 5,000 945,000 3,000 2,000 2,000 2,579,500 15,925,371 131,070 4,884,162 296,623 98,833 640,560 413,851 4,939,045 3,947,726 573,501 2,048,624 194,007 1,854,617 1,019,389 47,130 19,040,514 $ $ $ $ $ $ $ $ $ (1,536,000) (11,400) (579,600) (945,000) 4,600 4,600 (1,531,400) -147.5% -316.7% -56.3% 0.0% (11,427,630) (2,899) (4,106,393) 61,662 (59,624) (355,830) (144,499) (3,062,126) (3,535,125) (222,796) (257,457) (17,315) (240,142) 61,270 (47,130) (11,670,947) -254.1% -2.3% -528.0% 17.2% -152.1% -125.0% -53.6% -163.1% -856.8% -63.5% -14.4% -9.8% -14.9% 5.7% 0.0% 69.7% 69.7% -146.1% -158.4% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 4,848,310 2,945 20,331 12,381 4,883,967 $ $ 4,738,615 209,060 8,134,803 13,082,478 $ $ 1,031,000 3,500 3,600 10,000 1,048,100 3,493,853 594,937 3,166,981 7,255,771 FY 2005-06 REVISED $ $ $ $ 1,031,000 3,500 3,600 10,000 1,048,100 3,682,465 175,210 3,511,892 7,369,567 FY 2005-06 PROJECTED $ $ $ $ 1,033,668 2,792 9,900 29,740 1,076,100 3,324,232 351,045 3,414,017 7,089,294 FY 2006-07 ADOPTED $ $ $ $ 2,550,000 2,500 15,000 12,000 2,579,500 5,262,004 132,176 12,221,524 1,424,810 19,040,514 ADOPTED TO REVISED VARIANCE % $ $ $ $ (1,519,000) 1,000 (11,400) (2,000) (1,531,400) -147.3% 28.6% -316.7% -20.0% -146.1% (1,579,539) 43,034 (8,709,632) (1,424,810) (11,670,947) -42.9% 24.6% -248.0% -158.4% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % ALL FUNDS $ $ 4,883,967 4,883,967 $ $ 1,048,100 1,048,100 $ $ 1,048,100 1,048,100 $ $ 1,076,100 1,076,100 $ $ 2,579,500 2,579,500 $ $ (1,531,400) (1,531,400) -146.1% -146.1% ALL FUNDS $ $ 13,082,478 13,082,478 $ $ 7,255,771 7,255,771 $ $ 7,369,567 7,369,567 $ $ 7,089,294 7,089,294 $ $ 19,040,514 19,040,514 $ $ (11,670,947) (11,670,947) -158.4% -158.4% EXPENDITURES 100 GENERAL 419 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elections, Appointed Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 54.00 54.00 FY 2005-06 REVISED 61.00 61.00 FY 2006-07 ADOPTED 58.00 58.00 ADOPTED TO REVISED VARIANCE % (3.00) -4.9% (3.00) -4.9% In the General Fund 3.0 FTEs appear to be reduced from Revised FY 2005-06. However, Department was in the process of position management update and of deleting three positions, which has now been completed. Base Adjustments Revenue • Increase to the Candidate Filing/Campaign Financing Activity ($11,400): Fines and Forfeits were increased based on historical trends and election year cycle. • Increase to the Election Processing Activity ($579,600): Miscellaneous Revenue forecasted to increase 20% based on historical trends and election year cycle where there is an increase in the demand for copies of documents and maps. Charges for Services deceased to be more in line with Fiscal Year 2005-06 projection. Intergovernmental revenue is forecasted to increase due to election year cycle that is inclusive of State’s General and Primary Elections. Under §16461D for Primary and §16-510C for General, the Secretary of State will reimburse the County for costs associated with sample ballots. • Increase to the Technical Staff/Ballot Tabulation Activity ($945,000): Department neglected to allocate revenue according to activity. Correction was made in adopted budget based on historical data. • Decrease to the Voter Registration Activity (-$4,600): Department neglected to allocate revenue in Miscellaneous Revenue according to activity. Correction was made in recommendation based on department’s projection and historical data. Other Intergovernmental was decreased and reallocated to Voter Registration Activity. Expenditures • Increase to the Elections Processing Activity ($1,424,810): The expenditures for the Elections Processing Activity were increased by $1,424,810 due to the increase in voter registration and this Fiscal Year being a Primary and General election year in Maricopa County. • Increase to the Early Voting Activity ($2,314,151): Increase in expenditures due to sole source contract with Runbeck Election Services for required early ballot inserts, and the mailing and tracking of mailed early ballots. Results Initiatives • Registered Voter Increase, HAVA, DOL and Proposition 200 Requirements, ($2,229,862): This initiative is in response to the State’s Primary and General Election and the substantial increase in registered voters (18% increase since November 2004), which will increase operational costs. This initiative is also in response to the passage of Proposition 200 which will 420 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elections, Appointed require additional voter education and staff time to process provisional ballots, the Federal Help America Vote Act, and the 1965 Civil Rights Act. Expected Result: The Department will meet increased Federal requirements of the Department of Justice for bilingual programs, and the Americans with Disability Act, which will ensure mandated voting machine will be available at each precinct. Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 7,255,771 $ 1,048,100 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Director Market Adj Pay for Performance $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Primary and General Elections FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: Adjustment to Budget Submission Subtotal $ 29,620 72,506 102,126 $ - $ 7,357,897 $ 1,048,100 $ $ Subtotal $ 24,949 41,397 5,754,454 8,137 86,089 5,915,026 $ - $ 13,272,923 $ 1,048,100 (201,232) $ - $ BASE ADJUSTMENTS: Increase to the Candidate Filing/Campaign Financing Activity Increase to the Election Processing Activity Increase to the Technical Staff/Ballot Tabulation Activity Increase to the Early Voting Activity Decrease to the Voter Registration Activity $ Subtotal $ 1,424,810 2,314,151 3,738,961 $ 11,400 579,600 945,000 (4,600) 1,531,400 FY 2006-07 ADOPTED BASE: $ 16,810,652 $ 2,579,500 RESULTS INITIATIVES: Registered Voter Increase, HAVA, DOL and Proposition 200 Requirements $ 2,229,862 $ - Subtotal $ 2,229,862 $ - $ 19,040,514 $ 2,579,500 FY 2006-07 ADOPTED BUDGET: 421 $ $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elections, Appointed Mandates 210 ELECTIONS MANDATED EXPENDITURES 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on the election cycle. See the Base Adjustment section above for additional detail. Program Activity ELECTIONS CANDIDATE FILING/CAMPAIGN FIN ELECTION PROCESSING GEOGRAPHICAL SERVICES Purpose Mandate 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. The purpose of the Candidate Filing/Campaign Finance Activity is to A.R.S. §16-301 THRU A.R.S. §16-351; A.R.S. §16-901 provide the necessary knowledge to special interest groups and prospective candidates so that they may comply with Federal and State Regulations. A.R.S. §16-101 THRU A.R.S. §16-181, A.R.S. §16-191, A.R.S. §16-201 THRU A.R.S. §16-241, A.R.S. §16-301 THRU A.R.S. §16-351, A.R.S. §16-401 THRU A.R.S. §16-701, A.R.S. §16-801 THRU A.R.S. §16-821, A.R.S. §16-901, A.R.S. §16-1001, A.R.S. §16-1101 THRU 161121 The purpose of the Geographical Services Activity is to provide information A.R.S. §16-401THRU A.R.S. §16-701, A.R.S. §16-1121 for the County Elections Department, State and underlying jurisdictions so that votes tallied in their elections are from residents of the jurisdiction. The purpose of the Elections Processing program is to process ballots for voters to insure the security of the ballot and to provide special processing for ballots not handled by the normal ballot tabulation process. PUBLIC INFORMATION The purpose of the Public Information Activity is to provide information for residents of the County so that can be exposed to honest and accurate information about elections so they can participate in the election process. POLL STAFFING The purpose of the Poll Staffing Activity is to provide staffing for polling places for residents of the County so that can cast their ballot aided by a well-informed, courteous staff with the assurance that the integrity of their ballot will be maintained. The purpose of the Polling Site Services Activity is to provide facilities for voters so that can cast their votes quickly and conveniently. POLLING SITE SERVICES TECH STAFF/BALLOT TABULATION The purpose of the Technical Staff/Ballot Tabulation Activity is to provide data services for the County, State and underlying jurisdictions to insure that they are accurately and quickly informed of elections results. 422 A.R.S. §16-101 THRU A.R.S. §16-181, A.R.S. §16-191, A.R.S. §16-201 THRU A.R.S. §16-241, A.R.S. §16-301 THRU A.R.S. §16-351, A.R.S. §16-401 THRU A.R.S. §16-701, A.R.S. §16-801 THRU A.R.S. §16-821, A.R.S. §16-901, A.R.S. §16-1001, A.R.S. §16-1101 THRU 1611 A.R.S. §16-201 THRU A.R.S. §16-241, A.R.S. §16-401 THRU A.R.S. §16-701, A.R.S. §16-411, A.R.S. §16-561 A.R.S. §16-101 THRU A.R.S. §16-181, A.R.S. §16-201 THRU A.R.S. §16-241, A.R.S. §16-401 THRU A.R.S. §16-701, A.R.S. §16-411 THRU A.R.S. §16-561 A.R.S. §16-101 THRU A.R.S. §16-181, A.R.S. §16-191, A.R.S. §16-201 THRU A.R.S. §16-241, A.R.S. §16-301 THRU A.R.S. §16-351, A.R.S. §16-401 THRU A.R.S. §16-701, A.R.S. §16-801 THRU A.R.S. §16-821, A.R.S. §16-901 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Elections, Appointed Mandates (Continued) Program Activity EARLY VOTING WAREHOUSE VOTER REGISTRATION VOTER REGISTRATION SCANNING VOTER REGISTRATION Purpose Mandate The purpose of the Early Voting Activity is to provide early voting services to A.R.S. §16-101 THRU A.R.S. §16-181, A.R.S. §16-191, registered voters so that they can request ballots and vote by mail or by A.R.S. §16-201 THRU A.R.S. §16-241, A.R.S. §16-301 dropping off their ballot at any poll. THRU A.R.S. §16-351, A.R.S. §16-401 THRU A.R.S. §16-701 The purpose of the Warehouse Activity is to provide storage and delivery of A.R.S. §16-101 THRU A.R.S. §16-181, A.R.S. §16-191, election equipment and supplies for the Election Department so that A.R.S. §16-201 THRU A.R.S. §16-241, A.R.S. §16-301 adequate resources are delivered to hold elections. THRU A.R.S. §16-351, A.R.S. §16-401 THRU A.R.S. §16-701, A.R.S. §16-421 THRU A.R.S. §16-441, A.R.S. §16-461 THRU A.R.S. §16-501 The purpose of the Voter Registration Program 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. The purpose of the Voter Registration Scanning Activity is to scan A.R.S. §16-401 THRU A.R.S. §16-701, registrations for the voter registration program employees so they can readily access the data to process registrations and to distribute that data to the public. The purpose of the Voter Registration Activity is to provide registration A.R.S. §16-101 THRU A.R.S. §16-181 services to eligible citizens who maintain residency in the County so they may readily express their preferences through the electoral process. 423 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Emergency Management, Appointed Emergency Management Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organizational Chart CountyMedical Examiner Manager Assistant County Manager Regional Development Services Agency Emergency Management Warren Leak, Director Emergency Management Palo Verde Grants Mission The mission of the Maricopa County Department of Emergency Management is to provide communitywide education, planning, coordination, and continuity of government for the people of Maricopa County in order to protect lives, property and the environment in the event of a major emergency. Vision We will be a respected and effective leader in providing all aspects of a comprehensive emergency management program, including mitigation, preparedness, response, and recovery, in a proactive manner. Strategic Goals • “GIS Resource” -- By June 2006, establish the department as a regional resource for Geographical Information System (GIS) support in emergency management through continued GIS development and creation of a web-based map delivery service. Status: The department has identified GIS software to support this goal and is expected to be completed on schedule. • “Work Environment” -- By June 2007, we will provide employees with resources, education, training and a competitive work environment which will enable high performance of their duties and maintain a quality workforce. Status: Market studies for the Emergency Management Planners have been completed. In addition, the department expects administrative staff salary adjustments to be completed in the next six months. The department has completed a facility and technology upgrade to the emergency operations center. 424 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Emergency Management, Appointed • “Hazard Analysis” -- By March 2006, complete hazard analyses for the 4 developments with large populations in unincorporated areas of Maricopa County that have not been incorporated in the Maricopa County Emergency Operation Plan, and develop written plans and procedures to address the hazards that are specific to those areas. Status: This goal has been accomplished and the results of these analyses will be included in the Maricopa County Comprehensive Emergency Management Plan. • “Citizen Corps Council” -- By July 2006, ensure that all Citizen Corps programs (CERT, MRC, VIPS, USA on Watch, Fire Corps) in the County are formed under a parent Citizen Corps Council in the local jurisdiction or under the Arizona Central Region Citizen Corps Council. Status: The department has obtained this goal. Currently, all new Citizen Corps programs are formed under a parent Citizen Corps Council or under the Arizona Central Region Citizen Corps Council. • “Comprehensive Emergency Management Plan” -- By March 2006, replace the Maricopa County Emergency Operations Plan with the Maricopa County Comprehensive Emergency Management Plan, which will organize the County emergency operations center (EOC) under an emergency support function (ESF) structure that complies with the National Incident Management System (NIMS). Status: The department has faced several challenges due to changing federal guidelines. The department is continuing to work toward the completion of this goal; however, they have not achieved this goal and their anticipated completion date is December 2006. • “Infrastructure” -- By December 2006, complete an upgrade of the existing Maricopa County Emergency Operations Center capable of accommodating the personnel, infrastructure, and technology required to deal with a major emergency. Status: The department secured funding in FY 2006. Technology and facility upgrades have been completed and according to the department, the EOC is capable of accommodating the personnel and infrastructure during a major emergency. • “NIMS” -- By the end of September 2006, achieve full compliance with the U.S. Department of Homeland Security’s NIMS requirements. Status: The department continues to progress as the goals above are all related to the National Incident Management System. • “Intergovernmental Agreements” -- By December 2007, analyze, evaluate and make recommendations to the IGA assessment funding formula to accommodate the increase of emergency services and demands of a growing population, while maintaining the lowest possible funding requirements. Status: The department is currently looking at different options. • “Best Practices” -- By 2010, fully integrate National Incident Management Systems (NIMS) best practices into a consistent approach to disaster and emergency management throughout Maricopa County at all jurisdictional levels and across all related functional disciplines. Status: The department continues to progress as the goals above are all entwined to the National Incident Management System. 425 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Emergency Management, Appointed Department Performance Information Emergency Management’s Planning Activity demand and output is expected to remain flat compared to FY 2005-06 projections. While the Department expects a reduction in plans for the Cities/Towns, they do expect an increase in the Citizen Corps portion of the Planning Activity. The increase in passthrough grant funding for the Citizen Corps Program contributes to the average cost per plan increase. 30 60,000 25 50,000 20 40,000 15 30,000 10 20,000 5 10,000 0 Cost/Plan # of Plans Planning Activity Performance 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost Per Plan Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 15MT - MITIGATION MITI - MITIGATION PLAN AND ASSIST 15RR - RESPONSE AND RECOVERY EMER - EMERGENCY OPERATIONS MGMT 15PR - PREPAREDNESS PLAN - PLANNING PUBL - PUBLIC INFORMATION EXER - TRAINING AND EXERCISE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURE 15MT - MITIGATION MITI - MITIGATION PLAN AND ASSIST 15RR - RESPONSE AND RECOVERY EMER - EMERGENCY OPERATIONS MGMT 15PR - PREPAREDNESS PLAN - PLANNING PUBL - PUBLIC INFORMATION EXER - TRAINING AND EXERCISE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ $ 56,088 56,088 1,005,604 1,005,604 367,754 (429,411) 1,000,035 6,166 6,166 15,057 15,057 609,590 498,504 51,096 59,990 363,895 79,169 1,073,878 FY 2005-06 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ 855,797 855,797 855,797 6,063 6,063 129,952 129,952 616,928 421,261 68,618 127,049 287,120 87,234 1,127,297 FY 2005-06 REVISED $ $ $ $ $ $ $ $ $ $ $ $ 948,776 877,605 63,099 8,072 948,776 405 405 210,104 210,104 1,018,177 896,010 55,731 66,436 115,594 87,234 1,431,514 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ $ $ $ 1,002,341 1,002,341 209 1,002,550 3,521 3,521 284,692 284,692 854,086 713,122 58,421 82,543 261,925 87,234 1,491,458 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ 14,064 14,064 1,189,023 965,804 218,746 4,473 1,203,087 19,264 19,264 1,462,544 1,249,321 183,708 29,515 4,026 74,833 1,560,667 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ $ $ $ (14,064) (14,064) (240,247) (88,199) (155,647) 3,599 (254,311) 405 405 190,840 190,840 (444,367) (353,311) (127,977) 36,921 111,568 12,401 (129,153) Increased revenue and expenditures is due to increased grant revenue for Citizen Corps. 426 -25.3% -10.0% -246.7% 44.6% -26.8% 100.0% 100.0% 90.8% 90.8% -43.6% -39.4% -229.6% 55.6% 96.5% 14.2% -9.0% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Emergency Management, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ 986,492 13,543 1,000,035 $ $ 753,987 37,313 174,492 79,169 28,917 1,073,878 $ FY 2005-06 ADOPTED $ FY 2005-06 REVISED 855,297 500 855,797 $ $ $ $ 889,721 35,723 87,063 87,234 27,556 1,127,297 $ 947,316 1,460 948,776 $ 973,974 29,727 107,830 87,234 232,749 1,431,514 $ FY 2005-06 PROJECTED $ 998,004 4,546 1,002,550 $ $ 905,706 25,452 240,750 87,234 232,316 1,491,458 $ FY 2006-07 ADOPTED $ $ $ $ ADOPTED TO REVISED VARIANCE % 1,201,627 1,460 1,203,087 $ 1,026,314 34,958 403,792 74,747 20,856 1,560,667 $ 254,311 254,311 $ (52,340) (5,231) (295,962) 12,487 211,893 (129,153) $ 26.8% 0.0% 26.8% -5.4% -17.6% -274.5% 14.3% 91.0% -9.0% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT TOTAL REVENUE EXPENDITURES 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT TOTAL EXPENDITURES $ $ $ $ 263,909 736,126 1,000,035 149,454 210,117 714,307 1,073,878 FY 2005-06 ADOPTED $ $ $ $ FY 2005-06 REVISED 299,626 556,171 855,797 233,760 337,366 556,171 1,127,297 $ 299,626 649,150 948,776 $ $ $ 236,087 337,366 858,061 1,431,514 FY 2005-06 PROJECTED $ $ $ $ 209 301,038 701,303 1,002,550 225,321 307,655 958,482 1,491,458 FY 2006-07 ADOPTED $ $ $ $ 309,161 893,926 1,203,087 235,773 309,161 1,015,733 1,560,667 ADOPTED TO REVISED VARIANCE % $ $ $ $ 9,535 244,776 254,311 3.2% 37.7% 26.8% 314 28,205 (157,672) (129,153) 0.1% 8.4% -18.4% -9.0% Personnel by Fund 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT TOTAL FUNDS FY 2005-06 ADOPTED 2.00 3.00 10.00 15.00 FY 2005-06 REVISED 2.00 3.00 10.00 15.00 FY 2006-07 ADOPTED 2.00 3.00 9.50 14.50 ADOPTED TO REVISED VARIANCE % 0% 0% (0.50) -5.0% (0.50) -3.3% Base Adjustments Fund 100 • General Technical Adjustments (-$314): The adopted budget includes a reduction in the amount of $314 for minor technical adjustments. Fund 207 • Increase Revenue ($9,535): The adopted budget includes a revenue increase of $9,535. The FY 2007 State of Arizona budget appropriation to the County’s Palo Verde Fund has increased by this amount to cover additional expenses mostly related to salaries and benefits. • General Technical Adjustments (-$28,205): The adopted budget includes a reduction of $28,205 in all activities as a result of over/under budgeted positions, market salary adjustments and other technical adjustments. 427 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Emergency Management, Appointed Fund 215 • Increased Revenue ($244,776): The adopted budget includes an increase to revenue in the amount of $244,776. This increase is largely due to the increase in grant funding for the Citizen Corps Programs. • Emergency Operations Management Activity (-$208,027): The adopted budget is reflective of a decrease to expenditures in the Emergency Operations Management Activity. This is due to the completion of the Emergency Operations Center upgrades. • Planning Activity Costs ($249,162): The adopted budget includes an increase of $249,162 for increased pass-through grant expenses related to the Citizen Corps Programs. • Public Information Activity Costs ($129,939): The adopted budget includes an increase of $129,939 for pass-through grant expenses related to the Citizen Corps Programs. • General Technical Adjustments (-$13,402): The adopted budget includes a reduction in the amount of $13,402 to salary and benefits in all activities as a result of minor technical adjustments. Reconciliation General Fund (100) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 233,760 $ - FY 2005-06 REVISED RESTATED BUDGET: $ 233,760 $ - $ $ Subtotal $ 4,696 1,239 1,748 2,977 10,660 $ - $ 244,420 $ - $ (8,333) $ - $ Subtotal $ (314) $ (314) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: Budget Over Target BASE ADJUSTMENTS: General Technical Adjustments FY 2006-07 ADOPTED BUDGET: $ 428 235,773 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Emergency Management, Appointed Emergency Management Palo Verde (207) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 337,366 $ 299,626 FY 2005-06 REVISED RESTATED BUDGET: $ 337,366 $ 299,626 $ 7,044 $ 1,994 (14,383) (37,740) 553 4,792 (37,740) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance One Time Expenses FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 BUDGET TARGET: Expense Differential BASE ADJUSTMENTS: Increase Revenue General Technical Adjustments $ 299,626 $ 299,626 $ 37,740 $ - - $ (28,205) (28,205) $ 9,535 9,535 $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 429 309,161 $ 309,161 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Emergency Management, Appointed Emergency Management Grants (215) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 556,171 $ 556,171 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Citizens Corp Program Grant FY 2005-06 Pay for Performance Sun Lakes Fire Dept. Pass Through EOC Cave Creek Fire Exp/Reimburse Upgrades to EOC - From Fund Balance $ Subtotal $ 63,099 960 20,828 8,092 92,979 $ 63,099 960 20,828 8,092 208,911 301,890 FY 2005-06 REVISED RESTATED BUDGET: $ 649,150 $ 858,061 TARGET ADJUSTMENTS: One-Time Revenue Increase Grant Revenue $ $ Subtotal $ - $ (208,911) 37,969 (170,942) $ 649,150 $ 687,119 $ 208,911 $ (37,969) FY 2006-07 BUDGET TARGET: Carryover Requested BASE ADJUSTMENTS: Increased Revenue Emergency Operations Management Activity Planning Activity Costs Public Information Activity Costs General Technical Adjustments $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 430 $ - $ (208,027) 249,162 129,939 (13,402) 157,672 $ 1,015,733 $ 244,776 244,776 893,926 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Emergency Management, Appointed Mandates 150 EMERGENCY MANAGEMENT MANDATED EXPENDITURES 2,000,000 1,500,000 1,000,000 500,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Program Activity PREPAREDNESS TRAINING AND EXERCISE PLANNING PUBLIC INFORMATION RESPONSE & RECOVERY EMERGENCY OPERATIONS MGMT Purpose The purpose of the preparedness program is to provide plans and programs that will reduce or eliminate the effects of disasters and enable political subdivisions and the population to respond when they occur. The purpose of the training and exercise activity is to provide training and disaster simulations for public and private entities within Maricopa County so they can gain the knowledge and practical experience needed to respond to an actual emergency. The purpose of the planning activity is to provide emergency plans and guidance for public and private entities within Maricopa County so that they can react in an informed and consistent manner to disasters. The purpose of the public information activity is to provide emergency awareness information to the people of Maricopa County so they can prepare for and respond to a disaster. Mandate NONE NONE NONE The purpose of the response and recovery program is to provide a coordinated disaster response capability for the people of Maricopa County in order to protect their lives and property and allow them to recover from a disaster. NONE The purpose of the emergency operations management activity is to provide a coordinated disaster response and recovery effort for the people of Maricopa County to protect their lives, their property, and the environment. 431 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed Employee Health Initiatives Analysis by Cynthia Goelz, Management & Budget Coordinator Departmental Information Organizational Chart County Manager Deputy County Manager Employee Health Initiatives Employee Health Initiatives Michael Schaiberger, Director Michael Schaiberger, Director Employee Health Initiatives Administration Mission The mission of the Employee Health Initiatives Department is to provide Board approved benefit plans which are effectively communicated, and provide department leadership with strategic direction and administrative support related to benefits so they can attract and retain qualified employees to achieve their business results. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • By June 30, 2006, increase Maricopa County employee satisfaction with benefits by 2% over the FY 2001-02 level as measured by the annual employee satisfaction survey. Status: Survey results will be available in 2006. 2002 Overall Benefit Satisfaction was 86%. In 2005, it was 91%. • Over the next four plan years, beginning with plan year 2003, the negotiated premium rates for the medical (general medical, vision, behavioral health/substance abuse, and pharmacy) insurance component of the benefits plan for the active employees will be no greater than 5 percentage points above the local market percentage of increase for public sector employer groups as provided by the external benefits actuary. Status: Changes to benefit premiums will be made January 1, 2006. 2005 plans continued to be less expensive than the state employees and most city of Phoenix plans. 432 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed Over the next five years, beginning with FY 2004, implement the action plan developed by County Counsel to ensure current and on-going Health Insurance Portability Accountability Act of 1996 (HIPAA) compliance within the Employee Benefits Division of Total Compensation. Status: Initial HIPAA compliance has been completed and all staff have been trained. Department Performance Information The County Sponsored General Medical and Pharmacy Services, Self Insured Pharmacy Services, Self Insured Dental Services, and Short Term Disability Services Activities comprise 84% Employee Health Initiatives’ budget in FY 2006-07. Historical performance data for these activities and commentary on significant variances is included below. County Sponsored General Medical and Pharmacy Activity Performance $7,000 $6,000 3,000 $5,000 $4,000 2,000 $3,000 $2,000 1,000 $1,000 0 Cost/Employee Enrolled # of Employees Enrolled 4,000 $0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Employee Enrolled A reduction in demand and output is attributed to the Special Health Care District no longer purchasing benefits from the County. While this resulted in a significant reduction in overall revenue and expenditures, the decrease in volume is causing an increase in the cost per employee enrolled since the fixed costs associated with operating the service will be distributed among a smaller pool of participants. 14,000 $1,800 12,000 $1,500 10,000 $1,200 8,000 $900 6,000 $600 4,000 $300 2,000 0 $0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output 433 FY 2006-07 ADOPTED Cost Per Employee Cost/Employee Enrolled # of Employees Self-Insured Pharmancy Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed A reduction in demand and output is due to the Special Health Care District no longer purchasing benefits from the County and changes occurring during open enrollment. While this resulted in a significant reduction in overall revenue and expenditures, the decrease in volume is causing an increase in the cost per employee enrolled since the fixed costs associated with operating the service will be distributed among a smaller pool of participants. 10,000 $750 8,000 $600 6,000 $450 4,000 $300 2,000 $150 0 Cost/Employee Enrolled # of Employees Enrolled Self-Insured Dental Activity Performance $0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Employee Enrolled A reduction in output and demand is due to the Special Health Care District no longer purchasing benefits from the County and a significant shift at open enrollment of County employees no longer electing the self-insured dental product. While this resulted in a significant reduction in overall revenue and expenditures, the decrease in volume is causing an increase in the cost per employee enrolled since the fixed costs associated with operating the service will be distributed among a smaller pool of participants. 10,000 $400 7,500 $300 5,000 $200 2,500 $100 0 Cost/Employee Enrolled # of Employees Enrolled Self-Insured Short Term Disability Activity Performance $0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Employee Enrolled Demand and output are anticipated to decrease slightly as a result of the Special Health Care District no longer purchasing benefits from the County. The cost per employee enrolled is projected to increase as a result of the change in output where the fixed costs of operating this benefit will be absorbed be a smaller pool of beneficiaries. 434 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed Ergonomics Evaluations 3,000 2006 *2007 3,329 1,859 1,463 3,110 1,817 1,463 0 2,537 1,000 1,463 2,000 1,463 Evaluations 4,000 **2008 Evaluations Performed Without Additonal FTE Evaluations Performed With Additional FTE Evaluations Requested County Manager The Ergonomics Evaluations Activity was new for FY 2006-07, so no historical data is available. The demand for the Ergonomics was higher than the output in FY 2006-07. One additional FTE was provided in FY 2006-07 and the number of evaluations performed is expected to continue increasing in FY 2007-08. Since the Ergonomics Activity is new, the demand is particularly high; as time goes on and more evaluations are performed, the efficiency level will increase. 435 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 35EH - EMPLOYEE HEALTH INITIATIVES ADDD - FI BASIC LIFE & AD&D CSGM - CS GEN MED & RX DETL - FI DENTAL EAPP - EAP FIGM - FI GEN MED FIHT - FI MENTAL HEALTH & SA FSAA - FSA INCE - MEDICAL INCENTIVE MACY - SI PHARMACY SICC - SI CONSUMER CHOICE DRUG PLAN SIDE - SI DENTAL STDD - STD DISABILITY VISN - FI VISION WBEG - WELL-BEING 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 35EH - EMPLOYEE HEALTH INITIATIVES ADDD - FI BASIC LIFE & AD&D CPAY - MED COPAY ADMINISTRATION CSGM - CS GEN MED & RX DETL - FI DENTAL EAPP - EAP FIGM - FI GEN MED FIHT - FI MENTAL HEALTH & SA FSAA - FSA INCE - MEDICAL INCENTIVE LEAV - LEAVE & BENEFITS COMPLIANCE MACY - SI PHARMACY MPRO - FI MISC PRODUCTS SICC - SI CONSUMER CHOICE DRUG PLAN SIDE - SI DENTAL STDD - STD DISABILITY VISN - FI VISION WBEG - WELL-BEING 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ FY 2005-06 ADOPTED 49,749,096 15,930,641 2,982 546,197 8,712 42,057 406,171 23,028,572 783,664 6,316,659 2,463,334 20,518 199,589 460,249 50,209,346 37,166,218 3,468 2,594 13,810,395 9,593 203,460 250,301 5,889 75,203 8,628 34,055 14,076,060 10,962 273,079 5,483,783 2,535,908 9,156 373,686 448,609 37,614,828 $ $ $ $ $ $ $ FY 2005-06 REVISED 52,563,534 18,702,030 4,088 166,081 635,449 17,866 45,777 440,676 20,167,548 1,567,495 7,441,468 3,154,470 11,657 208,929 2,453 52,565,987 52,546,840 18,725,941 212,399 364,308 57,994 437,232 19,993,207 1,551,357 7,388,458 3,387,296 428,648 375,992 52,922,832 $ $ $ $ $ $ $ 51,700,093 4,643 19,239,854 1,982 835,535 134,601 473 425,043 20,853,012 1,749,696 4,876,976 3,266,874 17,793 293,611 317,147 52,017,240 52,261,131 41 18,598,687 21 202,924 427,500 54,974 408,373 21,899,697 1,739,591 4,886,527 3,496,130 282 546,384 704,539 52,965,670 FY 2005-06 PROJECTED $ $ $ $ $ $ $ FY 2006-07 ADOPTED 48,009,418 3,643 16,535,215 3,821 96,877 741,102 16,041 26,938 414,851 18,751,251 1,592,295 6,762,449 2,837,917 18,136 208,882 108,975 48,118,393 46,524,025 1,738 1,086 17,400,486 3,774 189,738 305,059 1,101 61,769 4,795 6,792 17,226,192 2,773 1,167,669 6,631,433 3,111,809 2,341 405,469 490,530 47,014,555 $ $ $ $ $ $ $ 24,739,253 11,250 2,935,420 179,346 105,020 11,250 62,640 458,518 13,930,320 1,504,616 2,226,060 2,868,786 11,250 434,777 375,000 25,114,253 25,837,170 11,250 3,174,960 181,861 353,590 11,250 62,640 458,518 14,192,546 1,504,616 2,226,060 2,902,193 11,250 746,436 874,001 677 26,711,848 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ (26,960,840) 6,607 (16,304,434) (1,982) 179,346 (730,515) (123,351) 62,167 33,475 (6,922,692) (245,080) (2,650,916) (398,088) (6,543) 141,166 57,853 (26,902,987) 100.1% 100.0% 100.3% 100.0% 100.0% 99.2% 100.0% 100.0% 121.9% 99.9% 100.0% 100.0% 100.0% 100.0% 101.9% 100.0% 100.1% 26,423,961 50.6% (11,209) -27339.0% 15,423,727 82.9% 21 100.0% 21,063 10.4% 73,910 17.3% (11,250) (7,666) -13.9% (50,145) -12.3% 7,707,151 35.2% 234,975 13.5% 2,660,467 54.4% 593,937 17.0% (10,968) -3889.4% (200,052) -36.6% (169,462) -24.1% (677) 26,253,822 49.6% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE OTHER FINANCING SOURCES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 2,143,725 40,029,408 491,206 7,545,007 50,209,346 $ 1,283,033 21,452 36,299,351 10,992 37,614,828 $ $ $ FY 2005-06 REVISED 15,977,232 36,213,755 375,000 52,565,987 $ 1,597,416 23,699 51,288,386 13,331 52,922,832 $ $ $ FY 2005-06 PROJECTED 15,452,447 36,143,815 420,978 52,017,240 $ 1,637,222 35,029 51,279,770 13,649 52,965,670 $ 436 $ $ FY 2006-07 ADOPTED 14,558,712 33,222,045 337,636 48,118,393 $ 1,531,825 25,684 45,444,564 12,482 47,014,555 $ $ $ ADOPTED TO REVISED VARIANCE % 2,533,106 22,206,147 375,000 25,114,253 $ 1,719,430 28,615 24,949,710 14,093 26,711,848 $ $ $ (12,919,341) (13,937,668) (45,978) (26,902,987) -83.6% -38.6% -10.9% (82,208) 6,414 26,330,060 (444) 26,253,822 -5.0% 18.3% 51.3% -3.3% 49.6% -51.7% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL $ 652 HS SELF-INSURED TRUST FUND 685 BENEFITS TRUST ALL FUNDS $ EXPENDITURES 100 GENERAL $ 652 HS SELF-INSURED TRUST FUND 685 BENEFITS TRUST ALL FUNDS $ FY 2005-06 ADOPTED 25,889 20,228,601 29,954,856 50,209,346 $ 1,861,201 15,731,502 20,022,124 37,614,828 $ $ $ FY 2005-06 REVISED 1,594,188 21,514,935 29,456,864 52,565,987 $ 2,326,033 21,439,935 29,156,864 52,922,832 $ $ $ FY 2005-06 PROJECTED 1,045,441 21,514,935 29,456,864 52,017,240 $ 2,368,871 21,439,935 29,156,864 52,965,670 $ $ $ FY 2006-07 ADOPTED 1,455,905 19,742,895 26,919,594 48,118,393 $ 2,129,487 19,693,501 25,191,567 47,014,555 $ $ $ ADOPTED TO REVISED VARIANCE % 485,364 2,929,163 21,699,726 25,114,253 $ 2,457,959 2,854,163 21,399,726 26,711,848 $ $ $ (560,077) (18,585,772) (7,757,138) (26,902,987) -53.6% -86.4% -26.3% -51.7% (89,088) 18,585,772 7,757,138 26,253,822 -3.8% 86.7% 26.6% 49.6% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 23.00 23.00 FY 2005-06 REVISED 23.00 23.00 FY 2006-07 ADOPTED 24.00 24.00 ADOPTED TO REVISED VARIANCE % 1.00 4% 1.00 4% Recommending increase of 1 FTE associated with FY 2005-06 RIR for additional Ergonomist. Base Adjustments Revenue • Adjustment to All Funds and Activities for Enrollment Changes (-$27,415,561): Adjustments to all funds for the loss of premium revenue associated with Special Health Care District Staff no longer purchasing benefits through the County, as well as changes resulting from open enrollment ($27,415,561). The impact by fund is: General Fund (100): ($1,062,801) Benefits Trust Fund (685): ($8,393,003) HealthSelect Self-Insured Trust Fund (652): ($17,959,757). • Adjustment to General Fund Revenue in the County Sponsored General Medical, Fully Insured General Medical and Self-Insured Pharmacy Activities (-$46,023): To accurately reflect premium revenue for County staff, the Housing Authority and other outside purchasers of benefits, adjustments totaling (-$46,023) were made to reflect anticipated revenue based on enrollment multiplied by premium. • Adjustment to Record All Premium Revenue for the Self-Insured Pharmacy Activity in the Benefits Trust Fund (net impact of $0): The Self-Insured Pharmacy Activity revenue and expenditures will be included in the Benefits Trust Fund (685) for all individuals, not just those selecting a fully insured medical benefit. As a result of this change, the revenue budget in the HealthSelect Self-Insured Trust Fund (652) was decreased by $501,564 and the revenue in the Benefits Trust Fund (685) was increased by $501,564 for a overall net impact of zero. • Adjustment to Record All Premium Revenue for the Consumer Choice Pharmacy Activity in the Benefits Trust Fund (net impact of $0): The Consumer Choice Pharmacy Activity revenue and expenditures will be included in the Benefits Trust Fund (685) for all individuals, not just those selecting a fully insured medical benefit. As a result of this change, the revenue budget in the HealthSelect Self-Insured Trust Fund (652) was decreased by $125,724 and the 437 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed revenue in the Benefits Trust Fund (685) was increased by $125,724 for a overall net impact of zero. • Adjustment to the Well-Being Activity Revenue ($2,586): The revenue from Other purchasers of benefits was increased by $2,586 to reflect the anticipated premiums for the number of other purchasers enrolled. The increase to the HealthSelect Self-Insured Trust Fund (652) was $1273 and the increase to the Benefits Trust Fund (685) was $1,313. • Adjustment to the Medical Incentive Activity Revenue ($6,007): The revenue from Other purchasers of benefits was increased by $6,007 in the Benefits Trust Fund (685) to reflect the anticipated premiums for the number of other purchasers enrolled. • Adjustment to the Fully Insured Medical Activity Revenue ($1,257): The revenue from Other purchasers of benefits for External Prosthetic Devices was increased by $1,257 in the Benefits Trust Fund (685) to reflect the anticipated premiums for the number of other purchasers enrolled. Expenditures • Adjustment to All Funds and Activities for Enrollment Changes (-$26,352,763): Adjustments were made to the expenditure budgets of all activities due to the volume variance associated with Special Health Care District Staff no longer purchasing benefits through the County, as well as changes resulting from open enrollment ($26,352,763). The impact by fund is: Benefits Trust Fund (685): ($8,393,006) HealthSelect Self-Insured Trust Fund (652): ($17,959,757) • Adjustment to Record All Expenditures for the Self-Insured Pharmacy Activity in the Benefits Trust Fund (net impact of $4): The Self-Insured Pharmacy Activity revenue and expenditures will be included in the Benefits Trust Fund (685) for all individuals, not just those selecting a fully insured medical benefit. As a result of this change, the expenditure budget in the HealthSelect Self-Insured Trust Fund (652) was decreased by $501,564 and the expenditures in the Benefits Trust Fund (685) were increased by $501,568. • Adjustment to Record All Expenditures for the Consumer Choice Pharmacy Activity in the Benefits Trust Fund (net impact of -$1): The Consumer Choice Pharmacy Activity revenue and expenditures will be included in the Benefits Trust Fund (685) for all individuals, not just those selecting a fully insured medical benefit. As a result of this change, the expenditure budget in the HealthSelect Self-Insured Trust Fund (652) was decreased by $125,724 and the expenditures in the Benefits Trust Fund (685) were increased by $125,723. • Adjustment to Salary and Benefit Savings in All Activities (-$5,753): Salary and Benefits Savings in the General Fund (100) were adjusted by ($5,753) to equal a vacancy rate of .85 FTE. • Adjustment to Debt Service in All Activities (-$7,646): Debt service expenditures in the General Fund (100) were reduced by ($7,646) to reflect an expenditure level based on current obligations. 438 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed • Adjustment to Other Personnel in All Activities (-$145,720): An adjustment was made to Other Personnel in the General Fund (100) to redirect resources to Ergonomist and the 2 positions previously funded in part by the Maricopa Managed Care department, ($145,720). • Adjustment to the Well-Being Activity Expenditures ($67,208): An adjustment of $67,208 was made to the Well–Being Activity in the General Fund (100) for the additional Ergonomist added in FY 2005-06 to improve the department’s ability to meet the demand for ergonomic services. • Adjustment to the Well-Being Activity Expenditures ($2,585): An adjustment of $2,585 was made to the Well-Being Activity to budget for expenditures associated with Other purchasers of benefits. The increase to the HealthSelect Self-Insured Trust Fund (652) was $1,273 and the increase to the Benefits Trust Fund (685) was $1,312. • Adjustment to the Medical Incentive Activity Expenditures ($6,007): An adjustment of $6,007 was made to the Medical Incentive Activity in the Benefits Trust Fund (685) to budget for expenditures associated with Other purchasers of benefits. • Adjustment to the Fully Insured Medical Activity Expenditures ($1,258): An adjustment of $1,258 was made to the Fully Insured Medical Activity in the Benefits Trust Fund (685) to budget for expenditures associated with Other purchasers of benefits for External Prosthetic Devices. • Adjustment to the Office of the Director Activity ($81,168): An adjustment was made to the Personnel Allocation Out of $81,168 in the General Fund (100) for the Director and Project Manager’s salary and benefit expense previously allocated to the Maricopa Managed Care department. Results Initiatives No results initiative requests are being considered for this department. 439 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 2,326,033 $ 1,594,188 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: $ Subtotal $ 30,676 30,676 $ $ - $ 2,356,709 $ 1,594,188 $ $ Subtotal $ 24,058 21,837 6,562 51,128 111,993.00 $ - $ 2,468,702 $ 1,594,188 - $ (1,062,801) (46,023) (5,753) (7,646) (145,720) 81,168 67,208 (10,743) $ (1,108,824) BASE ADJUSTMENTS: Adjustment to All Funds and Activities for Enrollment Changes $ Adjustment to General Fund Revenue in the County Sponsored General Medical, Fully Insured General Medical and Self-Insured Pharmacy Activities Adjustment to Salary and Benefit Savings in All Activities Adjustment to Debt Service in All Activites Adjustment to Other Personnel in All Activities Adjustment to Office of the Director Activity Adjustment to Well-Being Activity Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 440 2,457,959 $ 485,364 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed HS Self Insured Trust Fund (652) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 21,439,935 $ 21,514,935 FY 2005-06 REVISED RESTATED BUDGET: $ BASE ADJUSTMENTS: $ Adjustment to All Funds and Activities for Enrollment Changes Adjustment to Record All Premium Revenue and All Expenditures for the Self-Insured Pharmacy Activity in the Benefits Trust Fund Adjustment to Record All Premium Revenue and All Expenditures for the Consumer Choice Pharmacy Activity in the Benefits Trust Fund Adjustment to the Well-Being Activity Revenue and Expenditures Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 21,439,935 $ (17,959,757) $ (501,564) (125,724) 21,514,935 (17,959,757) (501,564) (125,724) 1,273 (18,585,772) $ 1,273 (18,585,772) 2,854,163 $ 2,929,163 FY 2005-06 ADOPTED BUDGET: EXPENDITURES $ 29,156,864 $ REVENUE 29,456,864 FY 2005-06 REVISED RESTATED BUDGET: $ $ 29,456,864 Benefits Trust Fund (685) Appropriated Budget Reconciliation BASE ADJUSTMENTS: Adjustment to All Funds and Activities for Enrollment Changes $ Adjustment to Record All Premium Revenue and All Expenditures for the SelfInsured Pharmacy Activity in the Benefits Trust Fund Adjustment to Record All Premium Revenue and All Expenditures for the Consumer Choice Pharmacy Activity in the Benefits Trust Fund Adjusment to the Well-Being Activity Revenue and Expenditures Adjustment to the Medical Incentive Activity Revenue and Expenditures Adjustment to the Fully Insured General Medical Activity Revenue and Expenditures Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 441 29,156,864 (8,393,006) $ 501,568 (8,393,003) 501,564 125,723 125,724 1,312 6,007 1,313 6,007 1,258 1,257 (7,757,138) $ (7,757,138) 21,399,726 21,699,726 $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed Mandates 350 EMPLOYEE HEALTH INITIATIVES MANDATED EXPENDITURES 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED INTERNAL SERVICE FUNDS MANDATED INTERNAL SERVICE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the Adjustments to all funds for the loss of premium revenue associated with Special Health Care District Staff no longer purchasing benefits through the County, as well as changes resulting from open enrollment. See the Base Adjustment section above for additional detail. Program Activity EMPLOYEE HEALTH INITIATIVES FI BASIC LIFE & AD&D CS GEN MED & RX FI DENTAL EAP FI GEN MED FI MENTAL HEALTH & SA FSA MEDICAL INCENTIVE Purpose Mandate The purpose of the Employee Health Initiatives Program is to provide Board approved benefit plans to department leadership so that they can attract and retain qualified employees to achieve their business goals. The purpose of the Fully Insured (FI) Basic Life and AD&D Activity is to provide an employer ADMINISTRATIVE paid basic term life insurance and AD&D benefit to Maricopa County employees so that costs can be managed in the event of a death or dismemberment. The purpose of the County Sponsored (CS) General Medical and Pharmacy Activity is to ADMINISTRATIVE provide a cost effective satisfactory benefit plan to benefit eligible Maricopa County active employees and retirees, so that they can choose medical which meet their needs. The purpose of the Fully Insured (FI) Dental Activity is to provide a cost effective satisfactory ADMINISTRATIVE prepaid dental benefit plan with an adequate network of participating dentists to benefit eligible Maricopa County employees so that they can choose a dental care organization and a primary care dental provider which meet their needs. The purpose of the Employee Assistance Program (EAP) Activity is to provide a cost effective ADMINISTRATIVE satisfactory Employee Assistance Program (EAP) to Maricopa County employees so that they can effectively resolve problems or concerns which become overwhelming and affect work performance, personal happiness, family relations and health. The purpose of the Fully Insured (FI) General Medical Activity is to provide a cost effective satisfactory benefit plan to benefit eligible Maricopa County active employees and retirees, so that they can choose medical coverage from a variety of general medical benefit plans which meet their needs. The purpose of the Fully Insured (FI) Mental health (MH) and Substance Abuse (SA) Activity is to provide a cost effective satisfactory benefit plan to benefit eligible Maricopa County active employees and retirees, so that they can receive external confidential counseling when faced with personal challenges to help people live and work well. The purpose of the Flexible Spending Account (FSA) Activity is to provide a cost effective elective reimbursement benefit plan to Maricopa County employees so that they can contribute pre-tax money to pay for health care expenses that are not covered by their insurance program and to pay for dependent care expenses as defined by the Internal Revenue Code. The purpose of the General Medical Incentive Activity is to provide quality health care to benefit eligible Maricopa County employees by incenting the vendor according to nationally recognized standards so that they can receive medical services which demonstrate value. 442 ADMINISTRATIVE ADMINISTRATIVE ADMINISTRATIVE ADMINISTRATIVE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Employee Health Initiatives, Appointed Mandates (Continued) Program Activity LEAVE & BENEFITS COMPLIANCE Purpose Mandate The purpose of the Leave and Benefits Compliance Activity is to ensure that Maricopa County ADMINISTRATIVE procedures and policies are in compliance with all leave and benefit state and federal statues so that Maricopa County Management correctly interrupts and applies those policies and Maricopa County employees are treated fairly according to those laws. SI PHARMACY The purpose of the Self Insured (SI) Pharmacy Activity is to provide a cost effective satisfactory pharmacy benefit plan to benefit eligible Maricopa County active employees and retiree, so that they can manage costs by chosing a “generic”, “preferred” or “non-preferred” prescription drug medication. The purpose of the Fully Insured (FI) Miscellaneous Products Activity is to provide an array of elective Fully Insured Products to Maricopa County employees, so that they can choose additional benefits to help manage their health and personal costs. The purpose of the Self Insured (SI) Consumer Choice Drug Plan activity is to provide a cost effective satisfactory pharmacy benefit plan to benefit eligible Maricopa County active employees and retirees, so they can spend the funds as smart consumers through the use of the most cost effective medication and an added incentive that allows for the unused funds to carry over to the next benefit year. The purpose of the Self Insured (SI) Dental Activity is to provide a cost effective satisfactory dental benefit plan to Mariopa County employees so that they can choose a dental care organization that offers freedom of choice in selecting a dental provider and by offering a product with in-network and out-of-work benefits. The purpose of the Self Insured (SI) Short-Term Disability Activity is to provide an elective cost effective satisfactory benefit to Maricopa County employees so that they can receive benefits if unable to work and lose income because of a covered illness or injury. FI MISC PRODUCTS SI CONSUMER CHOICE DRUG PLAN SI DENTAL STD DISABILITY FI VISION WELL-BEING ERGONOMICS ADMINISTRATIVE ADMINISTRATIVE ADMINISTRATIVE ADMINISTRATIVE ADMINISTRATIVE The purpose of the Fully Insured (FI) Vision Activity is to provide a cost effective satisfactory ADMINISTRATIVE benefit plan benefit eligible Maricopa County employees and retirees, so that they can use vision services which meet their needs. The purpose of the Employee Well-Being Activity is to provide direction, education, consulting ADMINISTRATIVE and health services for Maricopa County employees so that they can have tools and information to improve their health. The purpose of the Ergonomic Activity is to provide direction, education, consulting and health ADMINISTRATIVE services for Maricopa County Employees so that they can do their jobs safely and well. 443 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed Enterprise Technology Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organizational Chart Deputy County Manager Enterprise IT Management & Oversight Chief Information Officer Chris Kozakis Administration Deputy Chief Information Officer Telecommunications Enterprise Applications Enterprise Service Desk Enterprise Desktop Support Mission The mission of the Office of Enterprise Technology is to provide strategic vision, leadership and enterprise solutions to County leaders and staff so they can meet their goals and deliver results to the public with maximum efficiency and effectiveness. Vision Delivering innovative solutions with accountability. Strategic Goals • “Process Improvements” -- By June 30, 2007, implement process improvements to establish a reputation for providing outstanding client service for all IT systems delivered across the enterprise. Status: The department continues to work toward this goal. In the first quarter of FY 2006, the department has streamlined their Web Solutions request process to a single source that allows requests to be tracked, monitored and acted on more efficiently. • “Training/Retention” -- By June 30, 2006, provide high caliber training opportunities that promote improvements in IT knowledge, skills and abilities throughout the enterprise, making the Office of enterprise Technology a great place to work. Status: The department has completed 444 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed research to identify critical and vital needs for the current staff. The adopted budget supports their efforts to provide training opportunities • “Service Delivery Model” -- By June 30, 2008, collaboratively develop a planning framework, architecture, measures and processes with which to prioritize sound IT investment decisions in a federated IT service delivery model. Status: The department has begun this process by implementing templates and system architecture practices to ensure consistency to ensure applications are designed efficiently and useable. • “Mitigate Risk Factors” -- By June 30, 2006, through enterprise policies and standards, establish an enforceable process to successfully manage IT risk in a safer global environment. Status: The department has begun working with other County departments to revise the County’s information technology security policy. • “Infrastructure” -- By June 30, 2007, through an IT governance framework of policies and standards, promote convergence, mobility, applications and systems integration throughout the enterprise. Status: There is continued integration of applications throughout the enterprise. However, the department has not established the policies and standards to be used for the analysis of requests and projects. • “Strategic Plan” -- By April 2008, develop a County-wide IT Strategic Plan, a set of County-wide IT Architecture Specifications, introduce an updated set of County-wide IT performance metrics, and develop and implement an IT governance review process. Status: The department has developed a three-tier governance structure and is now in the development stages of a Countywide information technology decision making process. 445 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed Department Performance Information Demand for desktop services is expected to increase 19% from the projected FY 2005-06 number of 659 service calls to 816 in FY 2006-07. This is due to the planned desktop refresh of over 4,000 PC’s in FY 2006-07. In addition, the cost per service call is expected to increase. This is due to server replacements and new capital equipment that the Enterprise Technology Department will need in order to maintain the current level of service. Desktop Support Activity Performance 900 1,400 800 1,200 1,000 600 500 800 400 600 300 400 200 200 100 0 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost Per Service Call 446 Cost/Service Call # of Service Calls 700 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL FY 2005-06 ADOPTED REVENUE 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ DTNW - DATA NETWORK PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ 16,617,355 5,511,721 2,030,269 2,274,432 138,232 6,662,701 59,681 16,677,036 $ EXPENDITURES 41AP - INFO TECHNOLOGY APPLICATION BMFR - BUDGET/MANAGING FOR RESULTS FCAP - FINANCIAL APPLICATIONS HRAP - HUMAN RESOURCE APPLICATIONS 41IF - INFO TECHNOLOGY INFRASTRUCTURE DTNW - DATA NETWORK NWPT - NETWORK PROTECTION PLCD - PERSONAL COMMUNICATION DEVICES RDNW - RADIO NETWORK RMAC - REMOTE ACCESS VCST - VOICE SYSTEMS 41MG - INFO TECHNOLOGY MANAGEMENT EPMG - ENTERPRISE MANAGEMENT TFPP - TECHNOLOGY FINANCE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS 1,482,710 588 433,526 1,048,596 15,088,465 3,105,428 374,824 2,009,597 2,218,794 89,412 7,290,410 875,674 875,674 855,229 312,750 2,990,977 21,605,805 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 15,232,361 3,849,639 1,578,557 2,356,475 140,064 7,307,626 15,232,361 $ 1,278,560 1,885 422,425 854,250 14,197,713 2,768,571 572,878 1,615,706 2,257,748 28,507 6,954,303 510,179 510,179 1,301,737 293,494 3,124,115 20,705,798 $ $ $ $ $ $ $ $ $ FY 2005-06 PROJECTED 15,232,361 3,849,639 1,578,557 2,356,475 140,064 7,307,626 15,232,361 $ 1,319,779 22,375 496,671 800,733 14,427,002 2,956,271 606,822 1,601,370 2,290,297 28,539 6,943,703 506,830 484,869 21,961 1,207,740 293,494 3,164,700 20,919,545 $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 16,405,851 4,336,692 1,714,187 2,153,705 157,077 8,044,190 2,501 16,408,352 $ 1,332,875 4,441 422,630 905,804 14,820,519 2,916,328 699,514 1,759,462 2,101,809 63,059 7,280,349 462,552 462,081 471 1,073,285 293,494 3,079,819 21,062,545 $ $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 16,557,997 4,336,692 1,714,100 2,302,878 157,077 8,047,250 16,557,997 $ 3,139,330 360,689 1,168,791 1,609,850 13,379,828 2,451,747 266,756 1,859,847 2,019,642 29,343 6,752,493 956,718 956,718 629,298 340,037 3,136,514 21,581,725 $ $ $ $ $ $ $ $ $ (1,325,636) (487,053) (135,543) 53,597 (17,013) (739,624) (1,325,636) -8.7% -12.7% -8.6% 2.3% -12.1% -10.1% (1,819,551) (338,314) (672,120) (809,117) 1,047,174 504,524 340,066 (258,477) 270,655 (804) 191,210 (449,888) (471,849) 21,961 578,442 (46,543) 28,186 (662,180) -137.9% -1512.0% -135.3% -101.0% 7.3% 17.1% 56.0% -16.1% 11.8% -2.8% 2.8% -88.8% -97.3% 100.0% 47.9% -15.9% 0.9% -3.2% -8.7% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ 1,228,003 15,380,872 68,161 16,677,036 6,588,698 2,140,986 11,143,300 312,750 1,420,071 21,605,805 FY 2005-06 ADOPTED $ $ $ $ 1,239,200 13,982,161 11,000 15,232,361 7,784,229 1,168,311 9,774,317 293,494 1,685,447 20,705,798 FY 2005-06 REVISED $ $ $ $ 1,247,738 13,973,623 11,000 15,232,361 8,081,249 1,168,310 9,691,045 293,494 1,685,447 20,919,545 FY 2005-06 PROJECTED $ 917,107 15,481,825 9,420 16,408,352 $ $ 7,304,979 1,358,424 10,307,195 293,494 1,798,452 21,062,545 $ FY 2006-07 ADOPTED $ $ $ $ 876,679 15,670,318 11,000 16,557,997 8,406,808 1,181,848 10,520,291 286,708 1,186,070 21,581,725 ADOPTED TO REVISED VARIANCE % $ $ $ $ (371,059) 1,696,695 1,325,636 -29.7% 12.1% 0.0% 8.7% (325,559) (13,538) (829,246) 6,786 499,377 (662,180) -4.0% -1.2% -8.6% 2.3% 29.6% -3.2% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 681 TELECOMMUNICATIONS ALL FUNDS EXPENDITURES 100 GENERAL 681 TELECOMMUNICATIONS ALL FUNDS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 16,677,036 16,677,036 $ $ 15,232,361 15,232,361 $ $ 15,232,361 15,232,361 $ $ 16,408,352 16,408,352 $ $ 16,557,997 16,557,997 $ $ 1,325,636 1,325,636 $ 5,990,369 15,615,436 21,605,805 $ 5,819,236 14,886,562 20,705,798 $ 5,958,951 14,960,594 20,919,545 $ 5,776,409 15,286,136 21,062,545 $ 7,504,804 14,076,921 21,581,725 $ (1,545,853) 883,673 (662,180) $ $ $ 447 $ $ $ 8.7% 8.7% -25.9% 5.9% -3.2% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed Personnel by Fund 100 GENERAL 681 TELECOMMUNICATIONS TOTAL FUNDS • • • FY 2005-06 ADOPTED 63.00 46.00 109.00 FY 2005-06 REVISED 61.00 47.00 108.00 FY 2006-07 ADOPTED 62.00 47.00 109.00 ADOPTED TO REVISED VARIANCE % 1.00 1.6% 0.0% 1.00 0.9% Position restated from the Human Resources Department (+1 FTE). Imaging Administrator position for support of Finance led imaging system (+1 FTE). Four positions being condensed into three, resulting from a restructuring (-1 FTE). Base Adjustments Fund 100 • Business Services Activity Increase ($1,819,551): The adopted budget includes a base adjustment in the amount of $1,819,551 for the payments of the PeopleSoft annual maintenance charge, software previously unbudgeted and debt service payments for capital leases to replace aging servers. • Reallocate Administrative Services Program Costs (-$580,090): The adopted budget includes a reallocation of $580,090 in Administrative Program costs to all activities within the Office of Enterprise Technology. • Reallocate Funding to the Enterprise Management Activity ($280,710): The adopted budget is reflective of increased personnel costs for 2 FTE’s and associated supplies and services in the amount of $280,710. • General Technical Adjustments ($25,682): The adopted budget includes a net increase of $25,682 across all activities as a result of health/dental and retirement contributions and other minor technical adjustments. Fund 681 • Revenue Increases ($1,325,636): The adopted budget includes previously unbudgeted revenue based on the expected demand and output for telecommunication services. • Reduction of Request over Target (-$979,426): The adopted budget includes an expenditure reduction in the amount of $979,426. This is a reduction equal to the amount the department submitted in their budget in excess of their budget target. • General Technical Adjustments ($95,753): The adopted budget is inclusive of a $95,753 net increase across all activities as a result of health/dental and retirement contributions and other minor technical adjustments. Results Initiatives Fund 100 • Redline Appliance for the Business Services Activity ($9,600): The adopted budget provides additional funding in the amount of $9,600 to support the addition of a Redline 448 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed Appliance. Expected Result: The addition of the Redline Appliance is expected to enable accurate load testing to be performed in the PeopleSoft test environment. General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUES $ 5,623,616 $ - FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance Mid-year Health/Dental Increases Mid-year FY 2005-06 DRP/LRP $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Restatements Retirement Contributions Annualization of FY 2006 Initiatives FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: Request Under Target BASE ADJUSTMENTS: Business Services Activity Increase Reallocate Administrative Services Program Costs Reallocate Funding to the Enterprise Management Activity General Technical Adjustments $ Subtotal $ 118,393 13,064 8,258 139,715 $ 5,763,331 $ $ $ Subtotal $ 28,670 195,620 62,623 190,259 4,587 19,820 136,244 637,823 $ - $ 6,401,154 $ - $ (452,203) $ - $ 1,819,551 $ (580,090) 280,710 25,682 1,545,853 $ - $ 7,494,804 $ - $ Subtotal $ 9,600 9,600 $ - $ 7,504,404 $ - Subtotal $ FY 2006-07 RECOMMENDED BASE: RESULTS INITIATIVES: Redline Appliance for the Business Services Activity FY 2006-07 ADOPTED BUDGET: 449 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed Office of Enterprise Technology Telecommunications (681) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 14,886,562 $ 15,232,361 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2006-07 Pay for Performance $ Subtotal $ 74,032 74,032 $ $ - $ 14,960,594 $ 15,232,361 $ 22,090 $ 42,510 (1,125,250) 1,312 79,912 (979,426) $ Subtotal $ FY 2006-07 BUDGET TARGET: Expenditure Request Over Target Revenue Request Over Target BASE ADJUSTMENTS: Revenue Increases Reduction of Request Over Target General Technical Adjustments $ 13,981,168 $ 979,426 - $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 450 $ 15,018,031 214,330 - $ (979,426) 95,753 (883,673) $ 14,076,921 (214,330) (214,330) $ 1,325,636 1,325,636 16,557,997 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed Mandates 410 OFFICE OF ENTERPRISE TECHNOLOGY MANDATED EXPENDITURES 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 FY 2004-05 ACTUAL INTERNAL SERVICE FUND MANDATED INTERNAL SERVICE FUND NON-MANDATED BUDGET/MANAGING FOR RESULTS FINANCIAL APPLICATIONS HUMAN RESOURCE APPLICATIONS INFO TECHNOLOGY INFRASTRUCTURE DATA NETWORK NETWORK PROTECTION PERSONAL COMMUNICATION DEVICES REMOTE ACCESS VOICE SYSTEMS FY 2006-07 ADOPTED GENERAL FUND NON-MANDATED Program Activity INFO TECHNOLOGY APPLICATION RADIO NETWORK FY 2005-06 PROJECTED GENERAL FUND MANDATED Purpose Mandate The purpose of the IT Application Program is to provide County-wide solutions on behalf of administrative departments so that they can meet their goals and deliver maximum benefit from their technology investments. The purpose of the BUDGET AND MFR APPLICATIONS activity is to provide maintenance on NONE existing applications and development of new applications for the Office of Management and Budget so it can automate its business functions to meet their goals and deliver results. The purpose of the FINANCIAL APPLICATIONS activity is to provide maintenance on existing NONE applications and development of new applications for the Finance Department so it can automate its business functions to meet their goals and deliver results. The purpose of the HUMAN RESOURCES APPLICATIONS activity is to provide maintenance NONE on existing applications and development of new applications for the Human Resources Department so it can automate its business functions to meet their goals and deliver results. The purpose of the IT Infrastructure program is to provide an integrated, robust, electronic platform to County departments, participating jurisdictions and the Public so that they can conveniently and dependably conduct business regardless of location. The purpose of the DATA NETWORK activity is to provide a stable network with adequate bandwidth for County applications to County employees and the public so that they can transact business electronically. The purpose of the NETWORK PROTECTION activity is to proactively monitor each server accessible to the internet on the County network making sure that vulnerabilities are detected and appropriate patches deployed so that County employees and public have uninterrupted access and have confidence in the integrity of resources and data. The purpose of the PERSONAL COMMUNICATION DEVICES activity is to provide County employees with wireless communications devices obtained via approved vendors so that they can communicate from any location at any time. The purpose of the RADIO NETWORK activity is to provide robust and reliable wireless voice communications to public safety and public works customers, County and non-County so that they can communicate throughout Maricopa County. The purpose of the REMOTE ACCESS activity is to provide secure access from remote locations into the County network, regardless of mode of access so teleworkers can conduct business regardless of location. The purpose of the VOICE SYSTEMS Activity is to provide stable telecommunication related services, analysts and repair to all County agencies so that the County employees and public can interact in a reliable and easy manner. 451 NONE NONE NONE NONE NONE NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Enterprise Technology, Appointed Mandates (Continued) Program Activity INFO TECHNOLOGY MANAGEMENT ENTERPRISE MANAGEMENT TECHNOLOGY FINANCE Purpose Mandate The purpose of the IT Management program is to provide vision, direction, leadership and IT oversight to County senior management so that they can effectively plan for and obtain maximum benefit from the IT resource. NONE The purpose of the ENTERPRISE MANAGEMENT, COORDINATION AND CONSULTING activity is to provide vision, leadership, direction, analysis and recommendations to county management, staff and partners so they can collaborate on common goals and initiatives, implement IT best practices, optimize county IT resources and make informed business decisions. The purpose of the Technology Finance Program Activity is to provide a financing method for NONE the purchase of computer equipment and peripherals for Maricopa County departments so that the County may plan and control technology expenditures and correctly capture information technology inventory. 452 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Environmental Services Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Environmental Services John Power, Director Water & Waste Water Management Division Business & Community Services Division Environmental Health Division Mission The mission of the Environmental Services Department is to provide effective environmental management to the people of Maricopa County so that residents 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 “Programs” -- Manage department programs to meet the increasing demand for essential environmental services resulting from Maricopa County growth. Status: The department has completed a workload analysis and is working with OMB to establish a new fee model, staffing requirements and capital that will meet the growing needs of the department. 453 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Department Performance Information In FY 2006-07, demand and output are expected to remain flat compared to the FY 2005-06 projected level. The cost per inspection will increase due to the recent market based compensation adjustments for the Food Service Inspectors. 70,000 120 60,000 100 50,000 80 40,000 60 30,000 40 20,000 Cost/Inspection # of Inspections Food Service Inspections Activity Performance 20 10,000 0 0 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output Cost Per Inspection Demand and output for FY 2005-06 significantly increased compared to the FY 2004-05 actuals. In FY 2006-07, demand and output are expected to increase slightly compared to the FY 2005-06 projected level. The cost per inspection is expected to remain flat compared to FY 2005-06. Vector Surveillance and Testing Activity Performance 7,000 160 6,000 140 # of Tests 100 4,000 80 3,000 60 2,000 40 1,000 20 0 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output 454 Cost Per Test Cost/Test 120 5,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 88EH - ENVIRONMENTAL HEALTH SERVICES EHEN - ENV HEALTH ENFORCEMENT ACT EHPC - ENV HEALTH PERMIT COMPLIANCE EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD SERVICE INSPECTIONS FSLC - FOOD SERVICE LICENSING ACT FWBI - FOOD&WATER BORNE ILLNESS INV NPRC - NONPERMIT RELATED COMPLIANCE SPPR - SWIMMING POOL PLAN REVIEW 88WW - WATER AND WASTE MANAGEMENT PUBW - PUBLIC WATER COMPLIANCE & PRMT SOLW - SOLID WASTE COMPLIANCE & PRMT WASW - WASTE WATER COMPLIANCE & PRMT 88MR - MOSQUITO & RAT CONTROL PROGRAM LARV - MOSQUITO LARVICIDING MRAA - MOSQUITO & RAT ABATEMENT ACT 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 88EH - ENVIRONMENTAL HEALTH SERVICES EHEN - ENV HEALTH ENFORCEMENT ACT EHPC - ENV HEALTH PERMIT COMPLIANCE EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD SERVICE INSPECTIONS FSLC - FOOD SERVICE LICENSING ACT FWBI - FOOD&WATER BORNE ILLNESS INV NPRC - NONPERMIT RELATED COMPLIANCE SPPR - SWIMMING POOL PLAN REVIEW 88WW - WATER AND WASTE MANAGEMENT PUBW - PUBLIC WATER COMPLIANCE & PRMT SOLW - SOLID WASTE COMPLIANCE & PRMT WASW - WASTE WATER COMPLIANCE & PRMT 88MR - MOSQUITO & RAT CONTROL PROGRAM ADLT - MOSQUITO ADULTICIDING LARV - MOSQUITO LARVICIDING MRAA - MOSQUITO & RAT ABATEMENT ACT MRCM - MOSQUITO & RAT COMPLAINT MNGT MRSA - MOSQUITO & RAT SURVEILLANCE RODT - RODENT CONTROL VCCM - VECTOR CONTROL COMPLAINT MGMT VPED - VECTOR PUBLIC EDUCATION VSAT - VECTOR SURVEILLANCE & TESTING 88SW - STORM WATER CONTROL PROGRAM SWCA - STORM WATER COMPLIANCE ACT 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ $ $ 7,089,675 26,086 5,343,937 640,923 14,387 1,064,343 4,258,867 (150) 276,185 3,982,832 158,999 (143,043) 13,308,656 6,280,733 138,803 4,291,397 442,392 574,018 284,663 121,614 144,686 283,160 2,423,857 355,165 138,440 1,930,252 958,730 576,898 252,798 129,034 39,759 39,759 1,392,611 347,963 12,477,964 FY 2005-06 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ $ 7,259,138 50,000 2,626,008 548,000 2,674,537 1,131,593 229,000 3,930,000 1,932,000 299,000 1,699,000 1,000 1,000 11,190,138 6,576,575 313,292 1,036,930 403,673 4,087,815 311,936 135,801 55,325 231,803 2,774,527 674,188 342,088 1,758,251 1,101,936 (42,188) 167,615 391,680 269,735 78,638 72,523 163,933 264,470 264,470 2,254,808 322,066 13,294,382 455 FY 2005-06 REVISED $ $ $ $ $ $ $ $ $ $ $ $ $ 7,316,638 50,000 2,681,008 548,000 2,677,037 1,131,593 229,000 4,488,371 2,380,371 299,000 1,809,000 1,000 1,000 11,806,009 6,752,090 314,346 1,008,410 417,134 4,209,339 350,250 158,432 53,038 241,141 3,167,529 1,057,758 349,485 1,760,286 1,113,716 128,603 318,021 14,806 299,712 36,208 316,366 294,487 294,487 2,261,229 322,066 13,911,117 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ $ $ $ $ 7,672,420 18,644 2,608,849 509,734 3,021,299 1,099,822 150,464 34,608 229,000 4,306,391 2,266,434 212,686 1,827,271 (505) 12,295,574 6,706,651 295,703 2,038,916 453,639 3,138,077 330,937 109,668 95,799 243,911 2,869,919 808,019 347,180 1,714,720 1,149,767 63,371 227,082 135,252 92,749 27,280 26,055 191,683 23,500 362,794 186,133 186,133 2,153,074 322,066 13,387,610 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ $ 7,575,622 309,867 2,681,008 519,906 2,822,458 828,311 150,464 34,608 229,000 4,745,779 2,380,371 299,000 2,066,408 1,000 1,000 12,322,401 7,742,240 313,315 1,005,787 441,002 5,150,555 363,678 178,096 31,222 258,585 3,015,785 993,615 201,412 1,820,758 1,218,100 73,834 406,420 15,956 309,052 16,053 396,785 121,630 121,630 2,261,551 378,412 14,737,718 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ $ $ $ $ (258,984) (259,867) 28,094 (145,421) 303,282 (150,464) (34,608) (257,408) (257,408) (1,000) 1,000 (516,392) -3.5% -519.7% 0.0% 5.1% -5.4% 26.8% (990,150) 1,031 2,623 (23,868) (941,216) (13,428) (19,664) 21,816 (17,444) 151,744 64,143 148,073 (60,472) (104,384) 54,769 (88,399) (1,150) (9,340) 20,155 (80,419) 172,857 172,857 (322) (56,346) (826,601) -14.7% 0.3% 0.3% -5.7% -22.4% -3.8% -12.4% 41.1% -7.2% 4.8% 6.1% 42.4% -3.4% -9.4% 42.6% -27.8% 0.0% -5.7% 0.0% 0.0% -14.2% 0.0% 100.0% -4.4% -7.8% -3.1% 55.7% -25.4% 58.7% 58.7% 0.0% -17.5% -5.9% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE LICENSES & PERMITS INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 9,512,044 1,957,035 661,296 27,892 1,150,389 13,308,656 $ $ 9,978,122 159,174 1,863,034 347,963 129,671 12,477,964 $ $ FY 2005-06 REVISED 9,230,545 1,000 777,000 50,000 1,131,593 11,190,138 $ 10,185,271 806,162 1,663,935 322,066 316,948 13,294,382 $ 9,843,916 1,000 777,000 50,000 1,134,093 11,806,009 $ 10,798,860 786,083 1,632,694 322,066 371,414 13,911,117 $ FY 2005-06 PROJECTED $ 9,862,439 312,430 748,906 1,371,799 12,295,574 $ $ 10,542,657 568,229 1,633,602 322,066 321,056 13,387,610 $ FY 2006-07 ADOPTED $ $ $ $ ADOPTED TO REVISED VARIANCE % 10,237,186 1,000 748,906 1,335,309 12,322,401 $ 12,179,757 535,020 1,458,125 378,412 186,404 14,737,718 $ $ $ 393,270 (28,094) (50,000) 201,216 516,392 4.0% 0.0% -3.6% -100.0% 17.7% 4.4% (1,380,897) 251,063 174,569 (56,346) 185,010 (826,601) -12.8% 31.9% 10.7% -17.5% 49.8% -5.9% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 505 ENVIRONMENTAL SERVICES GRANT 506 ENVIRONMTL SVCS ENV HEALTH ALL FUNDS EXPENDITURES 100 GENERAL 505 ENVIRONMENTAL SERVICES GRANT 506 ENVIRONMTL SVCS ENV HEALTH ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 1,971,147 11,337,510 13,308,656 $ 1,163,561 938,720 10,375,683 12,477,964 $ $ $ FY 2005-06 REVISED 26,000 11,164,138 11,190,138 $ 1,738,045 11,556,337 13,294,382 $ $ $ FY 2005-06 PROJECTED 26,000 11,780,009 11,806,009 $ 1,771,434 12,139,683 13,911,117 $ $ $ FY 2006-07 ADOPTED 312,430 11,983,144 12,295,574 $ 1,689,629 11,697,981 13,387,610 $ $ $ ADOPTED TO REVISED VARIANCE % 1,000 12,321,401 12,322,401 $ 2,419,397 12,318,321 14,737,718 $ $ $ 25,000 (541,392) (516,392) 96.2% (647,963) (178,638) (826,601) -36.6% -4.6% -4.4% -1.5% -5.9% Personnel by Fund 100 GENERAL 506 ENVIRONMTL SVCS ENV HEALTH FY 2005-06 ADOPTED 19.00 177.79 196.79 FY 2005-06 REVISED 21.00 183.75 204.75 FY 2006-07 ADOPTED 21.00 183.75 204.75 ADOPTED TO REVISED VARIANCE % 0.0% 0.0% 0.0% Base Adjustments Fund 100 • Revenue Reduction from Administrative Program (-$25,000): The adopted budget includes a reduction of revenue in the amount of $25,000. Historically, the department has not collected revenue that wasn’t associated with specific activities and programs. • Additional Funding for the Food Service Inspection Activity ($694,134): The adopted budget includes an increase of $694,134 to fund personnel expenses related to the recent market based compensation adjustments for the Food Service Inspectors. • General Technical Adjustments (-$46,171): The adopted budget includes a reduction of $46,171 across all activities as a result of over-budgeted positions and other minor technical adjustments. 456 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Fund 506 • Revenue Increases ($541,392): Revenue increases are expected for activities where demand is projected to increase from FY 2005-06 to FY 2006-07. In FY 2006-07, this includes eight of the seventeen Environmental Services activities. • Rent and Operating Lease Increases ($115,456): The adopted budget includes an increase of $115,456 for all activities to meet lease payments for the Environmental Services’ offices. • Increase to the General Government Program Costs (56,346): The adopted budget includes an increase of $56,346 as a result of increased Central Service Costs for FY 2007. • General Technical Adjustments to Maintain Structural Balance ($6,836): The adopted budget includes an increase of $6,836 across all activities as a result of health/dental and retirement contributions and other minor technical adjustments. The current West Nile Virus funding that is budgeted in Appropriated Fund Balance will remain budgeted in Appropriated Fund Balance for FY 2007 in the amount of $3,289,122, which is the same amount as the FY 2006 budget for this program. During FY 2007, analysis will be done to right-size the West Nile Virus funding, based on the remaining risk. 457 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance Employee Health/Dental Plan Changes FY 2005-06 DRP/LRP EXPENDITURES $ 1,738,045 $ $ $ REVENUE 26,000 Subtotal $ 26,951 6,120 318 33,389 $ - FY 2005-06 REVISED BUDGET: $ 1,771,434 $ 26,000 FY 2005-06 REVISED RESTATED BUDGET: $ 1,771,434 $ 26,000 $ $ Subtotal $ 12,327 14,128 2,508 762 32,552 62,277 $ - $ 1,833,711 $ 26,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Revenue Reduction from Administrative Program Additional Funding for the Food Service Inspection Activity General Technical Adjustments $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 458 - $ 694,134 (46,171) 647,963 $ 2,419,397 $ (25,000) (25,000) 1,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Environmental Services Fees (506) Appropriated Budget Reconciliation EXPENDITURES $ 11,556,337 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: 2 Admin Specialist FTEs due to Air Quality & Env Services Split $ Arsenic Initiative Pay for Performance Food Protection’s Inaugural Food Safety Innovation Award Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Arsenic Initiative Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance 75,575 235,817 269,454 2,500 583,346 $ $ 75,575 440,000 97,796 2,500 615,871 $ 12,139,683 $ 11,780,009 $ 106,740 $ 136,059 (68,748) (1,069,191) 31,908 297,958 (565,274) $ Subtotal $ FY 2006-07 BUDGET TARGET: REVENUE 11,164,138 (205,600) (205,600) $ 11,574,409 $ 11,574,409 $ 565,274 $ 205,600 BASE ADJUSTMENTS: Revenue Increases $ Rent and Operating Lease Increases Increase to the General Government Program Costs General Technical Adjustments to Maintain Structural Balance Subtotal $ 115,456 56,346 6,836 178,638 $ $ 541,392 541,392 12,318,321 $ 12,321,401 Structural Balance FY 2006-07 ADOPTED BUDGET: $ 459 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Mandates 880 ENVIRONMENTAL SERVICES MANDATED EXPENDITURES 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 2004-05 ACTUAL SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED COUNTYWIDE AQ MONITORING DUST CNTRL EARTHMOVING COMPL DUST CNTRL VACANT LOT COMPL EARTHMOVING PERMIT ENFORCEMENT LARGE SOURCE PERMIT ENFRCMENT LARGE SOURCE PRMT ENG REVIEW PLANNING AND ANALYSIS SMALL BUSINESS ASST ACTIVITY SMALL SOURCE COMPLAINT MNGT FY 2006-07 ADOPTED GENERAL FUND NON-MANDATED Program Activity AIR QUALITY PROGRAM LARGE SOURCE PERMIT COMPLIANCE FY 2005-06 PROJECTED GENERAL FUND MANDATED Purpose Mandate 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 that they can effectively contribute to the attainment of the national ambient air quality standards. A.R.S. §49-401; The purpose of Air Quality Monitoring and Compliance is to provide oversight of all stationary and A.R.S. §49-402; activity based air pollution sources to Maricopa County stakeholders so that they can be confident A.R.S. §49-473; they live in a healthful environment. A.R.S. §49-180 The purpose of Air Quality Monitoring and Compliance is to provide oversite of all stationary and activity based air pollution sources to Maricopa County stakeholders so that they can be confident they live in a healthful environment. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Air Quality Planning and Permitting Activity is to provide rule writing and reviewing applications for stationary and activity based air pollution to permitted stationary air pollution sources so that they operate in compliance with all applicable regulations. The purpose of the Small Business Assistance Activity is to provide air quality technical assistance to businesses so that they can operate within the federal, state and local air quality standards. The purpose of the Small Business Assistance Activity is to provide air quality technical assistance to businesses so that they can operate within the federal, state and local air quality standards. 460 NONE NONE NONE NONE NONE NONE NONE A.R.S. §49-507 NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Environmental Services, Appointed Mandates (Continued) Program Activity SMALL SOURCE PERMIT COMPLIANCE SMALL SOURCE PERMIT ENFRCMENT SMALL SOURCE PRMT ENG REVIEW TRIP REDUCTION ACTIVITY VOL VEHICLE REPAIR & RETROFIT ENVIRONMENTAL HEALTH SERVICES ENV HEALTH ENFORCEMENT ACT ENV HEALTH PERMIT COMPLIANCE ENV HEALTH PLAN REVIEW VECTOR CONTROL PROGRAM MOSQUITO ADULTICIDING MOSQUITO LARVICIDING RODENT CONTROL VECTOR CONTROL COMPLAINT MGMT VECTOR PUBLIC EDUCATION VECTOR SURVEILLANCE & TESTING STORM WATER COMPLIANCE ACT Purpose The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Trip Reduction Activity is develop trip reduction plans so that the companies with 50 or more employees can help to reduce emissions caused by single occupancy commuter traffic. The purpose of the VVR&R Activity is to provide emissions repair work to County residents who have received an emissions test failure notice so that they can comply with vehicle registration emission standards. The purpose of the Environmental Health Division is to provide Environmental Health Inspections and educational services for the general public and regulated facilities so that compliance is maintained with applicable regulations of the Maricopa County Environmental Health Code. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Environmental Health Permits Activity is to provide Environmental Health Permits and enforcement of the Enviromental Health Code to the regulated businesses within Maricopa County so they can conduct business while maintaining a safe food and water supply. The purpose of the Environmental Health Plan Review Activity is to provide Environmental Health Inspections and educational services to the general public and new facilities under construction (e.g. Public/Semi-Public Bathing Places, Eating & Drinking Establishments, Food Processor, Meat Markets, Pet Shops, Public Accommodations, Retail Food Establishments, Peddlers, and Institutional Facilities), so that compliance is maintained with building design and structural aspects regulated by the Maricopa County Environmental Health Code. The purpose of the Vector Control Program is to provide surveillance and testing, adulticiding, and larviciding of vector species, respond to vector control complaints, educate the public, and study vector borne diseases for the citizens of Maricopa County so that they can reduce the incidence of vector borne diseases The purpose of the Adulticiding Activity is to abate mosquitoes for the citizens of Maricopa County so that vector control personnel can reduce vector borne diseases by reducing the population of adult mosquitoes. The purpose of Larviciding Activity is to treat breeding sites with larvicide for the citizens of Maricopa County so that vector control personnel can reduce vector borne diseases by reducing the population of adult mosquitoes. The purpose of Vector Control Rodent Control Activity is to answer, respond, and forward complaints involving rodent activity for the concerned citizens of Maricopa County. The purpose of Vector Control Complaint Activity is to answer, respond, and forward complaints for surveillance and testing for the concerned citizens of Maricopa County so that they can have their complaints recorded. The purpose of Vector Public Education Activity is to provide education and information about WNV specifically and mosquito control generally, and seek voluntary compliance to take the necessary precautions to prevent the transmission of WNV to Maricopa County citizens so that they are aware the County's and their own role in the reduction of the spread of WNV disease. The purpose of the Vector Control Surveillance and Testing Activity is to provide necessary and accurate data in an efficient manner on vector species to vector control personnel so that they can initiate appropriate control activities to reduce Maricopa County's citizens' exposure to vector borne diseases. The purpose of the StormWater Control Activity is to provide compliance for stormwater runoffl activities for stakeholders in Maricopa County so that they can be safe from hazards caused by non compliance with applicable rules governing stormwater runoff facilities. 461 Mandate NONE NONE NONE A.R.S. §49-581 A.R.S. §49-471.03 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 A.R.S. §36-601; A.R.S. §36-136 Federal Clean Water Act Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Equipment Services, Appointed Equipment Services Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Equipment Services John J. Cantu, Director Service Stations Fuel & Environmental Parts Room Motor Pool Automotive Equipment Mission The mission of the Equipment Services Department is to provide vehicle, equipment, and fuel services to employees and departments of Maricopa County so they can have the transportation and equipment that is needed to perform their jobs. Vision To be recognized as a leader in providing professional, efficient, cost effective fleet management services. Strategic Goals • “Vehicle Equivalents” -- Bring the Total Maintenance & Repair Cost per Vehicle Equivalent (VE) into line with industry standards of $1,010 - $1,390 annually by end of calendar year 2006. Status: Equipment Services’ maintenance and repair cost per vehicle equivalent is projected to be $1,737. The department’s adopted budget supports this strategic goal. • “Technician Productivity” -- Bring the annual number of hours charged per FTE technician to the industry standard of 1,400 – 1,500 direct-billed hours by end of calendar year 2006. Status: The anticipated hours in FY 2006 were budgeted conservatively as new management is improving processes and the department’s efficiencies. During the first 5 months of FY 2006, the department is projecting 1,478 direct-billed hours per technician. 462 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Equipment Services, Appointed • “Preventative Maintenance” -- Increase the PM Compliance rate to 95% or better by end of calendar year 2006 through customer education and notification of needed services. Status: In FY 2006, the department is averaging a PM Compliance rate of 29%. • “Replacement Vehicles” -- Decrease the Replacement Backlog of vehicles due or overdue for replacement to the industry standard of 10% - 15% by end of fiscal year 2007. Status: The department projects that they will be at 10% by fiscal year-end 2006. • “Customer Satisfaction” -- Increase the level of overall customer satisfaction with our services to 85% by end of calendar year 2006. Status: According to the department MFR data, the current satisfaction level is measured at 99%. During conversations with the department, it should be noted that the amount of satisfaction is measured via comment cards and very few are returned. In addition, the overall customer service satisfaction rating received via the Research and Reporting department was 98%. Department Performance Information Billable work hours increased from 12,268 in FY 2005 to 16,680 in FY 2006 and are expected to remain flat in FY 2007. The efficiency gains have allowed the department to meet its demand. The cost per work order increase is directly related to the recent market based compensation adjustments for the mechanic salary range. 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 200 195 190 185 180 175 170 165 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output 463 FY 2006-07 ADOPTED Cost Per Work Order Cost/Work Order # of Work Orders Vehicle and Equipment Repair Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Equipment Services, Appointed Fuel costs account for 49% of Equipment Services’ budget in FY 2006-07. This is an increase from 44% budgeted in FY 2005-06 due to the price of fuel. Demand and Output for FY 2007 is expected to be lower than the projected FY 2006 demand and output and flat compared to the FY 2005 actual output. 3,100,000 3,050,000 3,000,000 2,950,000 2,900,000 2,850,000 2,800,000 2,750,000 2,700,000 2,650,000 2,600,000 2.20 2.15 2.10 2.05 2.00 1.95 1.90 1.85 1.80 1.75 1.70 1.65 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output 464 FY 2006-07 ADOPTED Cost Per Gallon Cost/Gallon # of Gallons Fuel Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Equipment Services, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 74FM - FLEET MANAGEMENT ALTV - ALTERNATIVE FUEL VEHICLES FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEHICLES & EQUIPMENT RENT - RENTAL POOL ACTIVITY VEQM - VEHIC & EQUIP MAINTENANCE VEQR - VEHICLE & EQUIPMENT REPAIR 99IT - INFORMATION TECHNOLOGY PROGRAM DESK - DESKTOP SUPPORT 99AS - ADMINISTRATIVE SERVICES PROG ODIR - OFFICE OF THE DIRECTOR 99GV - GENERAL GOVERNMENT GGOV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 74FM - FLEET MANAGEMENT ALTV - ALTERNATIVE FUEL VEHICLES FPRR - FLEET PROCUREMENT AND REMOVAL FUEL - FUEL FOR VEHICLES & EQUIPMENT RENT - RENTAL POOL ACTIVITY VEQM - VEHIC & EQUIP MAINTENANCE VEQR - VEHICLE & EQUIPMENT REPAIR 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT 99AS - ADMINISTRATIVE SERVICES PROG BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - OFFICE OF THE DIRECTOR PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99GV - GENERAL GOVERNMENT CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ 10,484,708 91,273 5,240,377 9,331 5,143,727 24,177 24,177 19,580 19,580 10,528,464 7,961,082 456,656 5,067,566 282,977 2,153,883 119,161 25,309 93,852 2,571,363 185,381 191,626 572,769 1,309,681 311,906 480,618 480,618 11,132,225 FY 2005-06 ADOPTED $ $ $ $ $ $ $ $ $ $ 10,596,904 82,607 233,006 4,969,516 913,661 4,398,114 10,596,904 9,806,100 47,722 159,750 4,646,313 1,269,901 3,682,414 152,528 584 138,647 13,297 213,132 498 86,885 44,695 80,854 200 403,417 403,417 10,575,177 FY 2005-06 REVISED $ $ $ $ $ $ $ $ $ $ 10,631,004 233,006 5,003,616 82,607 913,661 4,398,114 10,631,004 9,739,234 167,310 4,522,515 47,729 1,405,680 3,596,000 156,843 294 142,701 13,848 331,510 498 97,096 40,927 192,789 200 403,417 403,417 10,631,004 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 12,721,883 55,071 157,594 6,759,444 70,000 609,105 5,070,669 950 950 (16,398) (16,398) 12,706,435 10,950,132 30,328 213,903 6,349,089 44,247 1,221,353 3,091,212 156,284 388 100,577 55,319 613,871 330 160,106 73,946 265,095 53,364 61,030 403,417 403,417 12,123,704 $ $ $ $ $ $ $ $ $ $ 12,280,301 223,169 6,503,823 71,971 507,066 4,974,272 12,280,301 11,021,415 223,169 5,955,972 52,552 1,524,498 3,265,224 759,199 143,851 48,309 567,039 380,063 356,086 23,977 12,160,677 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ $ (1,649,297) 9,837 (1,500,207) 10,636 406,595 (576,158) (1,649,297) (1,282,181) (55,859) (1,433,457) (4,823) (118,818) 330,776 156,843 294 142,701 13,848 (427,689) 498 (46,755) (7,382) (374,250) 200 23,354 47,331 (23,977) (1,529,673) -15.5% 4.2% -30.0% 12.9% 44.5% -13.1% -15.5% -13.2% -33.4% -31.7% -10.1% -8.5% 9.2% 100.0% 100.0% 100.0% 100.0% -129.0% 100.0% -48.2% -18.0% -194.1% 100.0% 5.8% 11.7% -14.4% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 1,696,758 8,812,606 19,101 10,528,464 $ $ 2,688,680 6,803,157 943,211 480,618 216,559 11,132,225 $ $ FY 2005-06 REVISED 1,698,391 8,898,513 10,596,904 $ $ 2,939,632 6,149,563 926,432 403,417 156,133 10,575,177 $ $ 1,698,391 8,932,613 10,631,004 3,009,443 6,178,377 916,885 403,417 122,882 10,631,004 FY 2005-06 PROJECTED $ $ $ $ FY 2006-07 ADOPTED 2,695,589 $ 10,026,294 (15,448) 12,706,435 $ 1,895,901 10,384,400 12,280,301 3,011,427 7,796,239 836,127 403,417 76,494 12,123,704 3,325,761 7,521,538 852,193 356,086 105,099 12,160,677 $ $ ADOPTED TO REVISED VARIANCE % $ $ $ $ 197,510 1,451,787 1,649,297 11.6% 16.3% (316,318) (1,343,161) 64,692 47,331 17,783 (1,529,673) -10.5% -21.7% 7.1% 11.7% 14.5% -14.4% 15.5% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 654 EQUIPMENT SERVICES EXPENDITURES 654 EQUIPMENT SERVICES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 10,528,464 $ 10,596,904 $ 10,631,004 $ 12,706,435 $ 12,280,301 $ 1,649,297 15.5% $ 11,132,225 $ 10,575,177 $ 10,631,004 $ 12,123,704 $ 12,160,677 $ (1,529,673) -14.4% 465 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Equipment Services, Appointed Personnel by Fund 654 EQUIPMENT SERVICES • • • FY 2005-06 ADOPTED 53.75 FY 2005-06 REVISED 55.75 FY 2006-07 ADOPTED 55.00 ADOPTED TO REVISED VARIANCE % 0.75 1.35% Increase of two mechanics in FY 2006. Increase of .25 FTE for HR administrative office support. Reduction of 1.0 FTE combining two (2) administrative positions (Administrator and Management Analyst). Base Adjustments Revenue • General Technical Adjustments to the Fleet Procurement Activity (-$9,837): The adopted budget includes a net adjustment of -$9,837 as a result of minor technical adjustments. • Adjustments to the Fuel Activity ($1,500,207): The adopted budget includes a net adjustment of $1,500,207 as a result of the increased price per gallon of fuel. • General Technical Adjustments to the Rental Pool Activity (-$10,636): The adopted budget includes a net adjustment of -$10,636 as a result of minor technical adjustments. • Adjustments to the Vehicle and Equipment Maintenance Activity (-$406,595): The adopted budget includes a net adjustment of -$406,595 as a result of reallocating heavyduty maintenance revenue to the Vehicle and Equipment Repair Activity. • Adjustments to the Vehicle and Equipment Repair Activity ($576,158): The adopted budget includes a net adjustment of $576,158 as a result of the reallocating heavy-duty maintenance revenue as well as additional revenue from increased labor rates. Expenditures • General Technical Adjustments to the Fleet Procurement Activity ($55,859): The adopted budget includes a net adjustment of $55,859 as a result of reallocating one FTE from the IT Program to the Fleet Procurement Activity. • Adjustments to the Fuel Activity ($1,433,457): The adopted budget includes a net adjustment of $1,433,457 as a result of the increased price per gallon of fuel. • General Technical Adjustments to the Rental Pool Activity ($4,823): The adopted budget includes a net adjustment of $4,823 as a result of minor technical adjustments. • Adjustments to the Vehicle and Equipment Maintenance Activity ($118,818): The adopted budget includes a net adjustment of $118,818 as a result of increased labor expenses due to the recent mechanic market study. 466 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • Departmental Strategic Plans and Budgets Equipment Services, Appointed Adjustments to the Vehicle and Equipment Repair Activity (-$330,776): The adopted budget includes a net adjustment of -$330,776 as a result of reallocations for the preventative maintenance service requests. Restatement of Expenditures from the IT Program (-$156,843): The adopted budget includes a net adjustment of -$156,843 as a result of the restatement of the IT program expenses to the Administrative Program. • Restatement of Expenditures to the Administrative Program ($427,689): The adopted budget includes a net adjustment of $427,689 as a result of the restatement of IT program costs as well as other administrative charges. . • Reduction to the General Government Program (-$23,354): The adopted budget includes a net adjustment of -$23,354 as a result of the reduction in Central Service Costs for FY 2007. Reconciliation Equipment Services Fund (654) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance Bio-Deisel Fuel FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance EXPENDITURES $ 10,575,177 $ $ $ Subtotal $ 21,727 34,100 55,827 $ 34,100 34,100 $ 10,631,004 $ 10,631,004 30,328 $ 37,755 (202,776) 51,414 83,279 - $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: General Technical Adjustments to the Fleet Procurement Activity Adjustments to the Fuel Activity General Technical Adjustments to the Rental Pool Activity Adjustments to the Vehicle and Equipment Maintenance Activity Adjustments to the Vehicle and Equipment Repair Activity Restatement of Expenditures from the IT Program Restatement of Expenditures to the Administrative Program Reduction to the General Government Program $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 467 10,631,004 $ 55,859 $ 1,433,457 4,823 118,818 (330,776) (156,843) 427,689 (23,354) 1,529,673 $ 12,160,677 $ REVENUE 10,596,904 10,631,004 (9,837) 1,500,207 (10,636) (406,595) 576,158 1,649,297 12,280,301 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Equipment Services, Appointed Mandates 740 EQUIPMENT SERVICES MANDATED EXPENDITURES 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 2004-05 ACTUAL INTERNAL SERVICE FUNDS MANDATED INTERNAL SERVICE FUNDS NON-MANDATED FLEET PROCUREMENT AND REMOVAL FUEL FOR VEHICLES & EQUIPMENT VEHIC & EQUIP MAINTENANCE VEHICLE & EQUIPMENT REPAIR FY 2006-07 ADOPTED GENERAL FUND NON-MANDATED Program Activity FLEET MANAGEMENT PROGRAM RENTAL POOL FY 2005-06 PROJECTED GENERAL FUND MANDATED Purpose 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. The purpose of the Fleet Procurement and Removal Activity is to procure and dispose of County vehicles and equipment for Maricopa County departments so that they can have adequate transportation for county-related travel and minimize capital investment costs. The purpose of the Fuel for Vehicles and Equipment Activity is to provide fuel to keep vehicles and equipment operational for Maricopa County departments so they have reliable and costeffective transportation for County activities. The purpose of the Rental Pool Activity is to provide operational vehicles to Maricopa County employees when departments do not have sufficient vehicles for employees to do their job. The purpose of the Heavy Duty Vehicle and Equipment Repair Activity is to correct the operational and drivability problem(s) of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. The purpose of the Light Duty Vehicle and Equipment Repair Activity is to correct the operational and drivability problem(s) of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. 468 Mandate NONE NONE NONE NONE NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Facilities Management, Appointed Facilities Management Analysis by Jamie Rullo, Senior Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Facilities Management Steve Conner, Director Administration Operations & Maintenance Capital Facilities Development Protective Services Mission The mission of the Facilities Management Department is to provide fiscally responsible facilities and facility related services to the citizens and employees of Maricopa County so they can enjoy an efficient and safe environment. Vision The vision of the Facilities Management Department is to convert capital funds into exceptional facility solutions and provide responsive facility services to every customer, every time, in a collaborative, efficient, and innovative manner while being fiscally prudent. Strategic Goals • “Master Plans” - By the end of FY 09, FMD will develop a Countywide Master Plan addressing the space needs, of all County departments in order to develop a strategic and comprehensive Capital Improvement Plan. This will be done within the annually approved budget. Status: The Department is continuing with the completion of departmental master plans and should meet the goal as scheduled. • “Improved Methodologies” - By the end of FY 07, have a database in place that will track historical trends, using available technology, that will promote the development of improved budgeting and scheduling methodologies in order to deliver projects within the Board of 469 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Facilities Management, Appointed • Supervisors approved budget and timeline. Status: A database has been installed and revised business rules are now being created. Training is underway on the use of the base software, and identification of customization needs is scheduled to be completed in the third quarter of Fiscal Year 2005-06. The database will be operational by the end of Fiscal Year 2005-06. • “Facility Condition Index” - By the end of FY 08, FMD will improve the average County Facility Condition Index (FCI) by 4% from the FY 05 level by developing appropriate annual major maintenance and preventive major maintenance programs, which will result in an estimated $0.20 per square foot reduction in operating costs. Status: Currently implemented projects and preventative maintenance programs will improve the FCI by 2% by the end of Fiscal Year 200506. Costs have decreased, and the Department is on track to meet the goal. • “Customer Satisfaction” - By the end of FY 07, the customer satisfaction rating for security services provided to all County owned, non-Court facilities, will be 98% or higher, as reported on the annual Research & Reporting customer service survey. Status: The Department has met this goal. Research and Reporting has completed the first annual survey of County departments. The overall satisfaction result was 100%. The Department will work with Research and Reporting to develop a process to update the survey on an annual basis. • “Capital Improvement and Major Maintenance Programs” - By the end of FY 06, the capital improvement program and the major maintenance program (projects only) will be categorized as follows: preventative maintenance, renovation\tenant improvement, major maintenance, deferred major maintenance, and new construction. Status: The Department has met this goal. The Fiscal Year 2006-07 budget is being developed with these new categories. • “Energy Conservation” - By June 2006, enhance and expand conservation programs in order to reduce energy and water consumption. Status: Efforts to meet this goal are ongoing. New energy conservation methods are being incorporated into all new construction projects. The Department also has numerous lighting projects underway where electrical energy consumption will be reduced. Department Performance Information The purpose of the Maintenance Activity is to provide corrective and preventative maintenance services, within industry standard, to specified County departments and agencies so that they may operate in a safe, functionally stable, and cost-efficient environment. The measurement was instituted in FY 2005-06 as a result of a process improvement study commissioned by the Department. The projected FY 2005-06 costs of $0.78 per square foot was raised in the adopted FY 2006-07 budget to $0.86 per square foot. This is due to increased labor costs. 470 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Facilities Management, Appointed 0.88 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 0.86 0.84 0.82 0.80 0.78 Cost/Sq. Ft. # of Sq. Ft. Maintained Facilities Maintenance Activity Performance 0.76 0.74 0.72 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Sq. Ft. Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS FAMT - FACILITIES MAINTENANCE 99IT - INFORMATION TECHNOLOGY PROGRAM DESK - DESKTOP SUPPORT 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 70BC - CAPITAL FACILITIES MANAGEMENT CCLA - CAP IMP PLAN IMP DESN - DESIGN MJMT - MAJ MAINT PLAN IMP FACP - FACILITY MASTER PLANNING 70OM - BLDG OPERATIONS & MAINTENANCE BLDR - BUILDINGS AND GROUNDS ENMG - ENERGY MANAGEMENT FAMT - FACILITIES MAINTENANCE 70PS - PROTECTIVE SERVICES PKMT - PARKING MANAGEMENT SCRT - SECURITY 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DEAP - DATA ENTRY ACTIVITY PERFORMED DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT RETA - REPORTING/TECHNICAL ASSISTANCE VANS - VALUE ADDED NETWORK SERVICE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ 360 360 98,859 99,219 964,896 597,624 26,791 7,062 333,419 6,057,000 290,981 92,530 5,673,489 2,588,326 35 2,588,291 904,750 267,853 5,234 548,435 41,382 26,814 15,032 1,199,889 11,714,860 FY 2005-06 ADOPTED $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 95,555 95,555 1,316,444 814,045 52,607 449,792 7,443,138 344,280 118,153 6,980,705 2,832,919 2,832,919 687,319 411,749 194,006 34,357 32,543 14,664 1,359,205 13,639,025 $ $ $ $ $ $ $ $ $ $ $ 471 95,555 95,555 1,419,294 917,711 32,337 469,246 7,613,498 241,666 127,559 7,244,273 3,155,601 45,942 3,109,659 727,254 411,883 221,448 36,364 32,797 24,762 1,341,194 14,256,841 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ $ $ 982 219 762 5,792 5,792 93,668 100,441 1,368,503 878,504 49,779 440,221 6,752,357 163,641 118,763 6,469,954 2,935,255 33,929 2,901,326 706,070 407,570 210,729 37,168 34,829 15,774 1,390,102 13,152,287 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ $ $ 95,555 95,555 1,482,961 912,142 47,631 523,188 8,577,986 245,069 129,821 7,401,776 3,543,119 65,000 3,478,119 835,691 374,905 373,717 36,678 34,739 15,652 1,424,214 150,736 16,014,707 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ $ $ (63,667) 5,569 (15,294) (53,942) (964,488) (3,403) (2,262) (157,503) (387,518) (19,058) (368,460) (108,437) 36,978 (152,269) (314) (1,942) 9,110 (83,020) (150,736) (1,757,866) 0.0% 0.0% -4.5% 0.6% -47.3% -11.5% -12.7% -1.4% -1.8% -2.2% -12.3% -41.5% -11.8% -14.9% 9.0% -68.8% -0.9% -5.9% 36.8% -6.2% -12.3% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Facilities Management, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 99,219 99,219 $ $ 95,555 95,555 $ $ 95,555 95,555 $ $ 100,441 100,441 $ $ 95,555 95,555 $ $ $ 9,372,926 1,531,577 328,190 482,167 11,714,860 $ 11,749,837 1,454,694 356,494 78,000 13,639,025 $ 12,352,877 1,407,694 383,094 113,176 14,256,841 $ 11,501,984 1,194,183 370,831 85,288 13,152,287 $ 13,745,136 1,745,541 431,607 92,423 16,014,707 $ $ $ $ $ $ $ - 0.0% 0.0% (1,392,259) (337,847) (48,513) 20,753 (1,757,866) -11.3% -24.0% -12.7% 18.3% -12.3% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL ALL FUNDS EXPENDITURES 100 GENERAL 255 DETENTION OPERATIONS ALL FUNDS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 99,219 99,219 $ $ 95,555 95,555 $ $ 95,555 95,555 $ $ 100,441 100,441 $ $ 95,555 95,555 $ $ $ 10,081,234 1,633,625 11,714,860 $ 11,460,411 2,178,614 13,639,025 $ 11,962,305 2,294,536 14,256,841 $ 11,212,591 1,939,696 13,152,287 $ 12,932,897 3,081,810 16,014,707 $ $ $ $ $ $ $ (970,592) (787,274) (1,757,866) 0.0% 0.0% -8.1% -34.3% -12.3% Personnel by Fund 100 GENERAL 255 DETENTION OPERATIONS TOTAL FUNDS FY 2005-06 ADOPTED 220.77 42.73 263.50 FY 2005-06 REVISED 219.27 42.73 262.00 FY 2006-07 ADOPTED 218.27 45.73 264.00 ADOPTED TO REVISED VARIANCE % (1.00) 0% 3.00 7% 2.00 1% Reduction in General Fund FTEs is due to the implementation of more efficient work processes. Increase in Detention Fund FTEs is caused by the implementation of a maintenance program for detention security systems. Base Adjustments Fund 100 • General Technical Adjustments ($703): The adopted budget includes an increase of $703 across all activities as a result of minor technical adjustments. Fund 255 Increased Maintenance for the Detention Security Systems Maintenance Activity (765,766): The adopted budget includes an increase of $765,766 to fund a maintenance program for the detention security systems. • General Technical Adjustments (-$94,220): The adopted budget includes a reduction of $94,220 across all activities as a result of over-budgeted positions and general technical adjustments. • 472 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Facilities Management, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 11,660,411 $ 95,555 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Adjustments for O&M Staff FY 2005-06 Pay for Performance $ Subtotal $ FY 2005-06 REVISED BUDGET: Restatements FY 2005-06 REVISED RESTATED BUDGET: $ $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of FY 2006 Initiatives One Time Expenses FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) Annualization of Market Adjustments Security Staff Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ Request under Target BASE ADJUSTMENTS: General Technical Adjustments FY 2006-07 ADOPTED BUDGET: $ - 12,066,406 $ (200,000) 11,866,406 $ 95,555 95,555 169,715 $ 141,598 206,010 (22,200) 28,539 7,623 6,525 166,089 438,157 284,744 1,426,800 $ - 13,293,206 $ $ 95,555 $ (361,012) $ - $ Subtotal $ 703 $ (360,309) $ - $ 473 198,429 207,566 405,995 12,932,897 $ 95,555 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Facilities Management, Appointed Detention Operations (255) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Adjustments for O&M Staff FY 2005-06 Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: EXPENDITURES $ 2,178,614 $ - $ $ Subtotal $ 73,895 25,052 98,947 $ - $ 2,277,561 $ - $ $ Subtotal $ 33,073 25,958 5,560 26,242 41,870 132,703 $ - $ 2,410,264 $ - 765,766 $ (94,220) 671,546 $ - BASE ADJUSTMENTS: Increased Maintenance for the Detention Security Systems Maintenance Activity $ General Technical Adjustments Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 474 REVENUE 3,081,810 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Facilities Management, Appointed Mandates 700 FACILITIES MANAGEMENT MANDATED EXPENDITURES 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including an increase in the maintenance for the Detention Security Systems Maintenance Activity to fund a maintenance program for the detention security systems. Se the Base Adjustment section for additional detail. Program Activity CAPITAL FACILITIES MANAGEMENT CAP IMP PLAN IMP MAJ MAINT PLAN IMP Planning BUILDING OPERATION AND MAINTENANCE BUILDINGS AND GROUNDS ENERGY MANAGEMENT FACILITIES MAINTENANCE PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY Purpose Mandate The purpose of the Capital Facility Management Program is to provide planning and economical execution of capital facility improvements and major maintenance for the County departments so that they can accomplish their individual missions in an efficient and satisfactory environment. The purpose of the Capital Improvement Plan Implementation Activity is to provide fiscally A.R.S 42-1491 prudent management, delivering projects on time and within budget to the County so they can successfully achieve established missions in efficient, safe and secure environments. The purpose of the Capital Facility Management Program is to provide planning and ADMINISTRATIVE economical execution of capital facility improvements and major maintenance for the County departments so that they can accomplish their individual missions in an efficient and satisfactory environment. The purpose of the Planning Activity is to provide cost effective facility planning services to the ADMINISTRATIVE County so that departments are satisfied. The purpose of the Building Operations and Maintenance Program is to provide cleaning and maintenance services to appointed and elected departments so they can have their employees work in safe, clean, functional, and cost-efficient facilities. The purpose of the Buildings and Grounds Activity is to provide administrative oversight to out- CFR 40 - Environmnet sourced cleaning and other out-sourced services for specified County departments and agencies so that they may work in facilities that are cleaned and serviced to contract standards. The purpose of the Energy Management Activity is to provide energy management services to ADMINISTRATIVE the County so that annual energy costs are minimized. The purpose of the Maintenance Activity is to provide corrective and preventative ADMINISTRATIVE maintenance services, within industry standard, to specified County departments and agencies so that they may operate in a safe, functionally stable, and cost-efficient environment. The purpose of the Protective Services Program is to provide security and parking services to County appointed and elected departments, and visitors so that they can efficiently conduct their business in a safe and secure manner. The purpose of parking management activity is to provide parking for County Departments, ADMINISTRATIVE Agencies and visitors so that they can efficiently access parking close to their business or work site. The purpose of the Security activity is to provide security and emergency response services ADMINISTRATIVE for applicable County Departments, Agencies and visiting public so they can have a safe and secure work and business environment. 475 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed Finance Analysis by Cynthia Goelz, Management & Budget Coordinator Departmental Information Organizational Chart County Manager Chief Financial Officer Tom Manos Department of Finance Department of Finance Real Estate Finance Financial Reporting Financial Services: Data Management, General Ledger and Systems Financial Services: Grants and Capital Assets Financial Services: Accounts Payable and Administration 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 • By June 2007, in order to meet the increasing demands for governmental accountability and improve our customers ability to manage and fully report results, we will develop financial reporting procedures for the MfR and variance reports and provide training to departments to ensure a complete understanding of the processes, procedures and utilization of the reporting models currently available on Business Objects and Report Web. Status: Finance has developed an outline of the Budget (Presence) Control implementation project and related activities that need to occur in order for this process to be set up in the Advantage Financial Reporting System. A pilot process was implemented on 1/1/2006 with full implementation scheduled for 7/1/2006. Monthly budget to actual reporting has been discussed with OMB staff. There have been joint meetings to discuss providing a Variance Report from Business Objects to all of the departments with budget to actual data and at some point linking MfR and BfR data to this Variance Report. A template was built in Business Objects and reports have been produced with the budget to actual information. During this fiscal year, the DOF has taken great 476 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed strides in preparing training programs for their “Core” functions for their County-wide Certification training program. Achievement of this goal will allow the department to maintain the already high percentage of customers who indicate their reports facilitate informed decisionmaking which has consistently been reported at 96% and also the percentage of customers satisfied with internally prepared reports provided by the Department of Finance staff which include: Monthly Variance Report, Fund Balance Report, and Capital Project Report. This satisfaction rate is also high, currently at 95%. • We will obtain and maintain a satisfaction rating of 6.0 or above for Overall Satisfaction within our department as measured annually by the employee satisfaction survey by the end of the fiscal year 2006. Status: The most recent employee satisfaction survey was conducted in 2005. The result of the survey was an overall satisfaction rating of 5.7. Department management established a committee to coordinate staff input and address staff needs and/or issues. This committee implemented a suggestion box to encourage staff to share ideas. New employees have a scheduled time to “meet and greet” all of the DOF staff; the program has been well received. A survey was conducted by the committee to determine the interest in cross-training, mentoring and involvement in additional committees. A market study has been initiated for the DOF. The DOF is currently in the process of preparing training programs for the “Core” functions for the Finance County-wide training program. All DOF staff will be required to attend the appropriate training as part of their performance plans. Managers are ensuring communications with staff by holding regular staff meetings, communicating current recruitments via e-mail, and including staff at all levels in the creation of DOF training program sessions. The next employee satisfaction survey will be conducted at the end of March 2006. OMB views this goal as operational and is recommending it be removed as a strategic goal. • We will obtain a turnover rate of less than 10% for all professional level staff as measured annually by Total Compensation by June 2008. Status: The department’s turnover rate in FY 2004-05 averaged 19.3%. Year-to-date in FY 2005-06, the rate averaged 14.5%. The Department management established a committee to coordinate staff input and address staff needs and/or issues. This committee implemented a suggestion box to encourage staff to share ideas. New employees have a scheduled time to “meet and greet” all of the DOF staff; the program has been well received. A survey was conducted by the committee to determine the interest in cross-training, mentoring and involvement in additional committees. A market study has been initiated for the DOF. The DOF is currently in the process of preparing training programs for our “Core” functions for our County-wide training program. All DOF staff will be required to attend the appropriate training as part of their performance plans. Managers are ensuring communications with staff by holding regular staff meetings, communicating current recruitments via e-mail, and including staff at all levels in the creation of DOF training program sessions. OMB views this goal as operational and is recommending it be removed as a strategic goal. • We will develop and implement new strategies to increase collections by 20% each year to reach a fiscal year 2009 collected amount of $5,000,000. Status: The Collections Unit collected $876,005.11 during the first quarter of FY 06. Year-to-date, the department is exceeding their goal. They have met with Animal Care & Control to assess their needs. In addition, they have met with the County Attorney to understand their role in the current County uncollectible debt policy. Achieving this goal will impact the key results in the Collections Activity of: the percentage of new accounts processed (currently at 100%); the percentage of accounts that are active and paying (projected to be 52.5%); and the percentage of total active accounts sent to a private collection agency (projected to be 75%). 477 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed • By July 2007, we will generate $3,673,000 in revenue from the sale of surplus real estate assets. Status: The DOF successfully auctioned the surplus Rio Rico property and generated $75,240 toward our revenue goal of $3,673,000. • We will refine, implement and complete a strategic plan to utilize all residual 2001 Lease Revenue Bond proceeds on specifically identified Board approved projects and report the financial activity by June 2007. Status: To ensure timely and effective utilization of all residual proceeds the Department of Finance created a report entitled “Fund 435 Reconciliation” which is currently being produced and distributed to management. In addition, the Department of Finance has created a detailed monthly report that delineates the specific projects that were funded by the 2001 Lease Revenue Bond proceeds. • By June 2006, we will reengineer the Department of Finance to develop a stronger business structure, ensure the level of staffing necessary to meet the increasing demands of governmental accountability and the increasing demands for governmental services from a technical and financial perspective, and have in place a competitive salary structure to improve recruitment and retention of qualified professional level staff. Status: The Department of Finance initiated the process for market studies for most of their positions. The study for the Collections Unit has already been completed. Managers continue to review staff job duties and functions and make adjustments as necessary to ensure effective utilization of staff resources. OMB views this goal as operational and is recommending it be removed as a strategic goal. Additionally, this goal will expire at the end of the current fiscal year. • By June 2007, we will implement an Electronic Document Management Program to reduce offsite storage costs, utilize existing floor space more effectively, and create a paperless document retrieval system. Status: An IT Recommendation – Business Plan has been drafted. It includes opportunities and recommendations from the DOF perspective. The initial listing of documents has been compiled. A meeting with the State of Arizona Library & Archives was held in the 2nd Quarter to discuss the opportunities available for document imaging. This information will drive the development of a Records Management Program. In addition, steps have been taken to address the opportunities for a paperless workflow environment. Communications have taken place with the CIO’s office, OSAM, and OMB regarding these opportunities. A brief meeting was held with Materials Management to determine their involvement regarding the implementation of an electronic work flow. Materials Management was very receptive and will support their lead. In order to implement the suggested actions to achieve this goal, the Board of Supervisors would need to approve the review and funding for the project defined by DOF. If this process is implemented, it will impact key results of the percentage of customers satisfied regarding the processing of various non-payment transactions and the percentage of customers who indicate that DOF services ensure payments are processed timely and accurately to vendors. Results for both of these measures have declined in FY 05 and the department is seeking to improve the scores by the workflow process improvements they have defined. On April 5, 2006 the Board of Supervisors approved the document imaging phase of this project. Funding for the document imaging phase is included in the recommended budget. • By June 2007, we will have defined all opportunities to utilize existing technology to transfer data between systems and eliminate unnecessary paper handling and data entry. Status: One of the first projects defined was an electronic transfer of data from the Pitney Bowes to Advantage for the monthly postage activity, the creation of Payment Documents in Advantage for this activity, and generation of payment to Pitney Bowes by Electronic Funds Transfer. We 478 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed have been involved in weekly meetings with Facilities Management and others regarding this project and have met with the CIO’s office to discuss the process, security and approval levels we need in place to create an automated PV in the Advantage System. They have initiated the testing of the electronic transfer of detailed accounting string information for the monthly postage activity from the Pitney Bowes PC to the DOF network server for Advantage and generating an automated PV with an upload of this data. Continued progress in this area will improve the percentage of customers satisfied regarding the processing of various non-payment transactions as well as the percentage of customers who indicate that DOF services ensure payments are processed timely and accurately to vendors. • In coordination with the Office of Management and Budget and the Office of the Chief Information Officer, we will develop a uniform reporting platform by June 2008, which will provide departments with the tool to manage, query, and report the information from the various data sources (COGNOS, Advantage, PeopleSoft and the MfR Database). Status: Discussions have been held with OMB on the monthly budget to actual reporting and a draft template has been developed. The budget information required to generate the reports has been loaded into Advantage. Templates for the Executive variance reports have been produced and are being fine-tuned for presentation. Once in place, this will improve the percentage of customers who indicate their reports facilitate informed decision-making and the percentage of customers satisfied with internally prepared reports provided by the Department of Finance staff which include: Monthly Variance Report, Fund Balance Report, and Capital Project Report. • By June 2008, we will have conducted a critical review of the current Advantage financial system (and sub-systems) and developed a comprehensive report defining the financial accounting and reporting needs for the County in preparation for a new financial system and to ensure optimal functionality. Status: Finance has not started on this project. However, during the 2nd quarter, a few members of Maricopa County staff attended a CGI-AMS conference to begin accumulating information on the newest Advantage Financial System upgrade. Once a new financial system is in place the percentage of customers satisfied with the Advantage financial information provided on Business Objects will likely improve. • By June 2007, we will ensure the effective management and reporting of grant funds in the County by implementing a new Grant Compliance Program consisting of a comprehensive business plan, hired and trained professional staff, MfR performance measures and an updated departmental Strategic Plan. Status: The Department of Finance has applied to participate in an ASU Consultation Program to help aid in the development of the business plan for the grant unit. In addition, they have hired the Grant Unit Supervisor, defined MfR performance measures and updated the departmental strategic plan. These improvements will impact the percentage of grants reviewed that comply with program requirements. • By June 2008, we will have identified and implemented an automated notification process to ensure the effective marketing of available county owned surplus real estate. Status: The department successfully marketed the public auction of the Rio Rico Property to over 140 real estate brokers, agents, investors and developers using the county’s e-mail system to automate the notification process. The automated notification directed the potential bidders to the Real Estate page of the Department of Finance’s web-site where all necessary forms for the auction were made available to potential bidders electronically. This goal is related to the key result of the percentage of customers satisfied with the real estate services received. Continued success in this area should maintain the high satisfaction scores that the department currently enjoys. 479 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed OMB recommends the department work with the Managing for Results unit in OMB to review its goals and remove those that are operational and insure the remaining goals are consistent with the MFR resource guide. Department Performance Information The General Accounting Services and Accounts Payable Services Activities comprise 60% of Finance’s budget in FY 2006-07. Historical performance data for these activities and commentary on significant variances is included below. General Accounting Activity Performance $1.20 1,600,000 $1.00 1,200,000 $0.80 1,000,000 $0.60 800,000 600,000 $0.40 400,000 Cost/Transaction # of Transactions 1,400,000 $0.20 200,000 0 $0.00 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Transaction The cost per transaction in the General Accounting is increasing as a result of the enhancement to the staff complement supporting this activity. A cash management expert position is added to improve the quality of the cash management services delivered by the department. Additional financial analyst support will allow for improved timeliness and quality of the financial information supplied by the department. 480 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed 160,000 $9.00 $8.00 $7.00 $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 # of Voucher Lines 155,000 150,000 145,000 140,000 135,000 130,000 125,000 120,000 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output Cost/Vouncher Line Accounts Payable Activity Performance FY 2006-07 ADOPTED Cost Per Pmt Vchr Line The cost per voucher line is increasing dramatically due to the addition of Document Imaging in the Accounts Payable Activity. While there is a significant up-front investment in this function t, it is anticipated that once fully operational, the automated workflow resulting from it will provide a more efficient accounts payable operation county-wide. Number of Payment Voucher Lines Submitted 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 - 160,798 147,000 154,350 133,900 2004 2005 **2006 **2007 * **Projected 481 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 18FR - FINANCIAL REPORTING ERPT - EXTERNAL REPORTING 18RE - REAL ESTATE PRMG - PROPERTY MANAGEMENT TOTAL PROGRAMS EXPENDITURES 18FR - FINANCIAL REPORTING ERPT - EXTERNAL REPORTING IRPT - INTERNAL REPORTING FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ - $ - $ - $ - $ 213,084 213,084 $ 213,084 213,084 $ 585,922 585,922 585,922 $ - $ 125,647 125,647 125,647 $ 547,441 547,441 547,441 $ 162,848 162,848 375,932 $ 37,201 37,201 250,285 29.6% 29.6% 199.2% $ $ $ $ $ 606,066 478,239 127,827 $ 1,115,612 858,838 256,774 $ 831,114 587,523 243,591 $ 18FS - FINANCIAL SERVICES ACCG - GENERAL ACCOUNTING APAY - ACCOUNTS PAYABLE CLCT - COLLECTIONS DBTS - DEBT SERVICES SYST - SYSTEMS $ 1,389,393 643,556 317,796 268,780 39,358 119,902 $ 1,640,095 905,774 312,054 287,444 134,823 $ 2,015,429 1,232,010 442,135 333,849 210 7,225 $ 18RE - REAL ESTATE LEAS - LEASING PRMG - PROPERTY MANAGEMENT RRPT - RESEARCH AND REPORTS $ 305,049 106,626 107,652 90,771 $ 312,820 312,820 - $ 325,784 93,388 152,354 80,042 $ 318,394 56,272 213,987 48,134 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ 43,088 2,343,595 $ $ $ 18,111 3,086,638 $ $ $ 21,989 3,194,316 $ $ $ 15,637 3,113,487 $ 933,989 671,404 262,585 $ $ 1,050,146 755,100 295,046 $ (219,032) (167,577) (51,455) -26.4% -28.5% -21.1% 1,845,467 $ 1,066,364 403,538 301,200 (760) 75,125 3,031,871 1,429,914 1,232,947 369,010 - $ (1,016,442) (197,904) (790,812) (35,161) 210 7,225 -50.4% -16.1% -178.9% -10.5% 100.0% 100.0% $ 343,785 98,242 161,336 84,207 $ (18,001) (4,854) (8,982) (4,165) -5.5% -5.2% -5.9% -5.2% $ $ $ 14,292 2,427 4,442,521 $ $ $ 7,697 (2,427) (1,248,205) 35.0% -39.1% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ 585,922 585,922 2,067,994 15,078 239,981 20,542 2,343,595 FY 2005-06 ADOPTED $ - $ $ $ FY 2005-06 REVISED 2,781,518 25,775 255,758 23,587 3,086,638 $ 107,698 17,949 125,647 $ $ 2,685,341 110,247 341,541 57,187 3,194,316 $ FY 2005-06 PROJECTED $ 170,502 376,939 547,441 $ $ 2,610,457 113,550 337,451 52,028 3,113,487 $ FY 2006-07 ADOPTED $ $ $ $ 331,559 44,373 375,932 3,632,195 46,361 718,078 45,887 4,442,521 ADOPTED TO REVISED VARIANCE % $ $ $ $ 223,861 26,424 250,285 (946,854) 63,886 (376,537) 11,300 (1,248,205) 207.9% 147.2% 199.2% -35.3% 57.9% -110.2% 19.8% -39.1% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % ALL FUNDS $ $ 585,922 585,922 $ $ - $ $ 125,647 125,647 $ $ 547,441 547,441 $ $ 375,932 375,932 $ $ ALL FUNDS $ $ 2,343,595 2,343,595 $ $ 3,086,638 3,086,638 $ $ 3,194,316 3,194,316 $ $ 3,113,487 3,113,487 $ $ 4,442,521 4,442,521 $ $ EXPENDITURES 100 GENERAL 250,285 250,285 (1,248,205) (1,248,205) 199.2% 199.2% -39.1% -39.1% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 44.00 44.00 FY 2005-06 REVISED 48.00 48.00 482 FY 2006-07 ADOPTED 56.00 56.00 ADOPTED TO REVISED VARIANCE % 8.00 17% 8.00 17% Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • Departmental Strategic Plans and Budgets Finance, Appointed FY 2005-06 received funding for grant division (4) FTE. Adopted budget includes 5 new positions for document imaging project approved as a mid-year adjustment in FY 2005-06. Adopted budget include 3 new Financial/Business Analysts in FY 2006-07. Base Adjustments Revenue • Increase to Real Estate Program Revenue ($120,965): The department’s budget request included an increase to revenue in the Real Estate Program in the amount of $120,965 associated with existing lease agreements. • Increase in External Reporting Activity ($213,084): Increase the External Reporting Activity Other Intergovernmental Revenues by $213,084 to appropriately reflect the arrangement with the Industrial Development Authority (IDA). Expenditures • Increase Personnel Savings (-$131,885): Increase Personnel Savings by ($131,885) to 3.6 FTE or 7.2% of salary expenditures. • Reallocation of FY 2006-07 Pay for Performance Salary and Benefits Funding (net impact $0): The FY 2006-07 Pay for Performance funding of $53,118 was reallocated to all activities in proportion to the salary expenditures budgeted in the activity. • Increase to the Collections Activity ($1,457): Expenditures for the Collections Activity were increased in the amount of $1,457 for the mid-year salary adjustment for collections personnel. • Increase to the Accounts Payable Activity ($812,714): The adopted budget includes an increase to the Accounts Payable Activity in the amount of $60,875 to support 1 FTE to enhance results in this area. In addition, it includes an increase of $751,839 for the Document Imaging process improvement approved by the Board of Supervisors mid-year during FY 20052-06. The total net adjustment for the activity was $812,714. • Increase to the Internal Reporting Activity ($13,641): The adopted budget includes funding in the amount of $13,641 for .2 FTE to enhance customer satisfaction and improve results in the Internal Reporting Activity. • Increase to the External Reporting Activity ($240,367): The adopted budget includes funding $27,283 for .4 FTE to improve results of the External Reporting Activity. It also includes an increase in expenditures of $213,084 to reflect the appropriate reporting of the expenditures for the staff supporting the IDA agreement. The total net adjustment for the activity was $240,367. • Increase to the Real Estate Program ($21,587): The adopted budget includes an increase to the Real Estate Activity of $21,567 associated with the FY 2005-06 mid-year market increase for the Right-of-Way agents who support this activity. 483 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed • Increase to the General Accounting Activity ($113,305): The adopted budget includes an increase to the General Accounting Activity of $27,283 for .4 FTE to improve customer satisfaction results; $68,185 to support 1 FTE with Cash Management/Treasury Subject Matter expertise to improve results in that area; and $17,837 associated with the reclassification of costs from the Debt Service and Systems Activities as these activities are being eliminated and the functions that were part of that activity will be part of the General Accounting Activity. The total net adjustment for the activity was $113,305. • Decrease to the Debt Service (-$500) and Systems (-$17,337) Activities: The adopted budget removes the funding for the Debt Service ($500) and Systems ($17,337) Activities as these activities are being eliminated and the functions are being absorbed in the General Accounting Activity. 484 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 3,086,638 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Collections Clerks and Collections Supervior Market Adjustment FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2005-06 Executive Compensation Increase (12 mo) Annualization of Market Adjustments FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: 485 $ $ - Subtotal $ 29,963 25,502 55,465 $ - $ 3,142,103 $ - $ $ Subtotal $ 22,944 41,672 22,932 40,444 29,039 90,058 247,089 $ 41,883 41,883 $ 3,389,192 $ 41,883 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed General Fund (100) Appropriated Budget Reconciliation (Continued) EXPENDITURES BASE ADJUSTMENTS: Increase to Real Estate Program Revenue $ Regular Pay Salary and Benefit Savings Reallocation of FY 2006-07 Pay for Performance Salary and Benefits Adjustment Funding: from Accounting to External Reporting to Internal Reporting to Accounts Payable to Collections to Leasing to Property Management to Research and Report to Office of the Director Increase to Collections Activity Increase to Accounts Payable Activity for 1 FTE Financial Business Analyst Salary ($45,760) and Benefits ($15,115) Increase to Accounts Payable Activity for annualized Document Imaging approved as a mid-year adjustment in FY 2005-06 Increase to Internal Reporting Activity for .2 FTE Financial Business Analyst Salary ($10,408) and Benefits ($3,233) Increase to External Reporting Activity for .4 FTE Financial Business Analyst Salary ($20,817) and Benefits ($6,466) Increase to revenue and expenditures in External Reporting Activity to appropriately reflect the IDA arrangement Increase to Real Estate Program Increase to General Accounting Activity for the Cash/Treasury Subject M tt E to General t Increase Accounting Activity for .4 FTE Financial Business Analyst Salary ($20,817) and Benefits ($6,466) Increase to General Accounting Activity for Reallocaton of Expenses from Debt Service and Systems Activities Decrease in Debt Service Activity for Reallocation of Expenses to the General Accounting Activity Decrease in Systems Activity for Reallocation of Expenses to the General Accounting Activity Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 486 REVENUE - $ (131,885) (53,118) 120,965 - 16,828 8,367 10,185 9,477 2,752 2,752 2,358 399 1,457 60,875 - 751,839 - 13,641 - 27,283 - 213,084 213,084 21,567 68,185 - 27,283 - 17,837 - (500) - (17,337) - 1,053,329 $ 334,049 4,442,521 $ 375,932 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Finance, Appointed Mandates 180 FINANCE MANDATED EXPENDITURES 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including increased expenditures for the Document Imaging process improvement approved by the Board of Supervisors mid-year during FY 20052-06. See the Base Adjustment section above for additional detail. Program Activity FINANCIAL SERVICES GENERAL ACCOUNTNG ACCOUNTS PAYABLE COLLECTIONS Purpose The purpose of the Financial Services Program is to provide general accounting, technology systems, accounts payable, and debt service activities to Maricopa County government departments so they can make informed decisions, manage resources, and measure and report results. The purpose of the General Accounting Activity is to provide guidance, training and general accounting services to County departments so they can accurately manage and report financial information. The purpose of the Accounts Payable Activity is to provide timely payment services to County departments so they can correctly remit payments to vendors. The purpose of the Collections Activity is to provide collection services for the court, government agencies, victims and interested parties so they can hold the responsible parties accountable and the appropriate parties can realize financial restitution. FINANCIAL REPORTING The purpose of the Financial Reporting Program is to provide timely financial and operational information to external entities such as external government and private financial institutions, as a measurement of financial health; and to Maricopa County government departments so they can make timely informed decisions, manage resources, and measure and report results. EXTERNAL REPORTING The purpose of the External Reporting Activity is to primarily provide timely financial and operational information to external governments and private financial institutions, so they can make sound decisions regarding the welfare of Maricopa County. The purpose of the Internal Reporting Activity is to provide timely financial information to county government staff so they can make timely and sound financial decisions and manage their resources. The purpose of the Real Estate Program is to provide real estate services to appointed and elected departments so that County properties are managed in a professional manner. INTERNAL REPORTING REAL ESTATE REAL ESTATE MANAGEMENT Mandate ADMINISTRATIVE ADMINISTRATIVE A.R.S.§ A.R.S.§ A.R.S.§ A.R.S.§ A.R.S.§ A.R.S.§ A.R.S.§ 13.805; A.R.S.§ 13.806; 42.1122; A.R.S.§ 13.961; 33.967; A.R.S.§ 11.584; 21.334; A.R.S.§ 12.332; 12.302; A.R.S.§ 8.127; 12.311; A.R.S.§ 12.284; 12.313; A.R.S.§ 12.116.03 A.R.S. § 41-1279.07; A.R.S. § 4217101 ADMINISTRATIVE The purpose of the Real Estate Management Activity is to protect the Real Property Rights of the ADMINISTRATIVE County and to support the efficient utilization of the County’s Real Estate Assets. 487 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Health Care Mandates Analysis by Hannah Lee, Management & Budget Analyst Departmental Information Organizational Chart County CountyManager Manager Deputy County Manager Deputy County Manager Health Care Mandates Health Care Mandates Mandat Health Care Mandates Shawn Nau, Administrator Shawn Nau, Director Shawn es Nau, Administrator Litigation/Arbitration Operations Claims Resolution Records Medical Review Mission The mission of the Health Care Mandates Department is to provide indigent and inmate health-related risk management services for Maricopa County Administration so they can control and reduce health care financial liability. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • By January 1, 2007, reduce the average annual litigation judgments/settlements rate by 7% over the 1998 rate. Status: The Department has not paid any litigation settlements. • By June 30, 2007, reduce average turn-around time of all Health Services claims processing to within 60 days of submission. Status: The Department has reduced average turn-around time of claims processing to 43.34 days of submission. 488 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Department Performance Information Arizona counties were responsible for the medical care of indigents prior to October 1, 2001. Although the creation of AHCCCS diverted much of that responsibility, Maricopa County had to provide emergent services to indigents during the time between such services began and 48-hours prior to AHCCCS are notified of eligibility. Payment claims for such services were submitted to the Department of Medical Eligibility. Many claims were denied and hospitals filed lawsuits against the County contesting denial decisions. In the previous years, settlements have been reached between the County and hospitals to resolve these disputes. The Litigation Support Activity provides documents and technical expertise to litigation counsel so they can effectively defend the financial interests of Maricopa County. Claims are in litigation until the Plaintiff agrees to withdraw the lawsuit and move the claims to the arbitration process. Health Care Mandates Department did not pay 76% of full billed charges in litigation in FY 2005-06 Projected and the FY 2006-07 Adopted budget is projected not to pay 82% of full billed charges. Litigation Support 95% FY 2002-03 FY 2003-04 94% FY 2004-05 92% FY 2005-06 Proj 76% FY 2006-07 Budget 0% 82% 10% 20% 30% 40% 50% 60% 70% 80% Percent of Full Billed Charges Not Paid in Litigation 489 90% 100% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 39DI - DISPROPORTIONATE SHARE MATCH DISH - DISPROPORTIONATE SHARE MATCH FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 83,530,100 83,530,100 $ 63,366,600 63,366,600 $ 63,366,600 63,366,600 $ 63,366,600 63,366,600 $ 63,366,600 63,366,600 $ - $ 737 737 $ - $ - $ 6,611 6,611 $ - $ - 39LT - INDIGENT LONG-TERM CARE $ CRLT - COUNTY RESIDUAL LONG TERM CARE - $ 52,848 52,848 $ 52,848 52,848 $ 46,237 46,237 $ 52,848 52,848 $ - 0.0% 0.0% 99AS - ADMINISTRATIVE SERVICES PROG $ TOTAL PROGRAMS $ EXPENDITURES 39BH - INDIGENT BEHAVIORAL HEALTH $ SARN - ARNOLD V. SARN GEMH - GEN MENTAL HEALTH 29,583 83,560,420 $ $ 63,419,448 $ $ 63,419,448 $ $ 63,419,448 $ $ 63,419,448 $ $ - 0.0% 34,458,305 29,601,729 4,856,576 $ 37,189,030 32,089,626 5,099,404 $ 36,089,413 31,232,833 4,856,580 $ 36,050,899 31,194,319 4,856,580 $ 38,089,413 33,232,833 4,856,580 $ 39HC - INDIGENT HEALTH CARE PAHC - PRE-AHCCCS LIABILITY (2,000,000) (2,000,000) - 0.0% 0.0% -5.5% -6.4% 0.0% 39DI - DISPROPORTIONATE SHARE MATCH DISH - DISPROPORTIONATE SHARE MATCH $ 83,530,100 83,530,100 $ 63,366,600 63,366,600 $ 63,366,600 63,366,600 $ 63,366,600 63,366,600 $ 63,366,600 63,366,600 $ - 0.0% 0.0% 39HC - INDIGENT HEALTH CARE AHCS - AHCCCS CONTRIBUTION PAHC - PRE-AHCCCS LIABILITY $ 50,372,240 45,813,477 4,558,763 $ 56,959,200 31,959,200 25,000,000 $ 56,959,200 31,959,200 25,000,000 $ 56,959,200 31,959,200 25,000,000 $ 49,523,800 24,523,800 25,000,000 $ 7,435,400 7,435,400 - 13.1% 23.3% 0.0% 39LM - PRE-AHCCCS LIABILITY MGMT LITG - LITIGATION SUPPORT RSLT - RESOLUTIONS $ 2,251,058 1,905,888 345,171 $ 6,588,317 6,588,317 - $ 6,614,857 6,614,857 - $ 6,538,643 6,538,642 - $ 6,442,960 6,442,960 - $ 171,897 171,897 - 2.6% 2.6% 39LT - INDIGENT LONG-TERM CARE $ ALTC - ALTCS CONTRIBUTION CRLT - COUNTY RESIDUAL LONG TERM CARE 125,679,282 125,610,000 69,282 $ 130,183,562 130,003,100 180,462 $ 130,196,146 130,003,100 193,046 $ 130,183,562 130,003,100 180,462 $ 150,589,688 150,313,300 276,388 $ (20,393,542) (20,310,200) (83,342) -15.7% -15.6% -43.2% 60ME - MEDICAL EDUCATION RETR - RESIDENCY TRAINING $ 3,547,901 3,547,901 $ 3,547,900 3,547,900 $ 3,547,900 3,547,900 $ 3,547,896 3,547,896 $ 3,547,900 3,547,900 $ 80TD - TRIAL DELIVERY MEHO - MENTAL HEALTH ORDERS MEHT - MENTAL HEALTH TESTIMONY $ 233,750 15,875 217,875 $ 338,000 50,000 288,000 $ 338,000 50,000 288,000 $ 266,386 26,636 239,750 $ 693,547 50,000 643,547 $ (355,547) (355,547) -105.2% 0.0% -123.5% 86ID - INFECT DISEASE CNTRL & TREATMT TBSS - TUBERCULOSIS SERVICES $ 83,062 83,062 $ 500,000 500,000 $ 483,600 483,600 $ 483,600 483,600 $ 500,000 500,000 $ (16,400) (16,400) -3.4% -3.4% 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 7,764,991 307,920,688 (1,487,705) (5,111) (16,651,008) -40.8% $ 2,561,085 301,233,694 $ 3,649,967 301,245,683 $ 2,992,881 300,389,667 $ 5,137,672 5,111 317,896,691 $ - 0.0% 0.0% -5.5% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 83,530,100 29,583 737 83,560,420 $ 1,522,349 22,715 304,535,610 1,773,952 66,063 307,920,688 $ $ $ FY 2005-06 REVISED 63,366,600 52,848 63,419,448 $ 2,000,275 56,576 299,148,489 28,354 301,233,694 $ $ $ FY 2005-06 PROJECTED 63,366,600 46,237 6,611 63,419,448 $ 2,379,278 93,898 298,744,614 27,893 301,245,683 $ 490 $ $ FY 2006-07 ADOPTED 63,366,600 46,237 6,611 63,419,448 $ 1,852,258 49,856 298,460,899 26,654 300,389,667 $ $ $ ADOPTED TO REVISED VARIANCE % 63,366,600 46,237 6,611 63,419,448 $ 2,827,608 28,000 315,016,785 24,298 317,896,691 $ $ $ (448,330) 65,898 (16,272,171) 3,595 (16,651,008) 0.0% 0.0% 0.0% 0.0% -18.8% 70.2% -5.4% 12.9% -5.5% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % ALL FUNDS $ $ 83,560,420 83,560,420 $ $ 63,419,448 63,419,448 $ $ 63,419,448 63,419,448 $ $ 63,419,448 63,419,448 $ $ 63,419,448 63,419,448 $ $ ALL FUNDS $ $ 307,920,688 307,920,688 $ $ 301,233,694 301,233,694 $ $ 301,245,683 301,245,683 $ $ 300,389,667 300,389,667 $ $ 317,896,691 317,896,691 $ $ EXPENDITURES 100 GENERAL (16,651,008) (16,651,008) 0.0% 0.0% -5.5% -5.5% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 31.00 31.00 FY 2005-06 REVISED 34.00 34.00 FY 2006-07 ADOPTED 43.00 43.00 ADOPTED TO REVISED VARIANCE % 9.00 26% 9.00 26% FY 2006-07 Adopted increased by 9 FTEs from FY 2005-06 Revised. 11 FTEs were added for the Maricopa Managed Care Systems Administration Run Out Team, and 1 Financial/Business Analyst FTE position was deleted. 1 Project Manager FTE was transferred to the Office of Medical Examiner. 491 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Base Adjustments ALTCS Contribution ($20,310,200): FY 2006-07 Adopted Budget for ALTCS Contribution Activity increases by $20,310,200 compared to FY 2005-06 Revised Budget to reflect the Joint Legislative Budget Committee Recommended County Contribution for FY 2006-07, which is calculated according to formula in A.R.S. 11-292. Under the current Statute, counties pay 50% of the annual increase in the non-federal portion of the ALTCS budget. The increase is based on JLBC estimates that ALTCS caseload is projected to grow 6.5%, or approximately 19,100 member years being served in FY 200607. JLBC also projects capitation rate to grow 3.0% above FY 2005-06. Other components of the ALTCS program, such as Fee-For-Service, Reinsurance, and Medicare Premiums programs, are expected to increase by approximately 14.0%. Also included in these estimates is the provider rate increase based on the reallocation of savings. ALTCS CONTRIBUTION Maricopa County Fiscal Year Amount 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 $ 101,077,241 $ 114,845,600 $ 110,407,500 $ 125,610,000 $ 130,003,100 $ 150,313,300 Amount MARICOPA COUNTY ALTCS CONTRIBUTION, FY 2002-2007 $160,000,000 $150,000,000 $140,000,000 $130,000,000 $120,000,000 $110,000,000 $100,000,000 $90,000,000 $80,000,000 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 Fiscal Year Arnold V. Sarn IGA Increase ($2,000,000): The FY 2006-07 Adopted for Arnold v. Sarn increases by $2,000,000 compared to FY 2005-06 Revised in accordance with the IGA formula based on a pessimistic forecast for the U.S. Medical CPI plus 2 percent for pharmaceutical weighting included in the Maricopa County 10-year forecast. 492 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Maricopa Managed Care Systems (MMCS) Administration Run Out Team ($2,271,551): The Health Plan ceased to operate on September 30, 2005. The MMCS Run Out Administration Team’s budget of $2,271,551 for FY 2006-07 is now moved into Health Care Mandates Department. The FY 2006-07 Adopted budget for MMCS Run Out Administration Team will provide: • • • • Payment of claims from providers, reconciling past “over-payments/under-payments” with providers, and recouping monies owed to MMCS; Filing of encounter data with the AHCCCS Administration and applying for reinsurance, Title XIX Waiver Group reimbursements, and Prior Period Coverage reimbursements; Preparation and filing of contractually required financial statements, and completion of required financial audits; and Archiving of MMCS health care membership, authorization, and claims data for storage in accordance with Federal and State requirements To perform these tasks, the MMCS Run Out Team requires 11 FTEs for a period of one to six months. The Team will phase down in the middle of FY 2006-07. Department Administration (-$728,516): The FY 2006-07 Adopted Budget reduces $728,516 in Department Administration partly due to elimination of non-recurring expenditures (-$503,214), and partly due to reduction of staffing (-$225,302) which is no longer needed. Mental Health Testimony Activity ($355,547): The FY 2006-07 Adopted Budget increases $355,547 for legal services provided by County Attorney Civil Division. Litigation Support Activity (-$162,450): The FY 2006-07 Adopted Budget reduces $162,449 to align with the level of services provided by County Attorney Civil Division. House Bill 2819 – Reduce AHCCCS Contribution (-$7,435,400): HB 2819 transferred funding responsibility for state juvenile probation costs in Maricopa County to Maricopa County in exchange for an equivalent reduction of Maricopa County contributions to AHCCCS programs by $7,435,400. Office of Director Activity (-$128,721): The FY 2006-07 Adopted Budget reduces $128,721 to transfer 1 FTE out of Health Care Mandates into the Office of Medical Examiner. 493 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES $ 301,233,694 $ REVENUE 63,419,448 FY 2005-06 REVISED RESTATED BUDGET: $ 301,233,694 $ 63,419,448 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) $ Retirement Contributions ALTCS Contribution FY 2005-06 Pay for Performance Annualization Arnold v. Sarn IGA Increase FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance Subtotal $ 12,750 31,142 20,310,200 66,237 2,000,000 7,121 63,536 22,490,986 $ $ - 323,724,680 $ 63,419,448 2,271,551 $ (728,516) 355,547 (162,450) (7,435,400) (128,721) (5,827,989) $ - FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Maricopa Managed Care Systems Admin Run Out Team $ Department Administration Mental Health Testimony Litigation Support House Bill 2819 - Reduce AHCCCS Contribution Transfer 1 FTE to Medical Examiner Department Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 494 317,896,691 $ 63,419,448 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Mandates 390 HEALTH CARE MANDATES MANDATED EXPENDITURES 320,000,000 315,000,000 310,000,000 305,000,000 300,000,000 295,000,000 290,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary due to several factors including the ALTCS Contribution Activity increases to reflect the Joint Legislative Budget Committee Recommended County Contribution for FY 2006-07, which is calculated according to formula in A.R.S. 11-292. Under the current Statute, counties pay 50% of the annual increase in the non-federal portion of the ALTCS budget. See the Base Adjustment section for additional detail. Program Activity PRE-AHCCCS LIABILITY MANAGEMENT LITIGATION SUPPORT RESOLUTIONS Purpose Mandate The purpose of the Pre-AHCCCS Liability Management Program is to provide claims processing, disputed claims resolution and litigation support for Maricopa County Administration so they can manage and limit their pre-AHCCCS financial liability. The purpose of the Litigation Support Activity is to provide documents and technical expertise to ADMINISTRATIVE litigation counsel so they can effectively defend the financial interests of Maricopa County Administration. The purpose of the Resolutions Activity is to provide a review of disputed pre-AHCCCS claims A.R.S. §11-297, uncodified sections of SB 1577 for Maricopa County Administration so they can fulfill their statutory obligation to resolve claims, limit their pre-AHCCCS financial liability, and avoid the need for subsequent litigation. INDIGENT BEHAVIORAL HEALTH The purpose of the Indigent Behavioral Health Program is to provide funds to the State for mental health programs so that they can ensure that their court-ordered obligations are met. ARNOLD V. SARN The purpose of the SARN - ARNOLD V. SARN Activity is to contribute funding to the Arizona Department of Health Services (ADHS) via an Intergovernmental Agreement (IGA) to provide adequate services for Maricopa County's indigent seriously mentally ill (SMI) persons. GEN MENTAL HEALTH The purpose of the Genenral Mental Health Activity is to contribute funding to the Arizona A.R.S. §11-0291.01 Department of Health Services (ADHS) via an Intergovernmental Agreement (IGA) to provide the same level of behavioral health services for indigent non-SMI population in Maricopa County that were in place prior to the 1981 inception of the AHCCCS program. The purpose of the Disproportionate Share Match Program is to provide support for the federal Disproportionate Share Hospital program for Maricopa Medical Center. The purpose of the Disproportionate Share Match Activity is to provide support for the federal Omnibus Budget Reconciliation Act (OBRA) of 1981, Boren Disproportionate Share Hospital program for Maricopa Medical Center. Amendment, P.L. 97-35; OBRA 1986, P.L. 99-509; OBRA 1997, PL100-203; Medicaid Voluntary Contribution and Provider-Specific Tax Amendments of 1991, PL 102-224; OBRA 1993, PL 10366; Balanced Budget Act of 1997, PL105-33; Medicare, Medicaid and SCHIP Benefits Improvement and Protection Act of 2000, PL 106-554; Laws 2004, Chapter 279, Section 9 (B.); Proposition 204 (2002).. A.R.S. §48-5561.01. DISPROPORTIANATE SHARE MATCH DISPROPORTIONATE SHARE MATCH 495 1989 Arizona Supreme Court Ruling, Arnold v. Sarn Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Health Care Mandates, Appointed Mandates (Continued) Program Activity INDIGENT HEALTH CARE Purpose The purpose of the Indigent Health Care Program is to provide funds to the State's AHCCCS programs and to provide funding for outstanding Pre-AHCCCS claims for Maricopa County Administration so that they can ensure accurate and proper distribution of funds. PRE-AHCCCS LIABILITY The purpose of the Pre-AHCCCS Liability Activity is to provide funding for outstanding PreAHCCCS claims for Maricopa County Administration so that they can ensure accurate and proper distribution of funds. The purpose of the AHCCCS Contribution Activity is to contribute financial support to the State AHCCCS program to satisfy the Federal Medicaid matching requirement, which represents a mandated contribution for the medical services cost of AHCCCS enrolled members. AHCCCS CONTRIBUTION Mandate A.R.S. §11-297, uncodified sections of SB 1577 A.R.S. §11-297 INDIGENT LONG TERM CARE The purpose of the Indigent Long Term Care Program is to provide funds to the State's ALTCS program and to provide funding for the County's Residual Long Term Care claims for Maricopa County Administration so that they can ensure accurate and proper distribution of funds. ALTCS CONTRIBUTION The purpose of the ALTCS Contribution Activity is to contribute financial support to the State long- A.R.S. §11-297 term care program, as set forth by the State Legislature, based on the non-Federal match required for the program to provide federal Medicaid long-term care services to persons meeting federally prescribed income and resource standards and are at risk of being institutionalized. COUNTY RESIDUAL LONG TERM CARE The purpose of the County Residual Long Term Care Activity is to provide member claims review A.R.S. §11-293, A.R.S. §11-293.01 and to provide long term care services to clients who did not meet ALTCS standards at the time of it's adoption so that they can ensure that appropriate payments are made to fulfill the County's mandated obligations. 496 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Resources, Appointed Human Resources Analysis by Jack Patton, Senior Budget Analyst Departmental Information Organizational Chart County Manager Deputy County Manager Human Resources Gwynn Simpson, Director Payroll Records Administration Employee Relations/ Merit Commission Employment Services: Recruiting & Selection Information Services Staff Development Mission The mission of Human Resources is to establish and administer effective human resources programs that recruit, develop and retain a qualified and diverse workforce so the County can achieve its public service goals. Vision To recruit, develop and retain an A+ workforce and become an employer of choice. Strategic Goals • By May 2006, Human Resources will develop metrics reporting and communication tools to monitor the implementation of Maricopa County’s diversity plan. Status: Human Resources is reviewing other government’s metrics to see what will work at Maricopa County. • By September 2006, Human Resources will develop a written succession plan for managers and directors that identify the leadership roles and associated skills necessary for upward mobility in County departments. Status: Human Resources drafted a policy, procedures and a proposed budget for the succession planning program. Human resources has discussed the program and budget with the Deputy County Manager. A pilot program will be developed and submitted to the Deputy County Manager for review and approval. • By September 2006, Human Resources will achieve a rating of 80% satisfaction level or higher from their customers. Status: Human Resources is conducting an entire customer service training session for their staff. • By January 2006, Human Resources will have 90% participation in either direct deposit or pay cards and reduce/eliminate live checks. Status: Human Resources is still promoting direct 497 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Resources, Appointed deposits and pay cards. Human Resources has drafted proposed legislation requesting approval to do away with live checks. • By January 2006 implement a workforce development plan to enhance recruitment, retention, and advancement that results in improved customer service to Maricopa County citizens. Status: Human Resources is working on implementing a succession program at Maricopa County that will be the cornerstone of the workforce development plan. OMB recommends the completion date for this goal be extended until sometime after the development of the succession program, which is slated for completion in September, 2006 since that will need to be in place to successfully implement the workforce development plan. • By July 2006 HR will help seek opportunities to build partnerships and relationships with local Native American Chambers of Commerce to enhance recruiting. Status: Human Resources representatives will meet with representatives from the Salt River Pima-Maricopa Indian Community to talk about issues impacting rolling out PeopleSoft at the County and at the Salt River Pima Indian Community. • By December 2006, Human Resources will complete a review and revision of all Human Resources policies to ensure legal compliance and compatibility with technology needs. Status: Human Resources had the following policies approved and implemented: Informal/Formal Discipline, Pre-disciplinary Action Program, Employee Concerns and Resolution Program and Employees Assisting and Supporting Employees (E.A.S.E.). • By December 2006, Human Resources will train all Central HR staff on Managing for Results. Status: Human Resources is in the process of sending all staff to Managing for Results training and all activity leaders to Metric Accountability training. • By June 2007, Human Resources will re-engineer Maricopa County’s Personnel Action Form (PAF) process that will incorporate appropriate automation and other process efficiencies to allow for seamless personnel action processing. Status: A task force to look at the Personnel Action Form has been created. • By July 2007, Human Resources will eliminate hard copy personnel files. Status: Human Resources is in the process of scanning all personnel files and has an Electronic Records Retention Request pending final approval at the State. • By May 2009, improve outreach services to diverse community-based agencies to develop talent pools for County recruitments. Status: Human Resources is sending a representative to a large comprehensive government recruiting seminar in Washington D.C. 498 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Resources, Appointed Applications Received 100,000 80,000 60,000 34,022 35,242 40,011 47,353 37,732 44,457 69,883 92,349 95,000 40,000 '99 '00 '01 '02 '03 '04 '05 **'06 **07 20,000 0 **Projected Year Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 31CT - CORPORATE INITIATIVES COMM - COMMUTE OPTIONS 31ED - EMPLOYEE DEVELOPMENT EREL - EMPLOYEE RELATIONS MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT 31ES - EMPLOYMENT SERVICES RECR - RECRUITING AND STAFFING 31PR - PAYROLL & RECORDS MANAGEMENT PAYR - PAYROLL RECD - RECORDS MANAGEMENT 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 31CT - CORPORATE INITIATIVES CHAR - COMBINED CHARITABLE CAMPAIGN COMM - COMMUTE OPTIONS 31ED - EMPLOYEE DEVELOPMENT EREL - EMPLOYEE RELATIONS MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT 31ES - EMPLOYMENT SERVICES RECR - RECRUITING AND STAFFING 31PR - PAYROLL & RECORDS MANAGEMENT PAYR - PAYROLL RECD - RECORDS MANAGEMENT 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED 2,159 14 2,145 56 56 40,773 40,473 300 1,064 44,051 $ 6,201 1,355 4,846 698,085 217,096 13,745 467,244 782,214 782,214 679,279 352,596 326,683 737,759 2,903,538 $ 950 950 35,400 35,150 250 36,350 $ 107,305 53,280 54,025 725,704 195,886 113,850 415,968 933,588 933,588 785,844 377,976 407,868 402,235 2,954,676 $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 950 950 35,400 35,150 250 36,350 $ 59,035 14,136 44,899 795,865 201,218 115,229 479,418 970,345 970,345 802,364 384,961 417,403 410,720 3,038,329 $ $ $ $ $ $ $ $ $ $ FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 395 395 1,901 29 1,872 260 260 36,617 36,421 196 617 39,789 $ 64,172 26,450 37,722 695,040 149,788 85,140 460,112 896,557 896,557 803,445 429,023 374,422 427,948 2,887,162 $ $ $ $ $ $ $ $ $ $ $ 1,110 1,110 18,300 15,000 3,300 500 500 37,500 37,300 200 57,410 43,503 12,298 31,205 903,211 277,237 115,088 510,886 968,269 968,269 837,737 403,194 434,543 429,689 3,182,409 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ $ $ $ 160 160 18,300 15,000 3,300 500 500 2,100 2,150 (50) 21,060 15,532 1,838 13,694 (107,346) (76,019) 141 (31,468) 2,076 2,076 (35,373) (18,233) (17,140) (18,969) (144,080) 16.8% 16.8% 5.9% 6.1% -20.0% 57.9% 26.3% 13.0% 30.5% -13.5% -37.8% 0.1% -6.6% 0.2% 0.2% -4.4% -4.7% -4.1% -4.6% -4.7% Total Budget by Category FY 2004-05 ACTUAL INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ 41,297 2,754 44,051 2,660,222 70,438 153,680 19,198 2,903,538 FY 2005-06 ADOPTED $ $ $ $ FY 2005-06 REVISED 35,950 400 36,350 2,738,214 35,373 159,087 22,002 2,954,676 $ $ $ $ 499 35,950 400 36,350 2,821,865 35,375 159,087 22,002 3,038,329 FY 2005-06 PROJECTED $ 626 37,238 1,925 $ 39,789 FY 2006-07 ADOPTED $ 18,800 38,210 400 $ 57,410 ADOPTED TO REVISED VARIANCE % $ 18,800 2,260 6.3% 0.0% $ 21,060 57.9% $ $ $ $ 2,688,632 40,300 136,411 21,819 2,887,162 $ 2,952,816 36,475 171,012 22,106 3,182,409 $ (130,951) (1,100) (11,925) (104) (144,080) -4.6% -3.1% -7.5% -0.5% -4.7% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Resources, Appointed Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % ALL FUNDS $ $ 44,051 44,051 $ $ 36,350 36,350 $ $ 36,350 36,350 $ $ 39,789 39,789 $ $ 57,410 57,410 $ $ 21,060 21,060 57.9% 57.9% ALL FUNDS $ $ 2,903,538 2,903,538 $ $ 2,954,676 2,954,676 $ $ 3,038,329 3,038,329 $ $ 2,887,162 2,887,162 $ $ 3,182,409 3,182,409 $ $ (144,080) (144,080) -4.7% -4.7% EXPENDITURES 100 GENERAL Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 55.00 55.00 FY 2005-06 REVISED 55.00 55.00 FY 2006-07 ADOPTED 53.00 53.00 ADOPTED TO REVISED VARIANCE % (2.00) -4% (2.00) -4% Base Adjustments Revenue • Increase in Revenue for the Employee Relations, Staff Development and Payroll Activities ($21,060): The department’s budget request included revenue above the target in the amount of $21,060 due to an increase in amounts collected for training and other services provided to the Housing Authority and Special Health Care District. Expenditures • Increase in Personnel and Benefit Savings ($4,956): The adopted budget increases Personnel and Benefit Savings across all activities by ($4,956) to 4 FTE. This change is based on recent savings at the rate of 6 FTE adjusted for two positions no longer in the department’s staff complement. • • Decrease to the Recruiting and Staffing Activity ($7,771): The adopted budget includes a reduction in the budgeted hourly rates for the Public Service Representative and the HR Generalist in the Recruiting and Staffing Activity resulting in a decrease of ($7,771). Decrease to the Office of the Director Activity ($6,619): The adopted budget reduces personnel expenditures to reflect restatement of PeopleSoft Programmer to the Office of the Chief Information Officer and deletion of Technology Analyst for a net change of $(6,619). 500 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Resources, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 3,150,296 $ 36,350 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance $ Subtotal $ $ $ - $ 3,213,114 $ (195,620) 36,350 - $ 3,017,494 $ 36,350 $ 25,190 41,150 18,760 2,287 8,441 88,433 184,261 $ $ - FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Increase in Personnel and Benefit Savings $ Decrease to the Recruiting and Staffing Activity Decrease to the Office of the Director Activity Increase in Revenue for the Employee Relations, Staff Development and Payroll Activities Subtotal $ 3,201,755 $ 36,350 (4,956) $ (7,771) (6,619) - 21,060 (19,346) $ 21,060 FY 2006-07 ADOPTED BUDGET: 3,182,409 FY 2005-06 REVISED BUDGET: Restatements 62,818 62,818 PeopleSoft Programmer to CIO FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance Subtotal $ $ 501 $ 57,410 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Resources, Appointed Mandates 640 TRANSPORTATION MANDATED EXPENDITURES 180,000,000 160,000,000 140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED CAPITAL FUND NON-MANDATED CAPITAL FUND MANDATED SPECIAL REVENUE FUND NON-MANDATED SPECIAL REVENUE FUND MANDATED Program Activity CORPORATE INITIATIVES COMBINED CHARAGABLE CAMPAIGN COMMUTE OPTIONS EMPLOYEE DEVELOPMENT EMPLOYEE RELATIONS MERIT COMMISSION STAFF DEVELOPMENT EMPLOYMENT SERVICES RECRUITING AND STAFFING PAYROLL & RECORDS MANAGEMENT PAYROLL RECORDS MANAGEMENT Purpose The purpose of the Corporate Initiatives Program is to provide administrative support for the enterprise-wide initiatives for Maricopa County departments so that they are in compliance with Maricopa County regulations and are able to meet program goals. The purpose of the Combined Charitable Campaign Activity is to provide administrative support to the Combined Charitable Campaign Chair, County Management and employees so they can give back to the Community they serve. The purpose of the Commute Options Activity is to provide administrative support and coordination of the Trip Reduction initiative so that Maricopa County and its departments are in compliance with applicable ordinances. The purpose of the Employee Development program is to provide organizational development, services, competency-based training and strategic intervention for all County departments so there is a productive and professional workplace. The purpose of the Employee Relations Activity is to provide workplace conflict resolution for County departments and employees so that they can maintain workplace professionalism and productivity. The purpose of the Merit Commission Activity is to provide administrative and operational support to the Merit Commission so that employees who go before Merit Commission can receive timely consideration for their appeal Mandate NONE ARS § 11-251 (53); ARS § 49-581 through 49-593; ARS § 11-251 (57);ARS § 49-581 through 59-593; A.R.S. 49-542 ADMINISTRATIVE ARS ARS ARS 532; § 11-351 through 356; ARS § 12- 242; § 38-1001 through 1007; ARS Title 38; §. 38-847; ARS §. 38-531 through 38ARS § 38-431; ARS § 38-503 The purpose of the Staff Development activity is to provide leadership and competency ADMINISTRATIVE development opportunities for County employees so they can perform their job requirements and enhance their careers. The purpose of the Employment Services program is to provide recruitment and personnel processing services for County departments so they can interview and hire a diverse workforce. The purpose of the recruiting and staff activity is to provide County departments with a highly qualified workforce in a timely manner so that County departments can achieve their business objectives The purpose of the Payroll and Records Management Program is to provide centralized payroll and records management services to County departments and employees so that employee records are maintained accurately and employees are paid accurately and on-time. ADMINISTRATIVE The purpose of the Payroll activity is to process payroll for employees so that they can be timely and accurately paid for their services. The purpose the Records Management Activity is to maintain employee and employment transaction records for County management and employees so that there is an accurate employment history on file. ADMINISTRATIVE 502 ADMINISTRATIVE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed Human Services Analysis by Dexter C. Thomas, Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Community Services Human Services Annette Stein, Director Human Services Deputy Director Human Services Support Community Services Education Division Youth Programs & Workforce Services Special Transportation Services Job Seeker Services Mission The mission of the Human Services Department is to provide education, employment and basic needs services to individuals, children and families so that they can enhance their opportunities for economic, social and physical well-being. Vision All Maricopa County residents will have opportunities to achieve economic self-sufficiency and enjoy a high quality of life. Strategic Goals • Reduce Homelessness: By July 2007, partner with other organizations in the development of the Human Services Campus by working to prevent homelessness and support home ownership in the county. Status: Human Services participated and played a major role in the development and planning of the Human Services Campus which opened in mid November 2005. 503 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed • Community Partnerships: By July 2008, build partnerships and relationships with area governments, including Tribal Nations, in order to meet the growing demands for services offered by the Human Services Department and to enhance the availability and delivery of these services to the community. Status: The Department has recently developed this goal and will measure the progress and success throughout the year. • Youth Programs: By December 2008, seek opportunities to promote, enhance, and improve Human Services programs and activities sponsored for the young people we serve in order to help them build their skills, develop a sense of civic involvement in the community, and successfully complete their education. Status: The department is achieving progress in each facet of this goal, and anticipates enhancing services to youth by the end of fiscal year 2007. In a preliminary sample, youth participation is planned to increase by approximately 15% in FY 2006-07. • Increase Access: By December 2007, seek opportunities to enhance our Human Services Department service sites in order to improve access for our clients to the services we offer, ensure the inclusion and participation of our diverse community, and increase satisfaction with the quality and cost-effectiveness of the services provided. Status: The department is achieving progress in this goal, and anticipates making progress toward each facet of the goal by the end of FY 2006-07. • Programs/Services: By July 2007, promote and protect the public health of the community by enhancing our programs and services and more effectively interfacing with our community partners. Status: The department is achieving progress in this goal, and anticipates being able to report significant advancement of the goal by the end of FY 2006-07. Department Performance Information The Human Services Department provides special transportation services to individuals of Maricopa County that are elderly and/or disabled provided certain eligibility requirements are met. The table below shows a decline in output for the number rides that will be provided in FY 2006-07 from the prior two year average of 94,843 trips to 62,408 trips in FY 2006-07 Adopted. 120,000 18 16 14 12 10 8 6 4 2 0 No. of Trips 100,000 80,000 60,000 40,000 20,000 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output 504 FY 2006-07 ADOPTED Cost Per Trip Cost/Trip Special Needs Transportation Trips Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed No. of Meals Special Needs Transportation Meals Activity Performance 140,000 12 120,000 10 100,000 8 80,000 6 60,000 4 40,000 Cost/Meal The decrease in output from the two prior fiscal years to FY 2006-07 Adopted is due to a decrease in available funding to provide trip services. The cost per trip was $15.38 in FY 2004-05, $16.47 in FY 2005-06 Projected and $13.51 in FY 2006-07 Adopted. The $2.42 decline in cost per trip from FY 200506 Projected to FY 2006-07 Adopted is explained by the reduction in expenditures for Personal Services and Supplies based on the available grant funds to perform this service in FY 2006-07. 2 20,000 0 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Meal The Human Services Department provides special transportation services to individuals of Maricopa County that are elderly and/or disabled that meet certain eligibility requirements. The table below shows a decline from a two year average of 114,329 meals delivered to 78,035 meals delivered in FY 2006-07 Adopted. The variance in output from the prior two fiscal years to FY 2006-07 Adopted is due to the decline in available funding for meal delivery services. The cost per meal delivered was $6.26 in FY 2004-05, $3.29 in FY 2005-06 Projected and $10.81 in FY 2006-07 Adopted. The $7.52 increase in cost per meal delivered from FY 2005-06 Projected to FY 2006-07 Adopted is explained by the increase in expenditures to Personal Services due to increases in salary and benefits, Supplies as a result of higher fuel prices and higher maintenance cost of equipment (Vans), and a technical adjustment to accurately allocate expenditures within the Special Transportation Program. 505 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed No. of Clients Served 600,000 450 400 350 300 250 200 150 100 50 0 500,000 400,000 300,000 200,000 100,000 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost Per Client Cost/Client Served Sr. Adult Independent Living Activity Performance The Human Services Senior Independent Living Program offers services to persons 60 years of age or older that have the greatest social and economic need. These individuals receive case management services with the goal of helping them to maintain independence so that they do not have to be placed in the more costly Arizona Long Term Care System (A.L.T.C.S.). The demand and output have remained relatively flat from the two prior fiscal years to FY 2006-07 Adopted. The cost per client was $404.10 in FY 2004-05, $410.82 in FY 2005-06 Projected and $170.37 in FY 2006-07 Adopted. The cost per client is declining by $240.43 in FY 2006-07 as a result of a decrease in Personal Services due to higher than normal anticipated vacancies for case managers in FY 2006-07 Adopted and a technical adjustment to accurately allocate expenditures within the Community Services Program. 506 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 22CS - COMMUNITY SERVICES CASM - CASE MANAGEMENT CRDV - COMMUNITY RESOURCE DEVELOPMENT FAST - FINANCIAL ASSISTANCE HSNG - HOUSING ASSISTANCE FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 3,935,021 1,953,409 779,257 1,202,355 $ 4,969,525 1,947,858 941,747 965,206 1,114,714 $ 5,084,519 1,622,859 856,837 1,591,376 1,013,447 $ 5,084,519 1,622,859 856,837 1,591,376 1,013,447 $ 3,937,968 2,252,819 935,219 455,835 294,095 $ (1,146,551) 629,960 78,382 (1,135,541) (719,352) -22.5% 38.8% 9.1% -71.4% -71.0% 22ED - EDUCATION CDEV - CHILD DEVELOPMENT CHLT - CHILD HEALTH SERVICES FAMI - FAMILY & COMM PARTNERSHIP $ 19,729,533 19,500,872 228,661 - $ 19,354,938 14,423,155 3,027,910 1,903,873 $ 17,528,618 13,341,540 2,602,058 1,585,020 $ 17,528,618 13,341,540 2,602,058 1,585,020 $ 17,573,006 12,839,810 2,135,533 2,597,663 $ 44,388 (501,730) (466,525) 1,012,643 0.3% -3.8% -17.9% 63.9% 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP. MEALS SNTT - SPECIAL NEEDS TRANSP. TRIPS $ 3,118,961 1,454,937 415,984 1,248,040 $ 4,647,290 2,670,810 494,120 1,482,360 $ 4,928,149 2,901,743 506,602 1,519,804 $ 3,470,412 2,000,000 325,732 1,144,680 $ 3,544,541 1,703,259 472,081 1,369,201 $ (1,383,608) (1,198,484) (34,521) (150,603) -28.1% -41.3% -6.8% -9.9% 22WD - WORKFORCE DEVELOPMENT EMSV - EMPLOYER SERVICES SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES $ 7,312,192 1,475,483 4,327,294 1,509,415 $ 6,496,666 2,252,001 2,292,979 1,951,686 $ 5,906,583 1,319,404 3,103,893 1,483,286 $ 5,906,583 1,319,404 3,103,893 1,483,286 $ 8,350,851 1,026,261 5,906,234 1,418,356 $ 2,444,268 (293,143) 2,802,341 (64,930) 41.4% -22.2% 90.3% -4.4% 39SA - SR. ADULT INDEPENDENT LIVING SAIL - SR. ADULT INDEPENDENT LIVING $ 992,120 992,120 $ - $ 1,185,203 1,185,203 $ 1,185,203 1,185,203 $ 1,063,100 1,063,100 $ (122,103) (122,103) -10.3% -10.3% (791,608) (64) (729,755) 33,566,400 $ 2,509,429 37,977,848 (242,464) 89,413 375,496 58,839 -14.6% 14.2% 44.4% 0.2% 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ EXPENDITURES $ 22CS - COMMUNITY SERVICES CASM - CASE MANAGEMENT CRDV - COMMUNITY RESOURCE DEVELOPMENT FAST - FINANCIAL ASSISTANCE HSNG - HOUSING ASSISTANCE $ 1,660,396 628,892 845,243 37,767,603 $ 1,660,396 628,892 845,243 36,309,866 $ 1,417,932 718,305 1,220,739 37,826,442 $ 4,902,089 578,724 675,104 2,795,539 852,722 $ 5,845,966 2,337,361 875,084 1,607,893 1,025,628 $ 5,788,467 2,326,807 856,837 1,591,376 1,013,447 $ 5,788,465 2,326,807 856,836 1,591,376 1,013,447 $ 5,141,916 3,456,767 935,219 455,835 294,095 $ 646,551 (1,129,960) (78,382) 1,135,541 719,352 11.2% -48.6% -9.1% 71.4% 71.0% 22ED - EDUCATION CDEV - CHILD DEVELOPMENT CHLT - CHILD HEALTH SERVICES FAMI - FAMILY & COMM PARTNERSHIP $ 18,565,011 16,600,746 968,701 995,565 $ 18,976,346 13,842,733 2,613,711 2,519,902 $ 17,528,618 13,341,540 2,602,058 1,585,020 $ 17,327,615 13,140,537 2,602,058 1,585,020 $ 17,573,006 12,839,810 2,135,533 2,597,663 $ (44,388) 501,730 466,525 (1,012,643) -0.3% 3.8% 17.9% -63.9% 22TS - SPECIAL TRANSPORTATION SERVICE ERLT - EMPLOYMENT RELATED TRANSP SNTM - SPECIAL NEEDS TRANSP. MEALS SNTT - SPECIAL NEEDS TRANSP. TRIPS $ 3,912,236 1,736,125 698,664 1,477,446 $ 4,418,645 2,509,947 406,676 1,502,022 $ 5,210,149 2,901,743 506,603 1,801,803 $ 3,926,844 2,000,004 385,368 1,541,472 $ 3,826,541 1,703,259 542,581 1,580,701 $ 1,383,608 1,198,484 (35,978) 221,102 26.6% 41.3% -7.1% 12.3% 22WD - WORKFORCE DEVELOPMENT EMSV - EMPLOYER SERVICES SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES $ 8,052,159 1,723,582 4,383,489 1,945,089 $ 5,364,584 1,142,486 2,578,635 1,643,463 $ 5,906,583 1,319,404 3,103,893 1,483,286 $ 5,906,581 1,319,404 3,103,891 1,483,286 $ 8,350,851 1,026,261 5,906,234 1,418,356 $ (2,444,268) 293,143 (2,802,341) 64,930 -41.4% 22.2% -90.3% 4.4% 39SA - SR. ADULT INDEPENDENT LIVING SAIL - SR. ADULT INDEPENDENT LIVING $ 2,239,550 2,239,550 $ 2,310,526 2,310,526 $ 2,259,509 2,259,509 $ 2,259,507 2,259,507 $ 2,279,530 2,279,530 $ (20,021) (20,021) -0.9% -0.9% 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ (1,175,663) 531,350 747,274 37,774,006 $ $ $ $ 1,764,807 518,965 845,243 40,045,082 $ $ $ $ 1,771,293 628,892 845,243 39,938,754 $ $ $ $ 533,836 474,173 845,243 37,062,265 353,361 (89,413) (375,496) (590,066) 19.9% -14.2% -44.4% -1.5% 507 $ 1,417,932 718,305 1,220,739 40,528,820 $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 33,336,529 229,871 33,566,400 $ $ 16,211,804 1,999,586 18,115,848 744,223 702,545 37,774,006 $ $ 37,703,565 274,283 37,977,848 18,698,274 1,469,644 18,186,304 845,243 845,617 40,045,082 FY 2005-06 REVISED $ $ $ $ FY 2005-06 PROJECTED 37,493,320 274,283 37,767,603 $ $ 19,656,556 1,384,322 17,207,016 845,243 845,617 39,938,754 $ $ 35,951,498 358,368 36,309,866 17,732,565 1,491,893 16,532,128 845,243 460,435 37,062,265 FY 2006-07 ADOPTED $ $ $ $ 37,602,070 224,372 37,826,442 18,584,586 1,651,512 18,475,218 934,317 883,187 40,528,820 ADOPTED TO REVISED VARIANCE % $ $ $ $ 108,750 (49,911) 58,839 0.3% -18.2% 0.2% 1,071,970 (267,190) (1,268,202) (89,074) (37,570) (590,066) 5.5% -19.3% -7.4% -10.5% -4.4% -1.5% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 222 HUMAN SERVICES GRANTS ALL FUNDS EXPENDITURES 100 GENERAL 222 HUMAN SERVICES GRANTS ALL FUNDS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 33,566,400 33,566,400 $ $ 37,977,848 37,977,848 $ $ 37,767,603 37,767,603 $ $ 36,309,866 36,309,866 $ $ 37,826,442 37,826,442 $ $ 58,839 58,839 $ 2,024,890 35,749,116 37,774,006 $ 2,067,234 37,977,848 40,045,082 $ 2,171,151 37,767,603 39,938,754 $ 2,345,578 34,716,687 37,062,265 $ 2,702,378 37,826,442 40,528,820 $ (531,227) (58,839) (590,066) $ $ $ $ $ $ 0.2% 0.2% -24.5% -0.2% -1.5% Personnel by Fund 222 HUMAN SERVICES GRANTS TOTAL FUNDS FY 2005-06 ADOPTED 463.00 463.00 FY 2005-06 REVISED 474.75 474.75 FY 2006-07 ADOPTED 470.75 470.75 ADOPTED TO REVISED VARIANCE % (4.00) -1% (4.00) -1% Elimination of Positions/Reduction in Grant Awards: The elimination of four FTEs from Head Start, include Program Coordinator (1.0), Program Manager (1.0), Public Service Representative (1.0), and Training Specialist (1.0). Base Adjustments • S.A.I.L. Activity Reallocation of Pay for Performance ($31,227): The adopted budget shifts $31,227 in estimated FY 2006-07 Pay for Performance Salary and Benefit increases from the Human Services Grant Fund to the General Fund consistent with the allocation of base salaries and benefits. • Right Size S.A.I.L. Expenditure ($90,066): The adopted budget increases the Human Service Grant Fund by $90,066 in the S.A.I.L. Activity to right size Personal Services, Supplies, and Services. • Addition of Summer Low Demand Shelter Activity ($428,000): The adopted budget increases the Human Services General Fund by $428,000 in FY 2006-07 to provide shelter services to men, women and children during the summer months to address the health and safety needs of the homeless. • Addition of Summer Weekend Day Resource Activity ($72,000): The adopted budget increases the Human Services General Fund by $72,000 in FY 2006-07 to provide weekend 508 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed shelter services to men, women and children during the weekend summer months to address the health and safety needs of the homeless. Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 2,067,234 $ FY 2005-06 ADOPTED BUDGET: - MID-YEAR ADJUSTMENTS: To Support Case Mgmt. Services for SAIL and .5 FTE for EASE Program $ Subtotal $ 103,917 103,917 $ $ - FY 2005-06 REVISED RESTATED BUDGET: $ 2,171,151 $ - FY 2006-07 BUDGET TARGET: $ 2,171,151 $ - $ $ Subtotal $ 31,227 428,000 72,000 531,227 - $ 2,702,378 $ - BASE ADJUSTMENTS: SAIL Activity-Reallocation of Pay for Performance Addition of Summer Low Demand Shelter Activity Addition of Summer Weekend Day Resource Activity FY 2006-07 ADOPTED BUDGET: Human Services Grant Fund (222) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES $ 37,977,848 $ REVENUE 37,977,848 MID-YEAR ADJUSTMENTS: Grant Reconciliation $ (210,245) $ - FY 2005-06 REVISED RESTATED BUDGET: $ 37,767,603 $ 37,767,603 FY 2006-07 BUDGET TARGET: $ 37,767,603 $ 37,767,603 90,066 $ (31,227) 58,839 $ 58,839 58,839 BASE ADJUSTMENTS: Right Size SAIL Expenditure SAIL Activity Reallocation Pay for Performance $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 509 37,826,442 $ 37,826,442 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed Human Services Grants (222) Fund Balance Summary FY 2004-05 ACTUAL (2,406,961) $ Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ 33,566,400 $ 35,749,116 (2,182,716) $ Ending Fund Balance $ (4,589,677) $ FY 2005-06 ADOPTED (1,573,531) $ FY 2005-06 REVISED (1,573,531) $ 37,977,848 37,977,848 - 37,767,603 37,767,603 - (1,573,531) $ 510 $ $ $ $ (1,573,531) $ FY 2006-07 ADOPTED (2,996,571) 37,826,442 37,826,442 (2,996,571) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Human Services, Appointed Mandates 220 HUMAN SERVICES MANDATED EXPENDITURES 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 FY 2004-05 ACTUAL SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED CASE MANAGEMENT COMMUNITY RESOURCE DEVELOPMENT FINANCIAL ASSISTANCE HOUSING ASSISTANCE EDUCATION CHILD DEVELOPMENT CHILD HEALTH SERVICES FAMILY & COMM PARTNERSHIP SPECIAL TRANSPORTATION SERVICES WORKFORCE DEVELOPMENT EMPLOYER SERVICES JOB SEEKER SERVICES YOUTH SERVICES FY 2006-07 ADOPTED GENERAL FUND NON-MANDATED Program Activity COMMUNITY SERVICES EMPLOYMENT RELATED TRANSP FY 2005-06 PROJECTED GENERAL FUND MANDATED Purpose Mandate The purpose of the Community Services Program is to provide an array of basic needs services for Maricopa County low-income individuals and families, so that they avoid becoming homeless and can maintain or achieve economic self-sufficiency. The purpose of the Case Management Activity is to identify, plan, provide and coordinate NONE resources for Maricopa County low-income individuals and individual families, so that they can receive appropriate services. The purpose of the Community Resource Development and Coordination Activity is to ensure that NONE low-income residents have access to appropriate social services. The purpose of the Financial Assistance Activity is to provide financial assistance to low-income NONE adults, families and children in Maricopa County so that they can have basic needs met during crisis situations. The purpose of the Housing Assistance Activity is to provide assistance for low-income Maricopa NONE County individuals and families so that utility costs are reduced and housing is made safer, more comfortable and more affordable. The purpose of the Education Program is to provide educational opportunities for children (ages 05) and their families, so that they will be successful in school and move towards self-sufficiency. The purpose of the Child Development Activity is to enhance the personal development of young children in Maricopa County, so that each individual has the foundational skills to be successful in school. The purpose of the Child Health Services Activity is to provide access to affordable quality healthcare by Head Start eligible low-income residents, so that they can maintain or improve their health status. The purpose of the Family and Community Partnership Service Activity is to develop a family partnership agreement with the family so that the family can access community services and resources. The purpose of the Special Transportation Services Program is to provide transportation options for the most transit-dependent populations in Maricopa County, so that a lack of transportation is not a barrier to enhancing their economic and social well-being. The purpose of the Employment-Related Transportation Activity is to provide transportation options for eligible individuals seeking and maintaining employment. The purpose of the Workforce Development Program is to provide qualified individuals and other resources to employers to meet their workforce needs. The purpose of the Employer Services Activity is to provide qualified employees and other employment resources for employers in order to help meet their workforce needs. The purpose of the Job Seeker Services Activity is to provide employment resources and opportunities for individuals, so that they may locate, enhance and/or retain employment. NONE NONE NONE NONE NONE NONE The purpose of the Youth Services Activity is to provide opportunities for eligible youth, ages 14 – NONE 21, to gain appropriate educational and employment skills in preparation for future or immediate employment 511 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Indigent Representation System Analysis by Scott Rothe, Principal Management & Budget Analyst Departmental Information County Manager David Smith Criminal Justice Assistant County Manager Peter Ozanne Public Defender James J. Haas Legal Defender Robert B. Briney Legal Advocate Susan Sherwin Contract Counsel Mark Kennedy Mission The mission of the Indigent Representation System is to provide quality legal representation to indigent individuals assigned to us by the court, thus safeguarding the fundamental legal rights of each member of the community. Vision The vision of the Indigent Representation System is to deliver America’s promise of justice for all. Strategic Goals • By July 2007, the goal of the Indigent Representation System is to evaluate and update the established case-weighting and counting system to ensure performance standards are acceptable, all ethical guidelines are met, and a mechanism for maintaining appropriate workloads consistent with the 2003 Spangenberg Case Weighting Study is maintained. Status: Data is collected and reported based on the study recommendations. However, a mechanism to use the case weighting study in a routine manner to maintain appropriate staffing has not yet been implemented. Evaluation of standards, as legal or court processes change, will be an ongoing process. • By July 2008, the goal of the Indigent Representation System is to establish an empirically based caseload standard for appeal and capital cases that includes acceptable performance standards and a mechanism for maintaining acceptable workloads, while meeting ethical guidelines. Status: A Capital Case time tracking system was developed during the first half of FY 2005-06. The Public Defender Office implemented the system in February to develop better data to be utilized to determine a more appropriate Capital Case standard. 512 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed • By December 2007, the goal of the Indigent Representation System is to complete the third and final phase of the Indigent Representation Information System (IRIS) so that all four Offices can provide comprehensive case management information. Status: The primary focus in the first quarter was in implementing and making improvements to the first (and largest module) in use for the Adult Felony and Misdemeanor Programs. The second quarter focus was on the Public Defender Juvenile Delinquency Program and related activities. • By July 2007, the goal of the Indigent Representation System is to achieve an ongoing administrative case withdrawal rate of no more than one percent. Status: The Offices continue to advocate for adequate and timely funding of the IRS System to eliminate ongoing withdrawals. Similarly, the attorney market salary adjustments in FY 2005-06, are hoped to slow office turnover and result in less workload withdrawals. • By July 2008, the goal of the Indigent Representation System is to create a methodology to realign attorney staffing and to fully implement equitable distribution of attorney experience throughout the offices based on case weighting needs and new attorney classifications resulting from the 2005 attorney market study analysis. Status: No progress reported. Department Performance Information The FY 2006-07 Adopted Budget for the Adult Felony Representation Program of $40,264,014 comprises 55.7% of the Indigent Representation System budget. Historical performance data for this activity and commentary on significant variances is included below. 80,000 $45,000,000 70,000 $40,000,000 $35,000,000 60,000 $30,000,000 50,000 $25,000,000 40,000 $20,000,000 30,000 $15,000,000 20,000 $10,000,000 10,000 Program Expenditures # of Cases Assigned Adult Felony Representation Program Performance $5,000,000 0 $0 FY 2004-05 ACTUALFY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output Expenditures The Offices of the Indigent Representation System report that the number of Adult Felony Representation Program cases filed will increase by 30.0% from FY 2004-05 to FY 2006-07, while the number of Adult Felony Representation Program cases completed will increase by 11.1% over the same period. The IRS Offices maintain that the severity-level (and complexity) of felony cases filed by prosecutors is increasing while the number of plea agreements reached has decreased, lengthening the average time it takes to resolve a case to conclusion. 513 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 52AF - ADULT FELONY REPRESENTATION AFEL - ADULT FELONY REP CAPP - CAPITAL REP CLFE - CLASS 2 & 3 FELONY REP CLFP - CLASS 4,5,6 FELONY REP FDUI - FELONY DUI REP HOMC - OTHER HOMICIDE REP VPPR - VIOLATION OF PROBATION REP 52AM - ADULT MISDEMNR REPRESENTATION MISS - MISDEMEANOR REP 52AR - APPELLATE REPRESENTATION AAPX - ADLT APPEALS PRVT COUNSEL EXP 52DR - DEPENDENCY REPRESENTATION CDRE - CHILD DEPENDENCY REP 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM TOTAL PROGRAMS EXPENDITURES 52AC - ADULT CIVIL REPRESENTATION ACPC - ADLT CIVIL PRVT COUNSEL EXP AGLR - ADULT GUARDIAN AD LITEM REP PROB - PROBATE REP 52AF - ADULT FELONY REPRESENTATION AFEL - ADULT FELONY REP CAPP - CAPITAL REP CLFE - CLASS 2 & 3 FELONY REP CLFP - CLASS 4,5,6 FELONY REP FDUI - FELONY DUI REP FEVE - ADLT FELONY PRVT COUNSEL EXP HOMC - OTHER HOMICIDE REP VPPR - VIOLATION OF PROBATION REP WITR - WITNESS REP 52AM - ADULT MISDEMNR REPRESENTATION MISS - MISDEMEANOR REP 52AR - APPELLATE REPRESENTATION AAPX - ADLT APPEALS PRVT COUNSEL EXP ADAE - ADULT APPEAL REP APCR - ADULT POST CONVCTN RELIEF REP JUAP - JUVENILE APPEAL REP 52DR - DEPENDENCY REPRESENTATION CDRE - CHILD DEPENDENCY REP CRRR - CHILD R&R REP CSPG - CHILD SVRNCE/PERM GUARD REP DGDR - DEP GAL DEPENDENCY REP DGRR - DEP GAL R&R REP DPCE - DEPENDENCY PRVT COUNSEL EXP DSPG - DEP GAL SVRNCE/PERM GUARD REP PADR - PARENTAL DEPENDENCY REP PRRR - PARENTAL R&R REP PSPG - PARENTAL SVRNCE/PERM GUARD REP 52JC - JUVENILE CIVIL REPRESENTATION FACR - FAMILY COURT REP JCPC - JUV CIVIL PRVT COUNSEL EXP JUNR - JUVENILE NOTIFICATION REP 52JD - JUV DELINQ/INCORR REPRESENTN DELR - DELINQ/INCORR REP FELD - FELONY-LEVEL DELINQUENCY REP INCR - INCORR & MISD-LEVEL DELINQ REP JDPX - JUV DELINQ PRVT COUNSEL EXP JUPR - JUV VIOLATION OF PROBATION REP 52MH - MENTAL HEALTH REPRESENTATION MENR - MENTAL HEALTH REP SEVP - SEXUALLY VIOLENT PREDATOR REP 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,516,586 14,995 1,402 48,091 1,447,324 1,344 1,456 1,975 1,323 1,323 7,075 7,075 338,327 404,438 2,267,749 709,032 607,773 101,259 32,937,778 294,660 4,905,610 12,463,118 10,064,598 1,363,715 61,934 2,777,274 993,544 13,325 1,046,992 1,046,992 4,327,248 156,620 2,318,164 1,579,758 272,707 9,629,087 4,961,642 1,657 4,665,788 183,341 119,972 1,137 62,232 5,018,222 11,915 2,566,747 1,834,244 716 604,599 966,196 703,615 262,581 5,645,149 1,146,471 61,609,515 FY 2005-06 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,504,853 14,500 20,000 1,470,353 5,000 5,000 532,794 441,759 2,484,406 727,140 630,240 96,900 34,121,568 (3,216) 5,761,451 12,312,890 11,534,791 1,530,619 12,150 1,963,995 960,754 48,134 960,126 960,126 4,600,219 112,000 2,640,615 1,628,241 219,363 9,519,413 5,174,946 4,344,467 164,619 93,750 70,869 5,175,482 (2,616) 2,851,602 1,717,069 609,427 1,109,955 762,909 347,046 6,030,285 1,163,281 63,572,088 514 FY 2005-06 REVISED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,522,120 14,500 20,000 1,487,620 5,000 5,000 532,794 637,009 2,696,923 727,140 630,240 96,900 38,200,093 14,500 7,254,198 13,482,999 12,484,805 1,617,137 12,150 1,902,032 1,381,210 51,062 947,405 947,405 4,716,441 112,000 2,638,196 1,700,109 266,136 10,176,493 5,587,456 4,589,037 185,088 93,750 91,338 5,518,688 2,994,075 1,927,036 597,577 1,306,341 918,948 387,393 5,923,633 1,537,891 69,239,213 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,839,131 16,000 2,823,131 51,535 51,535 917,752 3,808,418 547,092 2,008 465,187 79,897 39,340,501 114,432 6,771,783 14,633,790 11,849,256 1,574,252 220,742 2,828,447 1,300,513 47,286 983,020 983,020 4,800,663 110,373 2,596,709 1,684,160 409,421 10,448,425 5,102,670 5,345,755 281,582 211,704 69,878 5,342,033 2,779,389 2,013,687 548,956 1,140,984 867,854 273,129 5,649,247 992,772 69,526,320 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,875,093 32,500 1,842,593 51,580 51,580 5,000 5,000 1,015,594 314,297 3,261,564 550,731 2,707 465,187 82,837 40,264,014 12,500 7,720,397 14,106,947 12,898,129 1,553,961 220,742 2,327,523 1,321,922 101,893 944,651 944,651 5,047,027 110,373 3,167,116 1,631,699 137,839 12,783,933 3,486,808 701,175 104,100 1,116,000 363,480 86,400 5,341,733 964,414 619,823 280,394 211,704 68,690 5,173,076 2,944,796 1,811,954 416,326 1,359,222 945,026 414,196 4,434,837 1,390,129 39,921 72,267,935 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 352,973 18,000 (20,000) 354,973 51,580 51,580 482,800 (322,712) 564,641 176,409 (2,707) 165,053 14,063 (2,063,921) 2,000 (466,199) (623,948) (413,324) 63,176 (208,592) (425,491) 59,288 (50,831) 2,754 2,754 (330,586) 1,627 (528,920) 68,410 128,297 (2,607,440) 2,100,648 (701,175) (104,100) (1,116,000) (363,480) (86,400) (752,696) (964,414) (619,823) (95,306) (117,954) 22,648 345,612 49,279 115,082 181,251 (52,881) (26,078) (26,803) 1,488,796 147,762 (39,921) (3,028,722) 23.2% 124.1% -100.0% 23.9% 0.0% 0.0% 90.6% -50.7% 20.9% 24.3% 26.2% 14.5% -5.4% 13.8% -6.4% -4.6% -3.3% 3.9% -1716.8% -22.4% 4.3% -99.5% 0.3% 0.3% -7.0% 1.5% -20.0% 4.0% 48.2% -25.6% 37.6% -16.4% -51.5% -125.8% 24.8% 6.3% 1.6% 6.0% 30.3% -4.0% -2.8% -6.9% 25.1% 9.6% -4.4% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL CHARGES FOR SERVICE MISCELLANEOUS REVENUES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ 1,778,227 471,323 18,200 2,267,749 39,556,954 1,072,085 20,500,988 479,489 61,609,515 FY 2005-06 ADOPTED $ 1,451,763 1,020,945 11,698 2,484,406 $ $ 42,786,022 695,434 19,635,324 455,308 63,572,088 $ FY 2005-06 REVISED $ 1,410,543 1,274,682 11,698 2,696,923 $ $ 48,458,042 701,993 19,588,566 490,612 69,239,213 $ FY 2005-06 PROJECTED $ 1,908,768 1,884,237 15,414 3,808,418 $ $ 46,412,464 734,631 22,030,430 348,795 69,526,320 $ FY 2006-07 ADOPTED $ 2,050,108 1,186,374 25,082 3,261,564 $ $ 50,685,507 681,546 20,364,422 536,460 72,267,935 $ ADOPTED TO REVISED VARIANCE % $ $ $ $ 639,565 (88,308) 13,384 564,641 45.3% -6.9% 114.4% 20.9% (2,227,465) 20,447 (775,856) (45,848) (3,028,722) -4.6% 2.9% -4.0% -9.3% -4.4% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS 262 PUBLIC DEFENDER FILL THE GAP 263 LEGAL DEFENDER FILL THE GAP TOTAL FUNDS EXPENDITURES 100 GENERAL 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS 262 PUBLIC DEFENDER FILL THE GAP 263 LEGAL DEFENDER FILL THE GAP TOTAL FUNDS $ $ $ $ FY 2005-06 ADOPTED 140,984 323,939 401,666 1,354,889 46,272 2,267,749 59,376,014 433,907 401,666 1,353,243 44,685 61,609,515 $ $ $ $ 131,700 507,294 406,661 1,392,366 46,385 2,484,406 61,219,382 507,294 406,661 1,392,366 46,385 63,572,088 FY 2005-06 REVISED $ $ $ $ 131,700 507,294 358,441 1,646,103 53,385 2,696,923 66,673,990 507,294 358,441 1,646,103 53,385 69,239,213 FY 2005-06 PROJECTED $ $ $ $ 558,649 549,432 353,441 2,293,206 53,690 3,808,418 67,442,200 502,794 353,441 1,174,501 53,385 69,526,320 FY 2006-07 ADOPTED $ $ $ $ 582,437 659,774 378,288 1,582,065 59,000 3,261,564 69,588,808 659,774 378,288 1,582,065 59,000 72,267,935 ADOPTED TO REVISED VARIANCE % $ $ $ $ 450,737 152,480 19,847 (64,038) 5,615 564,641 342.2% 30.1% 5.5% -3.9% 10.5% 20.9% (2,914,818) (152,480) (19,847) 64,038 (5,615) (3,028,722) -4.4% -30.1% -5.5% 3.9% -10.5% -4.4% Personnel by Fund 100 GENERAL 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS 262 PUBLIC DEFENDER FILL THE GAP 263 LEGAL DEFENDER FILL THE GAP TOTAL FUNDS FY 2005-06 ADOPTED 631.30 1.50 7.00 14.80 0.50 655.10 FY 2005-06 REVISED 642.10 1.50 5.00 13.90 0.50 663.00 FY 2006-07 ADOPTED 645.30 1.50 5.00 13.80 0.50 666.10 ADOPTED TO REVISED VARIANCE % 14.00 2% 0% (2.00) -29% (1.00) -7% 0% 11.00 2% The Adopted Budget fully funds 666.1 FTE positions, including the addition of 1.0 FTE PC Specialist from the General Fund for the Public Defender Office to improve computer technical assistance. Base Adjustments Revenue • Increase Revenue from Indigent Reimbursements in Class 4, 5 & 6 Felony Activity ($70,837): General Fund revenue is forecasted to increase by $73,737 for the Public Defender and decline by $2,900 for the Legal Defender based upon historical receipts. • Administrative Services Program Forecasted Increase in OCC Grand Jury Reimbursements ($379,900): A forecasted increase of $379,900 in General Fund Grand Jury Reimbursements is included in the Adopted Budget for the Office of Contract Counsel. • Administrative Services Program – Adjust Training Fund Revenue due to Forecasted Change in Training Revenue ($152,480): The Adopted IRS Budget includes total Training Fund (209) expenditures of $659,774 based upon a forecasted net increase in Training Fund Revenue of $152,480 in FY 2006-07, including revenue increases of $137,843 for the Public 515 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Defender and $16,637 for the Legal Defender, and a decrease of $2,000 for the Legal Advocate. • Class 2 & 3 Felony Rep Activity – Increase Grant Expenditures due to Forecasted Increase in Grant Revenue ($19,847): Increase Grant expenditures by $19,847 due to a forecasted increase in Grant Fund revenue. • Class 2 & 3 Felony Rep Activity – Increase Expenditures due to Forecasted Increase in Fill the Gap Revenue ($136,827): Increase Fill the Gap expenditures by $136,827 due to a forecasted increase in Fill the Gap Fund revenue. Expenditures • Transfer “Rule 11” Mental Health Exam Budget from the Indigent Representation Offices (Multiple Activities) to the Correctional Health Services Department (260) (-$782,550): Mental Health exams of defendants ordered by judges under “Rule 11” are currently contracted by the four IRS offices for $782,550 per year from the General Fund. The Adopted Budget reflects the transfer of the multi-activity Rule 11 budget to the Correctional Health Services Department (Evaluation Activity), and the addition of a staff Psychiatrist and Psychologist to perform approximately half of the examinations “in-house” while improving the timeliness of court-ordered defendant’s psychiatric evaluations. • Adjust Budgeted General Fund Regular Pay Personnel Savings Rates to 4.5% for Legal Defender and Legal Advocate and 5.5% for Public Defender (Multiple Activities) ($1,324,650): The Adopted Budget includes a net reduction in Personal Services of $1,324,650 by adjusting Regular Pay and Benefit Savings Rates to reflect the turnover IRS turnover trends. • Improve Internal Technology Assistance in Office of Director, Desktop Support & Help Desk Support Activities by Adding 1.0 FTE PC Specialist ($41,683): The Adopted Budget includes $41,683 from the General Fund to add 1.0 FTE PC Specialist to improve Public Defender Office computer technical assistance. • Terminate Mesa Lease per Board Agenda Item C-55-06-003-4 in the Child Dependency Activity (-$25,302): The Board of Supervisors approved a request from the Legal Advocate to terminate a Mesa lease effective on January 20, 2006, resulting in full-year General Fund savings of $25,302. • Right-size Various General Fund Operating Expenditures within the IRS Offices (Multiple Activities) ($35,578): The Adopted Budget includes a number of relatively minor increases and decreases amongst the multitude of IRS Activities, resulting in net increases of $14,672 for the Public Defender Office, $2,350 for the Legal Defender Office, and $18,556 for the Legal Advocate. • Administrative Services Program – Adjust Training Fund Expenditures due to Forecasted Change in Training Revenue ($145,598): The Adopted IRS Budget includes total Training Fund (209) expenditures of $659,774 based upon a forecasted net increase in Training Fund Revenue of $152,480 in FY 2006-07. Expenditure adjustments include increases of $130,961 for the Public Defender and $16,637 for the Legal Defender, and a decrease of $2,000 for the Legal Advocate. 516 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed • Class 2 & 3 Felony Rep Activity – Increase Grant Expenditures due to Forecasted Increase in Grant Revenue ($19,847): Increase Grant expenditures by $19,847 due to a forecasted increase in Grant Fund revenue. • Class 2 & 3 Felony Rep Activity – Increase Expenditures due to Forecasted Increase in Fill the Gap Revenue ($136,827): Increase Fill the Gap expenditures by $136,827 due to a forecasted increase in Fill the Gap Fund revenue. • Increase Office of Contract Counsel Legal Services (Multiple Activities) ($2,843,510): Based upon an analysis of actual and projected demand and output measures, the Adopted Budget includes total Indigent Representation expenditures from the General Fund of $69,588,808 for FY 2006-07. In addition to the Base Budget adjustments noted above, the total also includes the addition of $2,843,510 for Legal Services expenditures made by the Office of Contract Counsel. The following narrative sets out the methodology used to adjust Legal Services for each IRS Program. Increase Adult Civil Representation Program ($34,272): • Adult Guardian Ad Litem Activity – Increase $15,959. The Adopted Budget is based on demand and output remaining at the FY 2005-06 projected levels of 2,210 cases assigned and 699 cases resolved to conclusion. The budgeted cost per output is forecast to remain at $666. • Probate Activity – Increase $18,313. The demand forecast of 729 assumes 26 additional cases assigned above the FY 2005-06 projection. The output forecast of 310 assumes 11 more cases will be resolved to conclusion than projected in FY 2005-06. The percent of demand met would remain stable at 42.5 percent, while the cost per output would remain at $267 per case resolved to conclusion. Reduce Adult Felony Representation Program (-$287,841): • Capital Activity – Increase $2,943. The demand is forecasted to increase by 5 to 62 in FY 200607 while the output would increase by 1 to 16. The percent of demand met and the percent of variance from the current annual attorney Capital caseload guideline are forecasted to remain essentially unchanged from the rates projected in FY 2005-06. The cost per output is forecasted to increase by $31,073 per case resolved to conclusion to $482,525. • Class 2 & 3 Felony Activity – (Decrease $383,264). While the FY 2006-07 budgeted demand of 12,305 is forecasted to increase by 502 above the FY 2005-06 projection, the forecasted output of 6,946 would be 291 above the FY 2005-06 projection. The percent of demand met and the percent of variance from current annual attorney Class 2 and 3 Felony caseload standard are budgeted to remain unchanged in FY 2006-07. The cost per output is forecasted to decline by $168 per case resolved to conclusion to $2,031. • Class 4, 5 & 6 Felony Activity – Increase $555,635. The Adopted FY 2006-07 Budget is based on demand increasing by 1,264 to 29,816 cases assigned (4.4 percent increase) and output increasing by 822 to 19,169 cases resolved to conclusion. The percent of demand met and the percent of variance from the current annual attorney Class 4, 5 & 6 Felony caseload standard would remain unchanged in FY 2006-07. The cost per output is forecasted to increase by $27 to $673 per case. 517 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed • Felony DUI Activity – (Decrease $5,555). The demand is forecasted to increase by 106 to 2,550 cases while output is forecasted to increase by 272 to 2,014 cases resolved to conclusion in FY 2006-07. The budgeted cost per case resolved of $772 is $132 less than projected for FY 2005-06. While the percent of variance from current annual attorney Felony DUI caseload guideline is forecast to remain unchanged, the percent of demand met would increase from a projected 71.3 percent to 79.0 percent. • Adult Felony Private Counsel Expense Activity – Increase $173,630. The Adopted Budget is based on 20 payments ordered by the court for Privately Represented Felony cases and 24 payments made in FY 2006-07, consistent with both measures projected for FY 2005-06. The cost per payment is forecast to decline by $578 to $9,198. • Other Homicide Activity – (Decrease $442,348). The number of Other Homicide cases assigned is forecasted to increase by 12 to 312 in FY 2006-07 while the number of cases resolved to conclusion would increase by 5 to 116. The percent of demand met and the percent of variance from current annual attorney “Other Homicide” caseload guidelines are budgeted to remain unchanged in FY 2006-07. The budgeted cost per case resolved to conclusion of $20,065 is $5,417 less than projected for FY 2005-06. • Violation of Probation Activity – Increase $24,252. The number of Violation of Probation cases assigned is forecasted to increase by 2,577 to 23,211 in FY 2006-07 while the number of cases resolved to conclusion would increase by 2,195 to 19,729. Percent of demand met and the percent of variance from current annual attorney Violation of Probation caseload guidelines would remain unchanged in FY 2006-07. The budgeted cost per case resolved to conclusion of $67 is $7 less than projected for FY 2005-06. • Witness Activity -- (Decrease $213,134). The Adopted Budget is based on an increase of 5 (to 71) cases assigned in FY 2006-07 while the number of cases resolved to conclusion would increase by 4 (to 51). The budgeted cost per case resolved to conclusion increases by $992 while the percent of demand met would remain essentially unchanged. Reduce Adult Misdemeanor Representation Program (-$10,242): • Misdemeanor Activity – (Decrease $10,242). The number of Misdemeanor cases assigned in FY 2006-07 is forecasted to remain unchanged at 3,303 while the number of cases resolved to conclusion is forecasted to increase by 1,096 to 3,676. The cost per case resolved to conclusion is forecasted to decline by $124 to $257, while the percent of variance from current annual attorney Misdemeanor caseload guidelines would remain unchanged at 13.3 percent. The Adopted Budget allows a rate of 111.3 percent of demand. Increase Appellate Representation Program ($343,564): • Adult Appeals Private Counsel Expense Activity – Increase $44,168. Budgeted demand and output of six each would remain unchanged from the FY 2005-06 projection. The budgeted cost per case would also remain unchanged at $18,396. • Adult Appeal Activity – Increase $479,760. The number of Adult Appeal cases assigned is forecasted to increase by 72 to 564 in FY 2006-07 while the number of cases resolved to conclusion would increase by 66 to 513. Percent of demand met is forecasted to remain 518 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed unchanged in FY 2006-07. The budgeted cost per case resolved to conclusion of $6,174 is $365 more than projected for FY 2005-06. • Adult Post Conviction Relief Activity – (Decrease $30,202). The number of Adult Post Conviction Relief cases assigned is forecasted to increase by 43 to 1,419 in FY 2006-07 while the number of cases resolved to conclusion would increase by 40 to 1,313. Percent of demand met would remain unchanged at 92.5%, while the cost per case resolved to conclusion would decline by $80 to $1,243. • Juvenile Appeal Activity – (Decrease $150,162). The number of Juvenile Appeal cases assigned is forecasted to increase by 6 to 220 in FY 2006-07 while the number of cases resolved to conclusion would increase by 24 to 102. Percent of demand met would increase from 36.4 percent to 46.4 percent in FY 2006-07 while the percent of variance from current annual attorney Juvenile Appeal caseload guideline would remain unchanged. The budgeted cost per case resolved to conclusion of $1,351 is $3,898 less than projected for FY 2005-06. Increase Dependency Representation Program ($3,073,053): • Child Dependency Activity – Increase $639,752. The number of Child Dependency cases assigned is forecasted to decline by 220 to 1,443 in FY 2006-07 while the number of cases resolved to conclusion would decline by 317 to 2,082. Percent of demand met and the percent variance from current annual attorney Child Dependency caseload guideline would remain unchanged in FY 2006-07. The budgeted cost per case resolved to conclusion of $1,675 is $452 less than projected for FY 2005-06. The Office agreed to split the Child Dependency Activity into three Child Dependency Activities in mid-FY 2005-06 in order to more closely monitor performance measures of dependency cases which can last for multiple years. Budget and data allocation for this new set of Activities will be fully in place beginning with FY 2006-07. • Guardian Ad Litem Severance or Permanent Guardianship Activity – Increase $86,400. To correct a data entry error, the Adopted Budget shifts the $86,400 budgeted in FY 2006-07 in the Dependency Private Counsel Expense Activity to the Guardian Ad Litem (GAL) Severance or Permanent Guardianship Activity. The Guardian Ad Litem Activity was split into three new GAL Activities in mid FY 2005-06 to enable the Offices to collect and analyze specific data on GAL Dependency issues. Budget and data allocation for this new set of Activities will be fully in place beginning with FY 2006-07. • Parental Dependency Case Activity – Increase $2,433,301. The number of Parental Dependency cases assigned is forecasted to increase by 1,007 to 4,507 in FY 2006-07 while the number of cases resolved to conclusion would increase by 1,312 to 4,200. The budgeted percent of demand met would increase to 93.2 percent from 82.5 percent in FY 2005-06, while the percent variance from current annual attorney Parental Dependency caseload guidelines would remain unchanged in FY 2006-07. The budgeted cost per case resolved to conclusion of $1,272 is $579 less than projected for FY 2005-06. The Office agreed to split the Parental Dependency Activity into three Parental Dependency Activities in mid-FY 2005-06 in order to more closely monitor performance measures of dependency cases which can last for multiple years. Budget and data allocation for this new set of Activities will be fully in place beginning with FY 2006-07. 519 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Reduce Juvenile Civil Representation Program (-$9,893): • Family Court Activity – (Decrease $14,522). The FY 2006-07 Adopted Budget forecasts that 424 cases will be assigned and 94 cases will be resolved to conclusion at a cost of $2,252 per case resolved to conclusion, the same as projected for FY 2005-06. • Juvenile Notification Activity – Increase $4,629. The FY 2006-07 Adopted Budget forecasts that 76 cases will be assigned and 64 cases will be resolved to conclusion, the same as projected for FY 2005-06. The budgeted cost per case resolved would decline by $19 in FY 2006-07 while the percent of demand met would remain unchanged. Reduce Juvenile Delinquency & Incorrigibility Representation Program (-$335,505): • Felony-Level Juvenile Delinquency Activity – Increase $33,225. The FY 2006-07 Adopted Budget forecasts that 4,984 cases will be assigned and 3,754 cases will be resolved to conclusion, the same as projected for FY 2005-06. The budgeted cost per case resolved would increase by $44 in FY 2006-07 while the percent of demand met would remain unchanged. • Incorrigibility or Misdemeanor-Level Juvenile Delinquency Activity – (Decrease $328,230). The budgeted number of cases assigned in FY 2006-07 is forecasted to remain at 6,248 while the number of cases resolved to conclusion is forecasted to decline by 857 to 4,389. The budgeted cost per case resolved to conclusion increases by $29 to $413. Although the percent of demand met would decline to 70.2 percent in FY 2006-07 from 84.0 percent projected for FY 2005-06, the percent of variance from current annual attorney caseload guideline would remain unchanged. • Juvenile Violation of Probation Activity – (Decrease $40,500). The budgeted number of cases assigned in FY 2006-07 is forecasted to remain at 2,254 while the number of cases resolved to conclusion is forecasted to increase by 119 to 2,145. The budgeted cost per case resolved to conclusion declines by $77 to $194. Although the percent of demand met would increase to 95.2 percent in FY 2006-07 from 89.9 percent projected for FY 2005-06, the percent of variance from current annual attorney caseload guidelines would remain unchanged. Increase Mental Health Representation Program ($36,102): • Mental Health Activity – Increase $36,102. The FY 2006-07 Adopted Budget includes 2,140 cases assigned and 2,070 cases resolved, representing an increase of 12 cases above the FY 2005-06 projection. The cost per case resolved would increase by $35 to $457, while result measures would remain essentially unchanged. 520 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Reconciliation Public Defender (520) General Fund (100) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 32,831,396 $ 52,000 MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance $ 3,940,102 $ - FY 2005-06 REVISED RESTATED BUDGET: $ 36,771,498 $ 52,000 $ 329,037 $ 429,200 41,140 (11,278) 49,305 (1,351,649) 43,551 7,041 824,156 966,928 1,327,431 $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments One Time Expenses FY 2005-06 Pay for Performance Annualization Lease Terminations Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) Annualization of Market Adjustments FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 BUDGET TARGET: $ 38,098,929 $ 52,000 (664,021) $ - (882,272) - 41,683 - BASE ADJUSTMENTS: Transfer "Rule 11" Mental Health Exam Budget from IRS Offices $ (Multiple Activities) to Correctional Health Services Dept (260) Adjust Budgeted General Fund Regular Pay Personnel Savings Rate from 3.0% to 5.5% (Multiple Activities) Improve Internal Technology Assistance in Office of Director, Desktop Support, & Help Desk Support Activities by adding 1.0 FTE PC Spec. Right-Size Postage Budget (Multiple Activities) Increase Revenue from Indigent Reimbursements (Class 4, 5 & 6 Felony Activity) Subtotal $ 14,672 - 73,737 (1,489,938) $ 73,737 FY 2006-07 ADOPTED BUDGET: 36,608,991 $ $ 125,737 ITEMS FUNDED ELSEWHERE: High Density Shelving for New Offices (Multiple Activities): $257,685. Will be funded through Appropriated Fund Balance (480) / General Fund (100) / Org 4812 - Relocations/"New Facility Start-Up" 521 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Legal Defender (540) General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 7,431,420 $ 19,700 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Attorney Market Adjustments $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) Annualization of Market Adjustments FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: $ Subtotal $ 51,340 642,253 693,593 $ - $ 8,125,013 $ 19,700 $ $ Subtotal $ 37,627 96,107 11,679 10,403 7,584 174,122 220,571 558,093 $ - $ 8,683,106 $ 19,700 (20,498) $ - BASE ADJUSTMENTS: Transfer "Rule 11" Mental Health Exam Budget from the IRS Offices $ (Multiple Activities) to Correctional Health Services Dept (260) Adjust Budgeted General Fund Regular Pay Personnel Savings Rate 1.8 % to 4.5% (Multiple Activities) Right-Size Budget: Add $2,000 for Postage in Class 2 thru 6 Felony Activities; Add $350 in Class 2 & 3 Felony Activity for Other Personnel Services Reduce Revenue from Indigent Reimbursements in Class 4, 5 & 6 Activity to Reflect History Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 522 (205,495) - 2,350 - - (2,900) (223,643) $ 8,459,463 $ (2,900) 16,800 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Legal Advocate (550) General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 6,794,249 $ 20,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Attorney Market Adjustments Addition of 2.0 FTE Admin. Staff $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) Annualization of Market Adjustments FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: $ Subtotal $ 29,015 542,777 90,179 661,971 $ - $ 7,456,220 $ 20,000 $ $ Subtotal $ 52,808 83,132 50,738 12,802 16,622 8,752 135,458 187,289 547,601 $ - $ 8,003,821 $ 20,000 (7,889) $ - BASE ADJUSTMENTS: Transfer "Rule 11" Mental Health Exam Budget from the IRS Offices $ (Multiple Activities) to Correctional Health Services (260) Adjust Budgeted General Fund Regular Pay Personnel Savings Rate from 1.0 % to 4.5% (Multiple Activities) Terminate Mesa Lease per Board Agenda Item C-55-06-003-4 in the Child Dependency Activity Right-Size Budget: Increase Fuel by $300 (Multiple Activities); Eliminate Other Pay ($44,848) - Office of the Director Activity; Add $57,593 for Temp Pay & $5,511 for Other Services (Multiple Activities) Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 523 (236,883) - (25,302) - 18,556 - (251,518) $ 7,752,303 $ 20,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Contract Counsel (560) General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 14,162,317 $ 40,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance $ Transfer Capital Felony Trial Activity Budget to Public Defender (520) FY2005-06 ABS p11 Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments FY 2005-06 Pay for Performance Annualization Lease Terminations Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Admin Serv Prog. Forecasted Incr. in OCC Grand Jury Reimbursements $ Transfer "Rule 11" Mental Health Exam Budget from IRS Offices (Multiple Activities) to Correctional Health Services Dept (260) Increase Adult Civil Rep Program Decrease Adult Felony Rep Program Decrease Adult Misdemeanor Rep Program Increase Appellate Rep Program Increase Dependency Rep Program Increase Juvenile Civil Rep Program Decrease Juvenile Delinquency/Incorrigibility Rep Program Increase Mental Health Rep Program Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 524 10,726 $ (151,973) - (141,247) $ - 14,021,070 $ 40,000 24,024 $ 8,008 (41,140) 2,317 (25,270) 3,657 5,189 16,828 (6,387) $ - 14,014,683 $ 40,000 - $ (90,142) 379,900 - 34,272 (287,841) (10,242) 343,564 3,073,053 (9,893) (335,505) 36,102 2,753,368 $ 379,900 16,768,051 $ 419,900 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Public Defender (520) Training Fund (209) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 433,637 $ 433,637 FY 2005-06 REVISED RESTATED BUDGET: $ 433,637 $ 433,637 $ $ Subtotal $ 1,085 1,509 661 3,627 6,882 $ - $ 440,519 $ 433,637 130,961 $ 137,843 130,961 $ 137,843 571,480 $ 571,480 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Administrative Services Program: Increase Training Fund Expenditures $ due to Forecasted Increase in Training Revenue Subtotal $ FY 2006-07 ADOPTED BUDGET: $ Legal Defender (540) Training Fund (209) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 59,157 $ 59,157 FY 2005-06 REVISED RESTATED BUDGET: $ 59,157 $ 59,157 FY 2006-07 BUDGET TARGET: $ 59,157 $ 59,157 16,637 $ 16,637 16,637 $ 16,637 75,794 $ 75,794 BASE ADJUSTMENTS: Administrative Services Program: Increase Training Fund Expenditures $ due to Forecasted Increase in Training Revenue Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 525 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Legal Advocate (550) Training Fund (209) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 14,500 $ 14,500 FY 2005-06 REVISED RESTATED BUDGET: $ 14,500 $ 14,500 FY 2006-07 BUDGET TARGET: $ 14,500 $ 14,500 BASE ADJUSTMENTS: Administrative Services Program: Reduce Training Fund Expenditures $ due to Forecasted Decline in Training Revenue Subtotal $ FY 2006-07 ADOPTED BUDGET: $ (2,000) $ (2,000) (2,000) $ (2,000) 12,500 12,500 $ Indigent Representation System Training (209) Fund Balance Summary Beginning Fund Balance Public Defender (520) Revenue Expenditures Net Operating Legal Defender (540) Revenue Expenditures Net Operating $ $ $ $ $ FY 2004-05 ACTUAL 106,766 $ FY 2005-06 ADOPTED 134,015 276,711 $ 392,394 (115,684) $ 433,637 433,637 - 32,233 $ 37,208 (4,975) $ 59,157 59,157 - Legal Advocate (550) Revenue Expenditures Net Operating $ 14,995 4,305 10,690 $ 14,500 14,500 - Ending Fund Balance $ (3,203) $ 134,015 $ $ 526 $ $ $ $ $ $ FY 2005-06 REVISED 134,015 433,637 433,637 - 59,157 59,157 - FY 2005-06 PROJECTED $ (3,206) $ $ $ $ $ $ 14,500 14,500 - $ $ $ 134,015 $ 485,910 433,637 52,273 63,522 59,157 4,365 $ $ 571,480 571,480 - $ 75,794 75,794 - - $ 10,000 (10,000) $ 12,500 12,500 - 43,432 $ FY 2006-07 ADOPTED 43,432 $ 43,432 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Public Defender (520) Grants Fund (233) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 401,661 $ 401,661 MID-YEAR ADJUSTMENTS: Mid-year Adjustment $ (48,220) $ (48,220) FY 2005-06 REVISED RESTATED BUDGET: $ 353,441 $ 353,441 FY 2006-07 BUDGET TARGET: $ 353,441 $ 353,441 19,847 $ 19,847 19,847 $ 19,847 373,288 $ 373,288 BASE ADJUSTMENTS: Class 2 & 3 Felony Rep Activity: Increase Grant Expenditures due to $ Forecasted Increase in Grant Revenue Subtotal $ FY 2006-07 ADOPTED BUDGET: $ Legal Advocate (550) Grants Fund (233) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 5,000 $ 5,000 FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED RESTATED BUDGET: $ 5,000 $ 5,000 FY 2006-07 BUDGET TARGET: $ 5,000 $ 5,000 FY 2006-07 ADOPTED BUDGET: $ 5,000 $ 5,000 Indigent Representation System Grants (233) Fund Balance Summary FY 2004-05 ACTUAL Public Defender (520) Revenue Expenditures Net Operating Legal Advocate (550) Revenue Expenditures Net Operating Ending Fund Balance $ $ $ FY 2005-06 ADOPTED 401,666 401,666 - $ - $ - $ $ $ FY 2005-06 REVISED 401,661 401,661 - $ 5,000 5,000 - $ - 527 $ $ $ FY 2005-06 PROJECTED 353,441 353,441 - $ 5,000 5,000 - $ - $ $ $ FY 2006-07 ADOPTED 353,441 353,441 - $ $ $ 373,288 373,288 - $ - $ 5,000 5,000 - $ - $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Public Defender (520) Fill the Gap (262) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 1,392,366 $ 1,392,366 MID-YEAR ADJUSTMENTS: Mid-Year Adjustments $ 253,737 $ 253,737 FY 2005-06 REVISED RESTATED BUDGET: $ 1,646,103 $ 1,646,103 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance One Time Expenses FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2006-07 Pay for Performance $ Subtotal $ 10,050 $ 14,144 (57,845) (195,250) 16 33,635 (195,250) $ (195,250) (195,250) FY 2006-07 BUDGET TARGET: $ 1,450,853 $ 1,450,853 BASE ADJUSTMENTS: Class 2 & 3 Felony Rep Activity: Increase Expenditures due to Forecasted Increase in Fill the Gap Revenue $ 131,212 $ 131,212 Subtotal $ 131,212 $ 131,212 $ 1,582,065 $ 1,582,065 FY 2006-07 ADOPTED BUDGET: Public Defender (520) Fill the Gap (262) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 224,442 $ 1,354,889 1,353,243 1,646 $ 226,088 $ $ FY 2005-06 ADOPTED 549,034 $ 1,392,366 1,392,366 - $ 549,034 528 $ $ FY 2005-06 REVISED 549,034 $ 1,646,103 1,646,103 - $ 549,034 FY 2005-06 PROJECTED $ 226,088 $ $ $ FY 2006-07 ADOPTED 1,344,793 $ 2,293,206 1,174,501 1,118,705 $ 1,582,065 1,582,065 - $ 1,344,793 $ 1,344,793 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Legal Defender (540) Fill the Gap (263) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 46,385 $ 46,385 MID-YEAR ADJUSTMENTS: Increase Budget to Fund Attorney Market Adjustment $ 7,000 $ 7,000 FY 2005-06 REVISED RESTATED BUDGET: $ 53,385 $ 53,385 $ 197 $ 709 (2,611) 1,705 - $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 BUDGET TARGET: $ 53,385 $ 53,385 BASE ADJUSTMENTS: Class 2 & 3 Felony Rep Activity: Increase Expenditures due to Forecasted Increase in Fill the Gap Revenue $ 5,615 $ 5,615 Subtotal $ 5,615 $ 5,615 $ 59,000 $ 59,000 FY 2006-07 ADOPTED BUDGET: Legal Defender (540) Fill the Gap (263) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL 9,218 $ 46,272 44,685 1,587 $ 10,805 $ $ FY 2005-06 ADOPTED 9,218 $ 46,385 46,385 - $ 9,218 529 $ $ FY 2005-06 REVISED 9,218 $ 53,385 53,385 - $ 9,218 FY 2005-06 PROJECTED $ 10,805 $ $ $ FY 2006-07 ADOPTED 11,111 $ 53,690 53,385 306 $ 59,000 59,000 - $ 11,111 $ 11,111 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Mandates 520 PUBLIC DEFENDER MANDATED EXPENDITURES 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED 540 LEGAL DEFENDER MANDATED EXPENDITURES 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED 530 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Mandates (Continued) 550 LEGAL ADVOCATE MANDATED EXPENDITURES 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 FY 2004-05 ACTUAL Program Activity ADULT CIVIL REPRESENTATION ADLT CIVIL PRVT COUNSEL EXP ADULT GUARDIAN AD LITEM REP PROBATE REP ADULT FELONY REPRESENTATION CAPITAL REP FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Purpose The purpose of the Adult Civil Representation Program is to provide effective legal representation to assigned indigent persons in civil matters so that their rights are protected. The purpose of the Adult Civil Private Counsel Expense Activity is to provide effective legal representation to assigned indigent adults in Adult Civil matters where private counsel is retained, so that their rights are retained. The purpose of the Guardian ad Litem Representation Activity is to provide effective legal representation to assigned indigent persons in Guardian ad Litem matters, so that their rights are protected. 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. The purpose of the Adult Felony Representation Program is to provide effective legal representation to assigned indigent adults charged with felony offenses so that their rights are protected. The purpose of the Capital Representation Activity is to provide effective legal representation to assigned indigent adults charged with Capital offenses so that their rights are protected. Mandate A.R.S. § 14-5201; § 11-581; A.R.S. § 143101 A.R.S. § 14-5201; A.R.S §11-581 A.R.S § 14-3101 U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 13-101 CLASS 2 & 3 FELONY REP The purpose of the Class 2 and 3 Felony Representation Activity is to provide effective legal representation to assigned indigent adults charged with Class Two and Class Three Felony offenses so that their rights are protected. CLASS 4,5,6 FELONY REP The purpose of the Class 4, 5, and 6 Felony Representation Activity is to provide U.S. Constitution, 6th Amendment; Arizona effective legal representation to assigned indigent adults charged with Class Four, Class Constitution, Article 2 § 24; A.R.S. § 11-581 Five, or Class Six Felony offenses so that their legal rights are protected. to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 13-104 FELONY DUI REP The purpose of the Felony DUI Representation Activity is to provide effective legal representation to assigned indigent adults charged with Felony DUI offenses so that their rights are protected. U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 28-1383 ADLT FELONY PRVT COUNSEL EXP The purpose of the Adult Felony Private Counsel Expense Activity is to process courtordered payments for legal expenses incurred for representation of persons deemed indigent by the Court, who are represented by privately retained counsel in Adult Felony Cases, so that their rights are protected. The purpose of the Other Homicide Representation Activity is to provide effective legal representation to assigned indigent adults charged with Non-Capital Homicide offenses so that their rights are protected. U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 13-101 OTHER HOMICIDE REP 531 U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 13-101 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Mandates (Continued) Program Activity VIOLATION OF PROBATION REP Purpose The purpose of the Violation of Probation Representation Activity is to provide effective legal representation to assigned indigent adults accused of violating the conditions of their probation so that their rights are protected. Mandate U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 13-101 WITNESS REP 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 that their legal rights are protected. U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 13-3801 ADULT MISDEMEANOR REPRESENTATION The purpose of the Adult Misdemeanor Representation Program is to provide effective legal representation to assigned indigent adults charged with misdemeanor offenses so that their rights are protected. The purpose of the Misdemeanor Representation Activity is to provide effective legal U.S. Constitution, 6th Amendment; Arizona representation to assigned indigent adults charged with misdemeanor offenses so that Constitution, Article 2 § 24; A.R.S. § 11-581 their rights are protected. to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 13-101 MISDEMEANOR REP APPELLATE REPRESENTATION ADLT APPEALS PRVT COUNSEL EXP ADULT APPEAL REP The purpose of the Appellate Representation Program is to provide effective legal representation to assigned indigent persons appealing their convictions, adjudications, and dependency matters so that their rights are protected. The purpose of the Adult Appeals Private Counsel Expense Activity is to process Courtordered payments for legal expenses incurred for representation of persons deemed indigent by the Court, who are represented by privately retained counsel in Adult Appeal Cases so that their rights are protected. The purpose of the Adult Appeal Representation Activity is to provide effective legal representation to assigned indigent adults appealing their convictions so that their legal rights are protected. U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure U.S. Constitution, 6th Amendment; Arizona Constitution, Article 2 § 24; A.R.S. § 11-581 to 587; Rule 6, Arizona Rules of Criminal Court Procedure; A.R.S. § 13-4031 ADULT POST CONVCTN RELIEF REP The purpose of the Post Conviction Relief Representation Activity is to provide effective U.S. Constitution, 6th Amendment; Arizona legal representation to assigned indigent adults who have filed for Post Conviction Relief Constitution, Article 2 § 24; A.R.S. § 11-581 so that their legal rights are protected. to 587; Rule 6, Arizona Rules of Criminal Court Procedure; Rule 32, Arizona Rules of Criminal Court Procedure JUVENILE APPEAL REP The purpose of the Juvenile Appeal Representation Activity is to provide effective legal representation to assigned indigent juveniles appealing their delinquency or dependency matters so that their legal rights are protected. The purpose of the Dependency Representation Program is to provide effective legal representation to assigned indigent persons in dependency or severance matters so that their legal interests are protected. 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 matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Child Report and Review Representation Activity is to provide legal representation, when appointed by the court, to indigent children in juvenile court Report and Review status cases involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. DEPENDENCY REPRESENTATION CHILD DEPENDENCY REP CHILD R&R REP CHILD SVRNCE/PERM GUARD REP DEP GAL DEPENDENCY REP A.R.S. § 8-801 to 221(h); A.R.S. § 12-2101 A.R.S. § 8-801 to 221(h) A.R.S. § 8-801 to 221(h) A.R.S. § 8-801 to 221(h) The purpose of the Child Severence or Permanent Guardianship Representation Activity is to provide legal representation, when appointed by the court, to indigent children in juvenile court severance or permanent guardianship matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Guardian ad Litem Dependency Representation Activity is to act as A.R.S. § 11-581 the legal guardian ad litem, when appointed by the Court, for indigent children in Juvenile Court dependency matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. DEP GAL R&R REP The purpose of the Guardian ad Litem Report and Review Representation Activity is to A.R.S. § 11-581 act as the legal guardian ad litem, when appointed by the Court, for indigent children in Juvenile Court dependency matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. DEPENDENCY PRVT COUNSEL EXP The purpose of the Dependency Private Counsel Expense Activity is to process court- A.R.S. § 11-581; A.R.S. § 8-801 to 221(h) ordered payments for legal expenses incurred for representation of persons deemed indigent by the court, who are represented by Privately Retained Counsel in Dependency cases, so that their rights are protected. A.R.S. § 11-581 The purpose of the Guardian ad Litem Severence or Permanent Guardianship Representation Activity is to act as the legal guardian ad litem, when appointed by the Court, for indigent children in Juvenile Court severance or permanent guardianship matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Parental Dependency Representation Activity is to provide legal A.R.S. § 8-801 to 221(h) representation, when appointed by the court, to indigent parents in juvenile court on dependency matters involving their parental rights so they can obtain the most favorable resolution of their cases under the circumstances. DEP GAL SVRNCE/PERM GUARD REP PARENTAL DEPENDENCY REP 532 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Indigent Representation System, Appointed Mandates (Continued) Program Activity PARENTAL R&R REP Purpose The purpose of the Parental Report and Review Representation Activity is to provide legal representation, when appointed by the court, to indigent parents in juvenile court Report and Review status cases involving their parental rights so they can obtain the most favorable resolution of their cases under the circumstances. Mandate A.R.S. § 8-801 to 221(h) PARENTAL SVRNCE/PERM GUARD REP The purpose of the Parental Severence or Permanent Guardianship Representation Activity is to provide legal representation, when appointed by the court, to indigent parents in juvenile court severance or permanent guardianship matters involving their parental rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Juvenile Civil Representation Program is to provide effective legal representation to assigned indigent persons in Juvenile Civil matters so that their legal interests are protected. The purpose of the Family Court Representation Activity is to provide legal representation, when appointed by the court, to indigent clients in juvenile court on issues involving their rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Juvenile Civil Private Counsel Expense Activity is to process courtordered payments for legal expenses incurred for representation of persons deemed indigent by the court, who are represented by privately retained counsel in Juvenile Civil Cases, so that their rights are protected. The purpose of the Juvenile Notification Representation Activity is to provide legal representation, when appointed by the court, to juveniles with abortion issues involving their rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Juvenile Delinquency and Incorrigibility Representation Program is to provide effective legal representation to assigned indigent juveniles charged with incorrigible or delinquent acts so that their rights are protected. A.R.S. § 8-801 to 221(h) JUVENILE CIVIL REPRESENTATION FAMILY COURT REP JUV CIVIL PRVT COUNSEL EXP JUVENILE NOTIFICATION REP JUVENILE DELINQUENT INCORRIGIBLITY REPRESENTATION FELONY-LEVEL DELINQUENCY REP INCORR & MISD-LEVEL DELINQ REP JUV DELINQ PRVT COUNSEL EXP A.R.S. § 25-321; Superior Court Rules of Family Court Procedure A.R.S. § 36-2152; A.R.S. § 25-321 A.R.S. § 36-2152 The purpose of the Felony-Level Juvenile Delinquency Representation Activity is to A.R.S. § 8-201 provide effective legal representation to assigned indigent juveniles charged with felonylevel delinquent acts so that their rights are protected. The purpose of the Incorrigibility and Misdemeanor-Level Juvenile Delinquency A.R.S. § 8-201 Representation Activity is to provide effective legal representation to assigned indigent juveniles charged with incorrigibility or misdemeanor-level delinquent acts so that their rights are protected. The purpose of the Juvenile Delinquency Private Counsel Expense Activity is to process A.R.S. § 8-201 court-ordered payments for legal expenses incurred for representation of juveniles deemed indigent by the court, who are represented by privately retained counsel in Delinquency or Violation of Probation cases, so that their rights are protected. JUV VIOLATION OF PROBATION REP The purpose of the Juvenile Violation of Probation Representation Activity is to provide A.R.S. § 8-201 effective legal representation to assigned indigent juveniles who are accused of violating the conditions of their probation, so that their rights are protected. MENTAL HEALTH REPRESENTATION The purpose of Mental Health Representation Program 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. The purpose of the 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. 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 that their legal rights are protected. MENTAL HEALTH REP SEXUALLY VIOLENT PREDATOR REP 533 A.R.S. § 36-501 A.R.S. § 13-4501; A.R.S. § 36-3704 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets ICJIS, Appointed Integrated Criminal Justice Information System Analysis by Lisa Johnson, Management & Budget Coordinator, and Scott Rothe, Principal Management & Budget Analyst Departmental Information Organizational Chart County Manager David Smith Criminal Justice Assistant County Manager Peter Ozanne Integrated Criminal Justice Information System Don Thomas, Director Business Project Managers Administration App. Development/ Data Integration ITSM/System Maintenance Mission The Mission of the Integrated Criminal Justice Information System is to provide automated systems, information technology expertise, and information pathways to justice and law enforcement agencies, and to develop and implement systems that promote the sharing of criminal justice information that is timely, secure, reliable, and comprehensive, so that criminal justice agencies may more efficiently enhance public safety, improve service to the community, and make quality justice and law enforcement decisions. Vision Integration will allow enhanced productivity, efficiency, and communication, and will eliminate redundancy. As a result, ICJIS will have a positive impact on improved public safety by making available to criminal justice stakeholders timely, accurate, and complete information concerning offenders. Improved decisions will be made through the increased availability of performance measures relating to public policy. Productivity of stakeholder agency employees will increase with the elimination of redundant data collection and duplicate data entry. Paper-based processes will be reduced or eliminated with the rapid availability of electronic records. Criminal justice information will be accessible in a timely, accurate, and comprehensive fashion by criminal justice agencies. The public will have immediate access to relevant criminal justice information. 534 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets ICJIS, Appointed Strategic Goals • By July 2007, the ICJIS Agency will facilitate the electronic exchange of information by developing and deploying prioritized data exchanges through the Integration Engine so that participating justice and law enforcement county agencies can reduce data entry associated with increasing work loads through the elimination of redundant data entry. Status: ICJIS is successfully transitioning from a hub-and-spoke environment (original design with the ICJIS Integration Engine), to a Service Oriented Architecture with better capability to connect justice and law enforcement information transactions. All Maricopa County justice and law enforcement entities are connected and incorporating ICJIS systems into their work processes as data exchanges are developed and implemented. • By July 2007, justice and law enforcement agencies external to Maricopa County (federal, state, and local) will be enabled to share and exchange information electronically with county justice and law enforcement agencies on a timely, accurate, and secure basis through the integrated criminal justice information system. Status: The ICJIS Justice Web Interface is operational, and provides an efficient portal between some local, state, and federal criminal justice resources. ICJIS is continuing to develop and enhance the ability to share digital information. • By July 2007, the ICJIS Agency will provide the information links necessary for criminal justice departments to develop and implement management information systems to provide more complete information regarding individual cases and case processing, leading to better decision making. Status: None provided by ICJIS. Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL FY 2005-06 ADOPTED EXPENDITURES 99AS - ADMINISTRATIVE SERVICES PROG $ (2,120) $ 7,230 99IT - INFORMATION TECHNOLOGY PROGRAM 1,104,178 1,759,676 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 1,102,059 $ 1,766,906 FY 2005-06 FY 2005-06 REVISED PROJECTED $ 326 1,791,019 $ 1,791,345 $ 1,309,627 $ 1,309,627 FY 2006-07 ADOPTED $ 1,809,686 8,246 $ 1,817,932 ADOPTED TO REVISED VARIANCE % $ $ (18,667) 326 (8,246) (26,587) -1.0% 100.0% -1.5% Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ FY 2005-06 ADOPTED 422,905 306,939 198,308 173,907 1,102,059 $ $ 413,672 464,145 404,425 484,664 1,766,906 FY 2005-06 REVISED $ $ 326,231 553,925 426,525 484,664 1,791,345 FY 2005-06 PROJECTED $ $ 389,825 488,264 305,888 125,651 1,309,627 FY 2006-07 ADOPTED $ $ 471,518 406,627 642,496 297,291 1,817,932 ADOPTED TO REVISED VARIANCE % $ $ (145,287) 147,298 (215,971) 187,373 (26,587) -44.5% 26.6% -50.6% 38.7% -1.5% Total Budget by Fund FY 2004-05 ACTUAL EXPENDITURES 255 DETENTION OPERATIONS ALL FUNDS $ $ 1,102,059 1,102,059 FY 2005-06 ADOPTED $ $ 1,766,906 1,766,906 FY 2005-06 REVISED $ $ 1,791,345 1,791,345 535 FY 2005-06 PROJECTED $ $ 1,309,627 1,309,627 FY 2006-07 ADOPTED $ $ 1,817,932 1,817,932 ADOPTED TO REVISED VARIANCE % $ $ (26,587) (26,587) -1.5% -1.5% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets ICJIS, Appointed Personnel by Fund FY 2005-06 ADOPTED 18.00 18.00 255 DETENTION OPERATIONS TOTAL FUNDS FY 2005-06 REVISED 16.00 16.00 FY 2006-07 ADOPTED 16.00 16.00 ADOPTED TO REVISED VARIANCE % 0% 0% Half-way through FY 2005-06, ICJIS requested authority to eliminate 2.0 FTE information technology manager positions. With just 18 months remaining of ICJIS Phase I expenditures, project focus has narrowed to the Data Exchange Project. The positions were no longer needed, and the savings were shifted to help fund the purchase of On-Base License and software support for the Clerk of the Superior Court. Multi-Year Budget Summary 255 DETENTION OPERATIONS ICJIS PROJECT/OPERATIONS AND MAINTENANCE EXPENDITURES FY 2006-07 ADOPTED PREVIOUS ICJIS (420) OPERATIONS AND MAINTENANCE $ FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 LAST YEAR TOTAL YEAR YEAR 2 YEAR 3 YEAR 4 YEAR 5 2,430,222 $ APPROPRIATED FUND BALANCE (480) PROJECTS ACIP - ACCUSED IN PROCESS $ 89,061 CARC - CONVERGENT ARCHITECTURE 1,886,631 CCNB - COMMON CASE NUMBER 907,010 CCTB - COMMON CODE TABLE 694,663 DEXC - DATA EXCHANGES 4,607,077 DPSI - DPS INTERFACE 813,349 DQMT - ENTERPRISE STEWARD/DATA QLTY 219,046 ESIG - ELECTRONIC SIGNATURES 110,324 EXDE - EXTERNAL DATA EXCHANGES 8,003 ITSM - INFO TECH SERVICE MANAGEMENT 338,450 MIPP - MGMT INFO & ENHANCED PROJ PLNG 24,217 PRBK - PRE-BOOKING SYSTEM APPLICATION 156,993 PTHD - PROJECT OVERHEAD 3,715,451 SCNB - SECURED NETWORK BACKBONE 895,083 ALL PROJECTS $ 14,465,358 TOTAL ICJIS EXPENDITURES $ 16,895,580 Cummulative Total 1,630,794 $ 1,817,932 $ $ 1,379,828 968,159 2,347,987 $ 1,410,948 765,647 2,176,595 $ - $ - $ 3,978,781 $ 3,994,527 $ 1,817,932 $ $ 24,868,888 $ 26,686,820 $ $ 20,874,361 $ $ 1,817,932 $ $ 1,817,932 $ $ 1,817,932 $ 1,817,932 $ - 1,817,932 $ 1,817,932 $ 28,504,752 $ 30,322,684 $ 32,140,616 $ $ FIVE YEAR TOTAL GRAND TOTAL 9,250,672 $ 13,311,688 $ $ - 1,410,948 765,647 $ 2,176,595 $ 89,061 1,886,631 907,010 694,663 7,397,853 813,349 219,046 110,324 8,003 338,450 24,217 156,993 5,449,257 895,083 $ 18,989,940 $ 1,817,932 $ 11,427,267 $ 32,301,628 Approval of the original Jail Excise Tax called for $25 million in funding for a new Integrated Criminal Justice Information System (ICJIS). The Adopted FY 2006-07 budget includes project expenditures of $2,176,595 and non-project expenditures of $1,817,932. Total Phase I multi-year cumulative expenditures are budgeted to total $24,868,888 in June 2007 (see the Phase I Multi-Year Expenditures table, above). Effective with the FY 2006-07 Adopted budget, ICJIS projects are restated from the ICJIS Department Detention Fund budget to the Detention Fund Appropriated Fund Balance budget. Ongoing operations and maintenance costs will continue with the ICJIS Department as a separate appropriation. Following are brief descriptions of each ICJIS project: • Accused in Process: The purpose of this project is to develop a shared real-time index of information for authorized ICJIS agencies so that they can track subjects while in the County Justice System and capture information for subject history worksheets. 536 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets ICJIS, Appointed • Data Exchange Project: The purpose of this project is to provide electronic feeds of information between criminal justice agencies so that they can have more timely and accurate information and reduce duplicate data entry. • Convergent Architecture: The purpose of this project is to provide industry standard application development tools for justice agencies so that they can realize more efficient and cost-effective data sharing. • Common Case Number: The purpose of the Common Case Number project is to develop and implement a unique identifying element for case information for participating agencies so that they can more readily share information. • Common Code Table: The purpose of this project is to define specific shared data fields, validation tables, and data validation applications for ICJIS agencies so that they can realize more efficient and cost-effective data sharing. • DPS Interface: The purpose of this project is to replace the current interface between the Sheriff’s Office Jail Management System (JMS) and the Department of Public Safety (DPS) for justice agencies so that they can securely and effectively share information. • Data Quality: The purpose of this project is to implement Data Quality standards, software tools, and audit capability for ICJIS agencies so that they can assure data accuracy and reliability of their data. • Electronic Signatures: The purpose of this project is to develop a strategy to implement on-line document authentication for County justice agencies so that they can readily create, receive, exchange, and store electronic documents. This Project was put on hold in August 2003. • External Data Exchanges: The purpose of this project is to explore and identify potential interfaces with external agency computer system applications for County justice agencies so that they can share data and eliminate duplicate data entry. • TSM: The purpose of Information Technology Service Management (ITSM) is to provide service support and delivery to justice agencies so that they can assure that ICJIS Agency IT systems and applications are effectively maintained, supported and enhanced throughout their life cycle. • Management Information: The purpose of this project is to survey existing and desired management reporting needs of ICJIS agencies so that they can enhance program planning, evaluation, management, and statistical reporting. • Pre-Booking: The purpose of this project is to implement a system for entry of arrest and booking data to arresting officers so that reduce data entry errors better utilize their time. • Secured Network Backbone: The purpose of this project is to separate criminal justice network traffic from that of other County departments and encrypt it for justice agencies so that they can comply with federal requirements. 537 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets ICJIS, Appointed Base Adjustments Expenditures • Request Over Target ($230,790): The Department submitted its FY 2006-07 Base Budget Request above its Budget Target by $230,790. The Adopted budget includes $99,679 to correct an apparent lease cost error, but does not include the remaining $131,111 overage (deleted in the following Base Adjustment). • Right-Size Supplies and Services (-$131,111): The Adopted Budget includes a net reduction of $122,866 to right size the ICJIS Operations and Maintenance Supplies and Services budget (see table, below). The adjustment includes a reduction of $222,545 to General Supplies, Other Services and Repairs and Maintenance consistent with FY 2005-06 spending trends. Additionally, the FY 2006-07 Target sent to the department included a reduction of $99,679 for “Lease Terminations”. Lease costs have been historically charged to the ICJIS project budget, not non-project; therefore, the Adopted Budget increases Supplies and Services by $99,679 to correct an apparent error. 420 ICJIS 255 DETENTION FUND FY 2006-07 ADOPTED NON-PROJECT On-Going Operating $ 471,518 Convergent Architecture DPS Interface $ - $ - $ General Supplies Other Services Repairs and Maintenance Internal Service Charges Training and Education Supplies and Services $ $ $ 261,627 78,000 103,250 8,246 12,825 463,948 Debt Service $ Personal Services $ $ 145,000 175,375 90,000 410,375 272,291 $ ADOPTED $ 1,207,757 REQUESTED $ 1,330,623 Variance $ 122,866 Total 471,518 $ $ 174,800 174,800 - $ 25,000 $ $ 410,375 $ 199,800 $ 1,817,932 $ 410,375 $ 199,800 $ 1,940,798 $ - $ - 538 406,627 428,175 103,250 8,246 102,825 $ 1,049,123 $ 297,291 122,866 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets ICJIS, Appointed Reconciliation Detention Fund (255) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 4,398,212 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 Executive Compensation Increase $ Subtotal $ FY 2005-06 REVISED BUDGET: Restatements FY 2005-06 REVISED RESTATED BUDGET: $ $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Lease Terminations FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Request Over Target Rightsize Supplies and Services $ Subtotal $ FY 2006-07 ADOPTED BUDGET: ITEMS FUNDED ELSEWHERE Appropriated Fund Balance (480) ICJIS Projects: Data Exchanges Project Overhead (Not Applicable) 539 $ - 4,454,554 $ (2,655,388) 1,799,166 $ - 1,137 $ 5,008 1,072 (99,679) 393 11,156 (80,913) $ - 1,718,253 $ $ - 230,790 $ (131,111) 99,679 $ - $ 1,817,932 $ - $ 1,410,948 765,647 2,176,595 $ - Total $ Mandates 48,520 7,822 56,342 - $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Internal Audit, Appointed Internal Audit Analysis by Cynthia Goelz, Management & Budget Coordinator Departmental Information Organizational Chart Board of Supervisors Audit Committee County Management Internal Audit Internal Audit Ross Tate, County Auditor Ross Tate, County Auditor Auditors and Administration Mission The mission of the Internal Audit Department is to provide objective, accurate, and meaningful information about County operations so the Board of Supervisors can make informed decisions to better serve County citizens. Vision To facilitate positive change throughout County operations while educating employees on internal control best practices. Strategic Goals • Annually, Internal Audit will assist the County in its mission to provide fiscally responsible public services by completing 95% of the Board of Supervisors' approved annual Audit Plan and reporting this information to the Board within 90 days of the fiscal year-end. Status: This goal is measured annually. For the most recent year ended June 30, 2005, 96% of the Board’s annual audit plan was completed. In that year, the Board of Supervisors directed the Internal Audit department to focus on the MIHS transition and forego the interval audit schedule. The department recently met with the Board of Supervisors (BOS) to establish the demand for their services where the Board of Supervisors determined they would like to return to the interval audit schedule. An audit plan based on the interval schedule reflects an increase in demand from the prior year. The department indicated that with the current resources, they will have difficulty meeting the audit plan requested by the Board of Supervisors. To address this issue, the department submitted a Results Initiative Request to secure additional resources to meet the demand. • Annually, Internal Audit will assist the County in its mission to provide fiscally responsible public services by providing objective, accurate, and meaningful information in a way that earns a 95% customer satisfaction rating each year from our primary customer, namely, the Board of 540 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Internal Audit, Appointed Supervisors. Status: This goal is measured annually. For the most recent year ended June 30, 2005, 100% customer satisfaction was attained. This goal is reflective of the key program results of: the satisfaction rating from primary customer (BOS); the satisfaction rating from County management; and the overall approval rating by the Board of Supervisors and key County management of Internal Audit's strategic information reports. • Annually, Internal Audit will assist the County in its mission to provide fiscally responsible public services by working with clients to ensure that 95% of audit report recommendations are implemented within three years of being reported. This goal will also assist Internal Audit in its vision to facilitate positive change throughout the County. Status: This goal is measured annually. For the most recent year ended June 30, 2005, 98% of the annual audit report recommendations were implemented within three years. • Annually, Internal Audit will assist the County in its mission to become a regional leader by creating and producing at least two innovative, effective audit products and methodologies. These developed products and methodologies will be shared on a regional and national level through publications, presentations, and award programs. Having 25% or more of our audit staff holding regional or national positions within professional peer organizations will count towards this measure. Status: This goal is measured annually. For the most recent year ended June 30, 2005, 100% of the goal was met. The department had four innovative methodologies, which they share at the national and regional levels. In addition, six staff of the department (40%) had leadership positions in peer organizations. Achievement of this goal impacts the key results of the satisfaction rating from customers indicating educational efforts (newsletters, courses, etc.) help them do their job more effectively and the satisfaction rating from customers indicating consulting services delivered by IA helped them do their job more effectively. Department Performance Information The Audit Services and Consulting Services activities comprise 75% of Internal Audit’s budget in FY 2006-07. Historical performance data for these activities and commentary on significant variances is included below. 35 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 30 # of Audits 25 20 15 10 5 0 Cost/Audit Audit Services Activity Performance FY 2004-05 ACTUALFY 2005-06 PROJECTEDFY 2006-07 ADOPTED Demand Output Cost Per Audit At the Board of Supervisors’ direction, Internal Audit diverted 5,615 staff hours to an audit of the Maricopa County Regional School District this spring. This resource reallocation resulted in a reduction 541 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Internal Audit, Appointed in the number of actual audits completed and an increase in average audit cost as compared to FY 2004-05, as the Schools audit was unusually labor-intensive. FY 2006-07 audit demand is forecasted to be similar to FY 2004-05. Cost per audit is expected to decline, as the additional staff will only result in marginal costs. This additional staff is expected to increase the number of audits completed, so that the Department can fully meet its demand. Audit Reports Issued 40 35 30 25 20 15 29 29 23 27 27 20 28 28 21 29 29 25 25 22 21 10 5 0 FY 2007 Demand FY 2008 FY 2009 Output With Additional Resources FY 2010 FY 2011 Output Without Additional Resources Internal Audit expects a reduction in both output and efficiency of consultations in FY 2005-06, primarily due to the complex nature of the requested consultations, which results in additional staff hours spent on each event. FY 2006-07 consultation demand is forecasted to be similar to the past two years. Cost per audit will increase, primarily as a result of additional staff. This additional staff is expected to increase the number of consultations completed, so that the Department can fully meet its demand. 16 45,000 14 40,000 12 35,000 30,000 10 25,000 8 20,000 6 15,000 4 10,000 2 5,000 0 0 FY 2004-05 ACTUAL FY 2005-06 PROJECTEDFY 2006-07 ADOPTED Demand Output 542 Cost per Consultation Cost/Consultation # of Consultations Consulting Services Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Internal Audit, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 23MS - MANAGEMENT SERVICES ETRS - EDUCATION AND TRAINING SVCS 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 23AS - AUDIT SERVICES ADSC - AUDIT SERVICES 23MS - MANAGEMENT SERVICES CTSV - CONSULTING SERVICES ETRS - EDUCATION AND TRAINING SVCS IRSV - INFO AND REPTNG SVCS 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 925 925 $ $ $ $ $ $ $ 585,858 585,858 515,841 305,364 38,847 171,630 209,870 1,311,570 FY 2005-06 ADOPTED $ FY 2005-06 REVISED 85 85 85 $ $ $ 518,476 518,476 632,782 436,455 97,762 98,565 197,996 1,349,254 $ $ $ $ $ 85 85 85 $ $ $ $ $ $ $ FY 2005-06 PROJECTED 647,462 647,462 555,281 343,578 106,000 105,703 210,484 1,413,227 $ 35 35 170 205 $ $ $ $ $ $ $ 669,790 669,790 517,313 310,255 76,991 130,067 195,391 1,382,493 FY 2006-07 ADOPTED $ 85 85 85 $ $ $ $ $ $ $ 842,352 842,352 825,725 581,813 119,694 124,218 228,961 436 1,897,474 ADOPTED TO REVISED VARIANCE % $ - $ $ $ $ $ $ $ 0.0% 0.0% 0.0% (194,890) (194,890) (270,444) (238,235) (13,694) (18,515) (18,477) (436) (484,247) -30.1% -30.1% -48.7% -69.3% -12.9% -17.5% -8.8% -34.3% Total Budget by Category FY 2004-05 ACTUAL REVENUE MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 925 925 $ $ 85 85 $ $ 85 85 $ $ 205 205 $ $ 85 85 $ $ $ 1,038,512 4,097 261,646 7,315 1,311,570 $ 1,072,070 3,911 263,550 9,723 1,349,254 $ 1,131,992 3,911 266,650 10,674 1,413,227 $ 1,102,651 4,756 264,473 10,613 1,382,493 $ 1,595,855 7,790 279,050 14,779 1,897,474 $ $ $ $ $ $ $ - 0.0% 0.0% (463,863) (3,879) (12,400) (4,105) (484,247) -41.0% -99.2% -4.7% -38.5% -34.3% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % ALL FUNDS $ $ 925 925 $ $ 85 85 $ $ 85 85 $ $ 205 205 $ $ 85 85 $ $ ALL FUNDS $ $ 1,311,570 1,311,570 $ $ 1,349,254 1,349,254 $ $ 1,413,227 1,413,227 $ $ 1,382,493 1,382,493 $ $ 1,897,474 1,897,474 $ $ EXPENDITURES 100 GENERAL (484,247) (484,247) 0.0% 0.0% -34.3% -34.3% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 15.00 15.00 FY 2005-06 REVISED 15.00 15.00 FY 2006-07 ADOPTED 20.00 20.00 ADOPTED TO REVISED VARIANCE % 5.00 33% 5.00 33% The adopted budget includes an increase of 5 FTE’s to meet the demand for the Audit Services and Management Services Programs. 543 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Internal Audit, Appointed Base Adjustments Expenditures • • Restatement of Expenditures to the Audit Services Activity ($240,000): The expenditures for the Audit Services Activity were increased by $240,000 associated with the restatement of funding for IT audits from General Government. General Technical Adjustments to Salary and Benefits (-$8,012): The adopted budget includes a net adjustment of ($-8,012) to salary and benefits in all activities as a result of over/under budgeted positions, market salary adjustments and other technical adjustments. Since staff in the department is distributed to all activities, any adjustment to salary/benefits impacts the cost of all activities. Results Initiatives Request Adjustments • • • • Additional Internal Audit Staff to Meet Demand for the Audit Services Activity ($152,930): The adopted budget provides additional funding in the amount of $152,930 to support an increase of 2 FTE in the Internal Audit staff complement to address the demand in the Audit Services Activity. Expected Result: The department will complete the plan for the Audit Services Activity as approved by the Board of Supervisors to the Board’s satisfaction. Additional Internal Audit Staff to Meet Demand for the Consulting Services Activity ($136,481): The adopted budget provides additional funding in the amount of $136,481 to support an increase of 2 FTE in the Internal Audit staff complement to address the demand in the Consulting Services Activity. Expected Result: The department will complete the plan for the Consulting Services Activity as approved by the Board of Supervisors to the Board’s satisfaction. Additional Internal Audit Staff to Meet Demand for the Information and Reporting Activity ($34,105): The adopted budget provides additional funding in the amount of $34,105 to support an increase of .5 FTE in the Internal Audit staff complement to address the demand in the Information and Reporting Services Activity. Expected Result: The department will complete the plan for Information and Reporting Services Activity as approved by the Board of Supervisors to the Board’s satisfaction. Additional Internal Audit Staff to Meet Demand for the Education and Training Services Activity ($34,105): The adopted budget provides additional funding in the amount of $34,105 to support an increase of .5 FTE in the Internal Audit staff complement to address the demand in the Education and Training Services Activity. Expected Result: The department will complete the plan for the Education and Training Services Activity as approved by the Board of Supervisors to the Board’s satisfaction. 544 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Internal Audit, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 1,109,254 $ 85 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 REVISED BUDGET: Restatements FY 2005-06 REVISED RESTATED BUDGET: $ Subtotal $ 30,268 30,268 $ $ - $ 1,139,522 240,000 1,379,522 $ 85 85 $ Subtotal $ 17,460 14,891 6,200 324 2,287 7,716 85,707 33,818 168,403 $ - $ 1,547,925 $ 85 (8,012) $ (8,012) $ - $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) Annualization of Market Adjustments FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: General Technical Adjustments to Salary and Benefits FY 2006-07 ADOPTED BASE: $ $ $ $ RESULTS INITIATIVES: Additional Internal Audit Staff to Meet Demand for the Audit Services Activity $ Additional Internal Audit Staff to Meet Demand for the Consulting Services Activity Additional Internal Audit Staff to Meet Demand for the Information and Reporting Services Activity Additional Internal Audit Staff to Meet Demand for the Education and Training Services Activity Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 545 $ 1,539,913 $ 85 152,930 $ - 34,105 357,621 $ - 1,897,534 $ 85 136,481 34,105 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Internal Audit, Appointed Mandates 230 INTERNAL AUDIT MANDATED EXPENDITURES 2,000,000 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including increased expenditures for the Audit Services Activity associated with the restatement of funding for IT audits from General Government and additional resources allocated to reach demand for audit and management services. See the Base Adjustment section for additional detail. Program Activity AUDIT SERVICES AUDIT SERVICES MANAGEMENT SERVICES CONSULTING SERVICES Purpose The purpose of the Audit Services Program is to provide independent assessments and recommendations to the Board of Supervisors and County management so they can make informed and fiscally prudent decisions. The purpose of the Audit Services Activity is to provide independent assessments and recommendations to the Board of Supervisors and County management so that they can make informed and fiscally prudent decisions. The purpose of the Management Services Program is to provide strategic information and education to County officials and employees so that they can perform their jobs more effectively The purpose of the Consulting Services Activity is to provide a variety of specialized services so that County management will be assisted in achieving their business objectives Mandate OMB A-133 Single Audit Act; AZ Supreme Court Administrative Order 9352 revised 94-68 and 97-62 ADMINISTRATIVE EDUCATION AND TRAINING S The purpose of the Education and Training Services Activity is to provide information and training NONE services to County management and employees so that they can perform their jobs more effectively INFO AND REPTNG SVCS The purpose of the Information and Reporting Services Activity is to provide strategic information ADMINISTRATIVE to the Board of Supervisors and County management so that they can more effectively manage County operations 546 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Management & Budget, Appointed Management & Budget Analysis by Jack Patton, Senior Management & Budget Analyst Departmental Information Organizational Chart County Manager Deputy County Manager Sandi Wilson Office of Management and Budget Budget Monitoring & Development Budget Monitoring & Development Managing for Results Budget Administration Compensation Services Mission The mission of the Office of Management and Budget (OMB) is to develop and maintain a sustainable, structurally-balanced budget for the Board of Supervisors and County Manager so that they can achieve the County’s mission within available resources. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • Support the Board of Supervisor’s goal to continue to strive to reduce the overall property tax rate. Status: The Board approved BFR Guidelines and Priorities for FY 2006-07 for the County on December 5, 2005, and for the Flood, Library and Stadium Districts on January 4, 2006. As part of the guidelines, the Board established self-imposed limits on the Flood and Library Districts property tax levy. The FY 2006-07 Flood Control and Library District secondary tax levy on existing properties taxed in FY 2005-06 will increase by no more than 2%, which is equivalent to the existing limits on primary property taxes. The budget for FY 2007 is currently under development and OMB is reviewing departmental submissions for efficiencies and cost savings and seeking to identify additional revenue sources where possible. • Maricopa County will seek to eliminate all mandated fixed contributions to the State in exchange for reductions in State funding of County programs with the goal of reducing such contributions to 547 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Management & Budget, Appointed 15% or less of total General Fund expenditures by Fiscal Year 2009-10. Status: Legislation has been proposed to permanently shift funding responsibility for Adult Probation to Maricopa County and will be pursued during this legislative session. Discussions are continuing with legislative leaders regarding the willingness of the State legislature to consider changes to the County’s AHCCS and ALTCS contributions in exchange for assuming funding responsibility for Juvenile Probation. • As part of the budget, by July 2007, develop, identify funding, and begin implementing a longrange plan for addressing the County’s capital infrastructure needs in a manner consistent with the County’s interests in strengthening its financial position. Status: The Board of Supervisors has delayed a decision on centralizing criminal trials in downtown Phoenix and a new date for consideration of this issue has not been established. With the Board’s approval of the FY 2006-07 Budgeting for Results Guidelines on December 5, 2005, the Office of Management and Budget will begin working with Facilities Management on developing a Five-Year Capital Improvement Program for adoption with the FY 2006-07 Budget. • By January 2008, adopt and implement a competitive total compensation package and a workforce development plan to enhance recruitment, retention, and advancement that results in improved customer service to Maricopa County citizens. Status: To date, market studies have been completed for approximately 30% of positions Countywide. A consistent and equitable placement in range strategy which credits employees for years of service and performance has been established, and is being applied to all positions studied. Recommendations were developed for executive-level deferred compensation contributions and preliminary work has begun on an executive incentive program. The Board of Supervisors’ FY 2006-07 Budget Guidelines and Priorities included direction to prioritize employee compensation, and directed that funding be identified in the base budget for performance-based salary increases. Department budget targets for next fiscal year assume an average 3.5% increase. • By December 2006, increase accountability to the public for results-oriented government by fully implementing the Managing for Results and performance-based budgeting initiatives. Status: In preparation for the FY 2007 budget development, OMB worked with 29 departments to update the strategic elements of their strategic plan (mission, vision, goals) to ensure closer alignment with the overall County plan. In addition, OMB worked with several agencies, including Trial Courts and Medical Examiner, to redefine the program/activity structure and associated family of measures. Departmental budget submissions for FY 2007 will align costs to programs and activities and OMB analysts will utilize performance measurement data in determining funding allocations to each activity. An organizational change has been made to have the Chief Information Officer report to the Deputy County Manager which is expected to enhance the process for evaluating information technology investment requests. The Annual Report of Community Indicators for 2005 was completed. • By July 2010, complete a review of county programs to delete non-essential services and improve the performance of other programs. Status: The mandate study was updated and included in the FY 2005-06 Annual Business Strategies document. The Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors for FY 2006-07 include directions to identify nonessential programs and recommend their elimination. During the budget development process, OMB will be seeking opportunities for cost savings. 548 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Management & Budget, Appointed Department Performance Information Percent of Departments That Do Not Exceed Their Annual Expenditure Appropriation 100 98.5 100 100 98 92 100 75 50 25 0 2001-02 2002-03 2003-04 2004-05 2005-06* 2006-07* *Projected Fiscal Year Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL EXPENDITURES 35CO - EMPLOYEE COMPENSATION COPT - COMPENSATION MGMT & ANALYSIS 41AP - INFO TECHNOLOGY APPLICATION HRAP - HUMAN RESOURCE APPLICATIONS 49BD - BUDGET MANAGEMENT BUDG - BUDGETING BUMO - BUDGET MONITORING MNFO - MANAGEMENT INFORMATION 49PP - MULTI-YEAR PLANNING PROGRAM FORE - FORECASTING STPL - STRATEGIC PLANNING 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ 302,114 302,114 24,335 24,335 1,592,354 907,951 520,535 163,868 143,142 11,852 131,290 152,409 2,214,355 FY 2005-06 ADOPTED $ $ $ $ 365,585 365,585 1,908,125 1,101,898 615,238 190,989 372,766 16,908 355,858 131,015 2,777,491 FY 2005-06 REVISED $ $ $ $ 627,395 627,395 1,838,468 1,033,518 613,874 191,076 476,777 31,873 444,904 119,094 3,061,734 FY 2005-06 PROJECTED $ $ $ $ 445,560 445,560 364 364 1,676,642 911,098 641,159 124,385 352,680 19,124 333,556 152,685 2,627,931 FY 2006-07 ADOPTED $ $ $ $ 807,897 807,897 1,868,396 1,005,718 712,809 149,869 464,233 8,812 455,421 90,857 922 3,232,305 ADOPTED TO REVISED VARIANCE % $ $ $ $ (180,502) (180,502) (29,928) 27,800 (98,935) 41,207 12,544 23,061 (10,517) 28,237 (922) (170,571) -28.8% -28.8% -1.6% 2.7% -16.1% 21.6% 2.6% 72.4% -2.4% 23.7% -5.6% Total Budget by Category FY 2004-05 ACTUAL EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ 2,120,543 50,960 31,577 11,274 2,214,355 FY 2005-06 ADOPTED $ $ 2,680,189 56,760 24,822 15,720 2,777,491 FY 2005-06 REVISED $ $ 2,889,164 70,726 85,141 16,703 3,061,734 549 FY 2005-06 PROJECTED $ $ 2,513,597 52,604 45,763 15,967 2,627,931 FY 2006-07 ADOPTED $ $ 3,009,255 92,517 112,806 17,727 3,232,305 ADOPTED TO REVISED VARIANCE % $ $ (120,091) (21,791) (27,665) (1,024) (170,571) -4.2% -30.8% -32.5% -6.1% -5.6% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Management & Budget, Appointed Total Budget by Fund FY 2004-05 ACTUAL EXPENDITURES 100 GENERAL ALL FUNDS $ $ 2,214,355 2,214,355 FY 2005-06 ADOPTED $ $ 2,777,491 2,777,491 FY 2005-06 REVISED $ $ 3,061,734 3,061,734 FY 2005-06 PROJECTED $ $ 2,627,931 2,627,931 FY 2006-07 ADOPTED $ $ 3,232,305 3,232,305 ADOPTED TO REVISED VARIANCE % $ $ (170,571) (170,571) -5.6% -5.6% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 32.00 32.00 FY 2005-06 REVISED 32.50 32.50 FY 2006-07 ADOPTED 35.30 35.30 ADOPTED TO REVISED VARIANCE % 2.80 9% 2.80 9% Base Adjustments Expenditures • Increased staff in Compensation Activity ($186,124): The adopted budget includes an increase of $186,124 to support the addition of 2 HR Generalists and 1 Compensation Supervisor position. This will increase output to meet demand and improve customer satisfaction in the Compensation Activity. • Decrease to Budgeting Activity ($180,780): The expenditures associated with the budget system IT support were transferred to the Office of the CIO, reducing the OMB budget by $180,780. 550 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Management & Budget, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 2,777,491 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Annualization of Market Adjustments FY 2005-06 Pay for Performance $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance $ Subtotal $ 204,112 61,919 249,669 $ - $ 3,027,160 $ - 7,638 $ 37,664 26,683 37,061 88,996 199,801 $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Increased Staff in Compensation Activity Decrease to Budgeting Activity $ FY 2006-07 ADOPTED BUDGET: $ 551 - 3,226,961 $ - 186,124 $ (180,780) - 3,232,305 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Management & Budget, Appointed Mandates 490 OFFICE OF MANAGEMENT AND BUDGET MANDATED EXPENDITURES 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the transfer of the expenditures associated with the budget system IT support Office of Enterprise Technology. See the Base Adjustment section for additional detail. Program Activity BUDGET MANAGEMENT Purpose The purpose of the Budget Management Program is to provide the budget and related approvals, recommendations, and monitoring for the Board of Supervisors so that they can hold departments accountable for staying within approved budgets and achieving results. BUDGETING The purpose of the Budgeting Activity is to provide recommendations to the Board of Supervisors ADMINISTRATIVE so that they can make informed budgetary decisions. ADMINISTRATIVE The purpose of the Budget Monitoring Activity is to provide Countywide issue analysis and budget consolidation services to the Board of Supervisors so that they have the information they need to make informed decisions. The purpose of the Management Information Services Activity is to provide financial, budgetary, ADMINISTRATIVE and management information to the Board of Supervisors and other interested parties so that they can form educated opinions and make informed decisions. BUDGET MONITORING MANAGEMENT INFORMATION MULTI-YEAR PLANNING FORECASTING STRATEGIC PLANNING EMPLOYEE COMPENSATION PROGRAM COMPENSATION MGMT & ANALYSIS Mandate The purpose of the Multi-year Planning Program is to provide forecasting and strategic planning services to the Board of Supervisors and County management so they can set policy and make strategic decisions. The purpose of the Forecasting Activity is to provide long-range economic and financial forecasts ADMINISTRATIVE to the Board of Supervisors and County management so they can have accurate information regarding future financial opportunities and constraints in order to make sound strategic decisions. The purpose of the Strategic Planning Activity is to provide planning services, tools, and reviews ADMINISTRATIVE to County departments, agencies and the Board of Supervisors so that they develop strategic plans that are aligned with the County Strategic Plan and with Board of Supervisor's priorities. The purpose of the Employee Compensation Program is to provide Board approved compensation to department leadership so that they can attract and retain qualified employees to achieve their business goals. The purpose of the Compensation Management and Analysis activity is to provide compensation ADMINISTRATIVE direction, framework, and consultations to Maricopa County departments so they can develop and implement pay strategies. 552 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Materials Management, Appointed Materials Management Analysis by Marc Kuffner, Management & Budget Analyst Departmental Information Organizational Chart County Manager Chief Financial Officer Materials Management Wes Baysinger, Director Procurement Reprographics Mission The mission of Materials Management is to provide strategic and tactical procurement, printing, and records management services to County departments so they can effectively support the County's mission. Vision Customers will consider Materials Management's support critical to the successful accomplishment of their mission. Strategic Goals • “Resource Needs” -- Create and implement a workforce plan delineating Materials Management's direction to address personnel resource issues by June 2007 to plan for resource needs identified for 2009. Status: The department continues to work with Human Resources as part of the County-wide succession planning process. • “Procurement Transaction Costs” -- Reduce procurement transaction costs by five percent (5%) over the next five years. Status: This goal has not been tracked well in the past. Through the first two quarters of FY 2006, the procurement transaction cost (per dollar of procurement transactions) is .0031. • “Technology Solutions” -- Implement and maintain selected technology solutions such as eprocurement and reverse auction applications by June 2007. Status: The department has identified possible opportunities to achieve this goal, but not without additional funding. • “Partnerships” -- Increase partnerships with other governmental entities to leverage resources and aggregate purchasing power to lower costs and improve service levels to internal 553 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Materials Management, Appointed customers. Status: The department continues to work with the State of Arizona, local cities and other jurisdictions. • “Services and Capabilities” -- Increase services and capabilities offered to Printing Services customers through targeted enhancements necessary to fulfill their requirements. Status: The department recently purchased equipment necessary to increase services and to gain efficiencies. They have been able to handle increased demand while maintaining the current workforce. • “Customer Satisfaction” -- Achieve an annual customer satisfaction score of 90% or greater as measured through the annual customer satisfaction survey issued by Materials Management by June 2008. Status: The FY 2007 recommendation includes equipment to enable the department to reduce Contract Printing Services and increase satisfaction by redistributing resources. • “Records Management” -- Revitalize the County's Records Management program in accordance with the recommendations contained in the 2005 Internal Audit report by June 2006. Status: Retention schedules as well as policies and procedures are in the process of being completed. The new Records Manager continues to work with County departments towards achieving this goal. Department Performance Information Materials Management expects an increase in demand and output as the County’s record Management Program has been revitalized. Inconsistent records management practices throughout Maricopa County has created a need to revise and update the records management policies and procedures as well as create a records management program manual. With the increased demand, the cost per request is expected to increase slightly. 600 140 500 120 100 400 80 300 60 200 40 100 20 0 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output 554 FY 2006-07 ADOPTED Cost Per Service Cost/Request # of Service Requests Records Management Services Activity Performance Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Materials Management, Appointed Graphic Communications Contract Printing (Outsourced) Service requests are expected to decrease with the additional capital equipment being purchased and the added ability to complete requests within the Reprographics Department. The cost increase is due to the replacement of existing equipment and the addition of new capital equipment. 120 900 800 700 600 500 400 300 200 100 0 100 80 60 40 20 Cost/Contract Order # of Contract Orders Contract Printing Services Activity Performance 0 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED Output FY 2006-07 ADOPTED Cost Per Contract Order Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 73BS - BUSINESS SERVICES GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ 481,031 19,350 461,681 1,086,105 9,607 1,576,743 73BS - BUSINESS SERVICES $ GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES PCPT - PROCUREMENT SERVICES RMPT - RECORDS MANAGEMENT SERVICEES 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ 1,926,133 41,862 720,920 1,155,488 7,863 523,171 34,130 2,483,434 FY 2005-06 ADOPTED $ $ $ $ $ $ $ $ 1,018,844 901,885 116,959 1,018,844 2,028,738 74,406 710,141 1,238,573 5,618 272,807 54,836 2,356,381 FY 2005-06 REVISED $ $ $ $ $ $ $ $ 555 1,018,844 901,885 116,959 1,018,844 2,556,137 73,585 998,978 1,425,488 58,086 211,629 54,836 2,822,602 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ 963,119 846,160 116,959 82,548 1,045,667 2,519,494 65,821 1,010,900 1,390,796 51,977 256,738 54,836 2,831,068 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ 1,018,844 66,023 835,862 116,959 1,018,844 2,747,925 65,735 935,284 1,685,996 60,910 211,726 57,930 3,017,581 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ (66,023) 66,023 (191,788) 7,850 63,694 (260,508) (2,824) (97) (3,094) (194,979) 0.0% 7.3% 0.0% 0.0% -7.5% 10.7% 6.4% -18.3% -4.9% 0.0% -5.6% -6.9% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Materials Management, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE OTHER FINANCING SOURCES TOTAL REVENUE $ $ EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ FY 2005-06 ADOPTED FY 2005-06 REVISED 5,659 $ 1,099,661 531,423 (60,000) 1,576,743 $ 6,084 893,916 118,844 1,018,844 1,831,381 255,842 83,678 34,130 278,402 2,483,434 1,911,294 232,059 141,785 54,836 16,407 2,356,381 $ $ $ $ $ $ FY 2005-06 PROJECTED 6,084 893,916 118,844 1,018,844 2,134,832 232,059 141,785 54,836 259,090 2,822,602 $ $ $ $ FY 2006-07 ADOPTED 5,293 922,123 118,252 1,045,667 2,120,887 222,569 105,723 120,534 261,355 2,831,068 $ $ $ $ 1,900 898,100 118,844 1,018,844 2,363,855 227,190 163,534 50,483 212,519 3,017,581 ADOPTED TO REVISED VARIANCE % $ $ $ $ (4,184) 4,184 - -68.8% 0.5% 0.0% (229,023) 4,869 (21,749) 4,353 46,571 (194,979) -10.7% 2.1% -15.3% 7.9% 18.0% -6.9% 0.0% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 673 REPROGRAPHICS TOTAL FUNDS EXPENDITURES 100 GENERAL 673 REPROGRAPHICS TOTAL FUNDS $ $ $ $ FY 2005-06 ADOPTED 461,681 1,115,062 1,576,743 1,402,243 1,081,191 2,483,434 $ $ $ $ 116,959 901,885 1,018,844 1,489,584 866,797 2,356,381 FY 2005-06 REVISED $ $ $ $ 116,959 901,885 1,018,844 1,695,203 1,127,399 2,822,602 FY 2005-06 PROJECTED $ $ $ $ 116,959 928,708 1,045,667 1,681,676 1,149,392 2,831,068 FY 2006-07 ADOPTED $ $ $ $ 116,959 901,885 1,018,844 1,961,265 1,056,316 3,017,581 ADOPTED TO REVISED VARIANCE % $ $ $ $ (266,062) 71,083 (194,979) 0.0% 0.0% 0.0% -15.7% 6.3% -6.9% Personnel by Fund 100 GENERAL 673 REPROGRAPHICS TOTAL FUNDS FY 2005-06 ADOPTED 24.00 11.00 35.00 FY 2005-06 REVISED 24.00 11.00 35.00 FY 2006-07 ADOPTED 26.00 11.00 37.00 ADOPTED TO REVISED VARIANCE % 2.00 8.3% 0.0% 2.00 5.7% Base Adjustments Expenditures Fund 100 • General Technical Adjustments ($88,920): The adopted budget includes a net adjustment of $88,920 for general technical adjustments including salary and benefit adjustments. • Additional Materials Management Staff for the Small Business Enterprise Activity ($177,142): The adopted budget includes the annualized expenditures for the addition of 2 FTE’s and associated supplies and capital for the Small Business Enterprise Activity. Fund 673 General Technical Adjustments (-$21,900): The adopted budget includes a net adjustment of -$21,900 for general technical adjustments. • 556 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Materials Management, Appointed Reduced Expenditures for Reprographics Repairs and Maintenance (-$49,183): The adopted budget includes a decrease of $49,183 for repairs and maintenance associated with capital equipment in the Printing Services Activity. Results Initiatives Requests • Capital Equipment ($193,500): The adopted budget provides additional funding for Reprographics to purchase and replace equipment. Expected Result: Improvement in efficiency by reducing the amount of downtime for maintenance. Item Plate Washer Shrink L-Sealer Shrink Tunnel Glue-Binder Rollum Numbering Machine Tabletop Laminator Upgrade Copier with Booklet Maker Folder with Right Angle Original Purchase Useful Life Date (if applicable) N/A 10 years May-95 10 years May-95 10 years March-93 10 years N/A 5 years N/A 3 years September-01 3 years April-92 10 years 557 New/Upgrade/ Replacement New Replacement Replacement Replacement New New Replacement Replacement Estimated Cost $ 7,500 $ 8,500 $ 7,500 $ 15,000 $ 10,000 $ 10,000 $ 85,000 $ 50,000 $ 193,500 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Materials Management, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 1,489,584 $ $ $ Subtotal $ 112,147 31,684 34,527 178,358 $ - $ 1,667,942 $ 116,959 $ $ Subtotal $ 4,344 21,287 7,133 3,049 6,515 51,280 93,608 $ - FY 2006-07 BUDGET TARGET: $ 1,761,550 $ 116,959 Submission Under Target $ (66,347) $ - FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Market Adjustment Market Adjustment Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 month) FY 2006-07 Pay for Performance BASE ADJUSTMENTS: General Technical Adjustments $ Additional Materials Management Staff for the Small Business Enterprise Activity Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 558 REVENUE 116,959 88,920 $ - 177,142 266,062 $ - 1,961,265 $ 116,959 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Materials Management, Appointed Reprographics (673) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 866,797 $ 901,885 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance Equipment Purchases $ Subtotal $ 17,920 242,682 260,602 $ - $ 1,127,399 $ 901,885 1,991 $ 6,206 (5,013) (242,682) 80 13,904 (225,514) $ - FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance One Time Expenses FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ 901,885 $ 901,885 $ 32,014 $ - $ (21,900) $ (49,183) Subtotal $ (71,083) $ - Budget Submission under Target BASE ADJUSTMENTS: General Technical Adjustments Reduced Expenditures for Reprographics Repairs and Maintenance FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Capital Equipment FY 2006-07 ADOPTED BUDGET: 559 $ $ 862,816 $ 901,885 $ Subtotal $ 193,500 193,500 $ $ - $ 1,056,316 $ 901,885 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Materials Management, Appointed Mandates 730 MATERIALS MANAGEMENT MANDATED EXPENDITURES 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED INTERNAL SERVICE FUNDS MANDATED INTERNAL SERVICE FUNDS NON-MANDATED Program Activity OPERATIONS Purpose The purpose of the Materials Management Operations Program is to provide products and services associated with procurement, printing, and records management to customers and the public so that they can satisfy their customer's needs at the lowest cost and highest quality. CONTRACT PRINTING SERVICES The purpose of the Contract Printing Services activity is to provide graphics contracts and contract administration services to County departments so that they can have access to professional and competitive private sector sources of printed materials. The purpose of the Printing Services activity is to provide a wide range of printing services to County departments so they can obtain high quality printed materials and technical support. NONE PROCUREMENT SERVICES The purpose of the Procurement Services activity is to provide guidance, support, and solutions to County departments and vendors so they can successfully achieve their goals and objectives within legal and budgetary parameters through the effective expenditure of tax dollars. A.R.S. §11-254.01 RECORDS MANAGEMENT SERVICES The purpose of the Records Management Services activity is to provide technical assistance, A.R.S. §41-1346 solutions, tools, oversight, processes, and training to County departments so they can effectively manage county records within legal parameters. PRINTING SERVICES 560 Mandate NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed Medical Examiner Analysis by Maria Tutelman, Management & Budget Analyst Departmental Information Organizational Chart County Manager Director Betty Adams Chief Medical Examiner Philip E. Keen, M.D. Medical Director Operations Medical Director Higher Education Physicians Admissions, Investigations, Transport Examinations (Non-physician staff) Laboratory Administration, Information Technology, Transcription Mission The mission of the Office of the Medical Examiner (OME) is to provide medico-legal investigations into all deaths requiring a public inquiry to determine and record the cause and manner of death for the families of the decedent and the legal and medical community so that they can have closure, effect a resolution, affix responsibility and protect public health and safety. Vision All unnatural or untimely deaths occurring in Maricopa County will be sufficiently investigated to determine that it was not the result of wrongdoing or the result of a continuing risk to the living. The findings of each investigation will be reported in a timely manner. Strategic Goals Service Improvement By the end of FY 2006-07, Medical Examiner will improve service to families and other agencies by: Closing 90% of cases within 45 days Closing 100% of cases within 90 days 561 Actual FY2004-05 42% 86% Projected FY2005-06 30% 80% Projected FY2006-07 35% 86% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed • By the end of FY 2006-07 the OME will continue to foster associations with universities and other institutions as necessary to explore and, if fiscally and programmatically beneficial, meet the necessary requirements to be considered a teaching facility. This will improve recruitment and retention of physicians as well as allow for fellows (medical student and resident rotations will continue). Status: Continuing medical student and resident rotations. • In support of the County’s strategic plan, and in partnership with other County departments, the OME will ensure that by the end of FY 2006-07, OME is staffed and equipped and able to respond rapidly to a bio-terrorist attack or other disaster emergencies by expanding and sustaining the ability of the OME workforce to respond as needed in an emergency and by meeting federal emergency management requirements. Status: Continued planning. • In support of the County’s strategic plan, OME will partner with other County departments, to explore, and if fiscally and programmatically beneficial, seek to obtain resources to develop and implement education programs for: 1. At-risk youth to provide early-intervention and prevention strategies for reducing alcohol and drug use/drug crimes and other juvenile crime related offenses, such as gang activity, by June 2007. Status: Not initiated to date. 2. Health care, medical emergency and law enforcement personnel throughout Maricopa County to cooperatively address public health issues by July 2008. Status: Organizing tours, communications and monthly educational lectures. 3. Presentations to science students, community groups and the media on topics related to the forensic sciences and the role of the OME in criminal justice and public health activities, so that by September 2008 the public has an increased awareness and understanding of the OME’s role in criminal justice and public health activities in the County ’s current interest in forensic sciences will provide impetus for an increased understanding and positive satisfaction rating from the public for the services provided by MCOME. Status: Ongoing. • By the end of FY 07, if the OME caseload is met, OME will explore and, if fiscally and programmatically beneficial, implement Intergovernmental Agreements with rural jurisdictions and tribal governments whose boundaries are within or adjacent to Maricopa County to provide medical examiner services in return for increasing revenues to MCOME the County to provide the resources necessary to ensure a satisfactory quality and timeliness of services. Status: The Department and OMB are developing budget proposals to meet current service demands. • By the end of FY 08 the OME will continue to acquire pursue the technology enhancements to improve the timeliness, efficiency and effectiveness of the department’s operations. Status: Ongoing 562 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed Department Performance Information The Decedent Admissions Activity comprises 4% of the Medical Examiner FY 2006-07 Expenditure Budget and is mainly responsible for providing an admission record so that the Medical Examiner can conduct an examination, and record the determination of the cause and manner of death. Both demand, measured in number of admits required and output, measured in number of admits completed are projected to increase by 5%. Efficiency or cost per output will not experience a significant increase. A result measure tracked by the Department is percentage of decedents released within 24 hours of admit, which will be maintained at 53%. OME Cases Admitted - Maricopa County Cases Only 500 Cases 450 400 350 300 250 Jun May Apr Mar Feb Jan Dec Nov Oct Sep Aug Jul 200 Month FY 03 FY 04 FY 05 FY 06 The Decedent Medical Examination Activity comprises 48% of the Medical Examiner FY 2006-07 Expenditure Budget. Both demand, measured in number of exams required, and output, measured in number of exams completed are projected to increase by 5%; efficiency or cost per output will increase by about 3%. Medical Examiner Cases Completed 5,500 Number of Cases 5,300 5,100 4,900 4,700 4,500 4,300 4,100 FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 (Proj.) (Proj.) Fiscal Year 563 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed Two important result measures are percent autopsies of total exams and percent of exams completed within 24 hours of admit; both of these two measures affect the total number of cases that can be completed within a 45 to 90 day timeframe. The Department is continuously working to re-evaluate operations and staffing needs in collaboration with the budget staff to improve on result measures. Percentage of Demand Met Cases Completed Within 45 and 90 Days 95% 85% 75% 65% 55% 45% 35% 25% FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 (Proj.) (Proj.) Fiscal Year Cases Completed Within 45 Days 564 Cases Completed Within 90 Days Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 29ME - MEDICAL EXAMINERS CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION SUPP - TRANSCRIPTION TOXI - TOXICOLOGY 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 29ME - MEDICAL EXAMINERS ADMI - DECEDENT ADMISSIONS CREM - CREMATION AUTHORIZATIONS DECE - DECEDENT TRANSPORT EXAM - DECEDENT MEDICAL EXAMINATION HIST - HISTOTECHNOLOGY INVG - DECEDENT MEDICAL INVESTIGATIONS SUPP - TRANSCRIPTION TOXI - TOXICOLOGY 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED 426,636 106,710 319,971 (45) (1) (186,490) 240,145 4,758,772 239,301 145,556 206,845 2,388,635 105,032 494,547 360,343 818,513 228,023 4,986,795 $ 12,689 12,689 150,000 162,689 $ $ $ $ $ $ $ FY 2005-06 REVISED $ 12,689 12,689 150,000 162,689 $ $ $ 4,474,765 267,843 144,067 149,984 2,186,345 101,502 547,977 325,611 751,436 508,883 4,983,648 $ $ $ $ FY 2005-06 PROJECTED 5,433,368 281,853 161,647 185,752 2,737,263 112,919 655,444 365,234 933,256 514,571 5,947,939 $ $ $ $ $ $ $ $ 161,476 80,590 52,885 1 28,000 11,809 173,285 5,413,584 260,905 161,880 243,501 2,532,595 102,639 688,434 422,308 1,001,322 383,599 5,797,183 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 123,974 78,394 45,580 123,974 6,079,899 283,868 180,213 202,878 3,237,436 115,258 664,596 401,613 994,037 585,765 11,721 6,677,385 $ $ $ $ $ $ $ $ 111,285 78,394 32,891 (150,000) (38,715) (646,531) (2,015) (18,566) (17,126) (500,173) (2,339) (9,152) (36,379) (60,781) (71,194) (11,721) (729,446) 877.0% 259.2% -100.0% -23.8% -11.9% -0.7% -11.5% -9.2% -18.3% -2.1% -1.4% -10.0% -6.5% -13.8% -12.3% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 76,002 164,143 240,145 $ 4,315,785 286,944 250,427 52,592 81,047 4,986,795 $ $ $ FY 2005-06 REVISED 12,689 150,000 162,689 $ 4,378,986 240,073 262,653 47,220 54,716 4,983,648 $ $ $ FY 2005-06 PROJECTED 12,689 150,000 162,689 $ 5,259,856 292,472 283,459 47,220 64,932 5,947,939 $ FY 2006-07 ADOPTED 49,783 $ 124,001 (499) 173,285 $ $ 5,104,503 324,514 273,018 47,220 47,928 5,797,183 $ $ $ ADOPTED TO REVISED VARIANCE % 123,974 123,974 $ 6,057,562 299,016 254,038 17,188 49,581 6,677,385 $ $ $ (12,689) (26,026) (38,715) -100.0% -17.4% (797,706) (6,544) 29,421 30,032 15,351 (729,446) -15.2% -2.2% 10.4% 63.6% 23.6% -12.3% -23.8% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL 224 MEDICAL EXAMINER GRANT FUND ALL FUNDS EXPENDITURES 100 GENERAL 224 MEDICAL EXAMINER GRANT FUND ALL FUNDS $ $ $ $ 198,338 41,807 240,145 4,913,447 73,348 4,986,795 FY 2005-06 ADOPTED $ $ $ $ FY 2005-06 REVISED 150,000 12,689 162,689 4,970,959 12,689 4,983,648 $ 150,000 12,689 162,689 $ $ $ 5,935,250 12,689 5,947,939 FY 2005-06 PROJECTED $ $ $ $ 124,001 49,284 173,285 5,782,251 14,932 5,797,183 FY 2006-07 ADOPTED $ $ $ $ 123,974 123,974 6,677,385 6,677,385 ADOPTED TO REVISED VARIANCE % $ $ $ $ (26,026) (12,689) (38,715) -17.4% -100.0% -23.8% (742,135) 12,689 (729,446) -12.5% 100.0% -12.3% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 70.00 70.00 FY 2005-06 REVISED 70.00 70.00 565 FY 2006-07 ADOPTED 73.00 73.00 ADOPTED TO REVISED VARIANCE % 3.00 4% 3.00 4% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed Base Adjustments • Staffing Increase of 1 Deputy Chief Medical Examiner FTE & 1 Medical Examiner FTE apportioned to the Decedent Medical Examination Activity ($359,231)/ Staffing Increase of 1 Deputy Chief Medical Examiner FTE & 1 Medical Examiner FTE apportioned to the Cremation Authorization Activity ($14,967): The Adopted Budget increases the Expenditure Budget by $374,198 (annualized for the FY 2005-06 mid-year adjustment) in the General Fund. Increased expenditure adds one Deputy Chief Medical Examiner FTE and one Medical Examiner FTE due to increased workloads for cases admitted. $359,231 is allocated to the Decedent Medical Examination Activity, and $14,967 to the Cremation Authorization Activity. • Medical Examiner Physician Market Study - Medical Examination Activity ($213,921): The Adopted Budget increases the Expenditure Budget by $213,921 for physician salary increases, based on a market study conducted by Employee Compensation. • Transfer 1 FTE from Health Care Mandates to Office of the Director Activity (position title Undetermined until MRT established) ($128,721): The Adopted Budget increases the Expenditure Budget by $128,721, to transfer one FTE (position title Undetermined until market range title is established by Employee Compensation) from Health Care Mandates to the Office of the Director Activity. This is an administrative position addressing management of increasing caseloads exercising budgetary control. • Decrease in Cremation Activity Revenue (-$26,026): The Adopted Budget reduces the Revenue Budget by $26,026 based on recent trends. Cremation authorization is tracked as a separate activity for the first time in FY 2006-07, which will provide better tracking of cremation authorization for affect to revenue. The department has experienced decreased revenue since the implementation of the new fee schedule in FY 2004-05. Therefore, OMB recommends a review of the fee schedule in FY 2006-07, for full cost recovery. • No Grants anticipated (-$12,689): OMB is in agreement with the department’s anticipated projection of receiving no grant Awards in FY 2006-07. The Adopted Budget reduces the Revenue and Expenditure Budgets by $12,689. Results Initiatives Following are Results Initiatives requested by the Department for FY 2006-07. $20,416 was funded for the Decedent Medical Examinations Activity. However, the department is working with OMB to refine the requests, additional funding being considered from Contingency as requests are analyzed: • Decedent Medical Examinations Activity ($368,723): This request is to add two full-time Forensic Assistants, one full-time Forensic Photographer, and fund other associated expenditures including equipment. The Adopted Budget reduces temporary pay by $(24,420) deleting .6 FTE Forensic Photographer and increases regular pay by $44,836 adding one FTE Forensic Photographer, for a total Expenditure Budget increase of $20,416. Expected Result: Meet the goals of releasing decedents within 24 hours and closing 90% of cases within 45 days. • Decedent Transport Activity ($217,875): This request is to add two full-time Transporters and seven part-time temporary Transporters, and fund other associated expenditures including 566 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed equipment to meet the goals of transporting within two hours of the request and releasing decedents within 24 hours. • Decedent Medical Investigations Activity ($163,039): This request is to add one full-time Investigator, one full-time Investigator/Family Liaison, and fund other associated expenditures including equipment to meet the goals of releasing decedents within 24 hours and closing 90% of cases within 45 days. • Decedent Admissions Activity ($113,057): This request is to add two full-time Case Information Coordinators and two part-time temporary Case Information Coordinators, and fund other associated expenditures including equipment to meet the goal of releasing decedents within 24 hours. • Toxicology Activity ($1,127,442): This request is to add four full-time Forensic Chemists, and fund other associated expenditures including equipment to meet the goal of completing toxicology within 30 days of receipt. • Transcription Activity ($71,580): This request is to add one full-time Transcriber, one full-time Administrative Assistant, and fund other associated expenditures including equipment to meet the goal of completing transcription within 2 weeks of receipt. • Office of the Director Activity ($109,077): This request is to add one full-time Management Analyst, and fund other associated expenditures including equipment to provide timely reporting of information needed to monitor activity and assess resource needs, and also contribute to the development of strategic issues. 567 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES $ 4,970,959 $ REVENUE 150,000 $ $ - Subtotal $ 128,012 582,054 710,066 $ - $ 5,681,025 $ 150,000 $ 18,480 67,097 $ - FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Collections Clerks and Collections Supervior Market Adjustment FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization 7,680 - Annualization of FY 2005-06 DRP/LRP (12 month) 5,319 - FY 2005-06 Executive Compensation Increase (12 mo) 8,162 - FY 2006-07 Pay for Performance Subtotal $ 150,366 257,104 $ - FY 2006-07 BUDGET TARGET: $ 5,938,129 $ 150,000 BASE ADJUSTMENTS: Staffing increase of 1 Deputy Chief Medical Examiner FTE & 1 Medical Examiner FTE apportioned to the Decedent Medical Examination Activity $ 359,231 $ - Staffing increase of 1 Deputy Chief Medical Examiner FTE & 1 Medical Examiner FTE apportioned to the Cremation Authorization Activity 14,967 Decrease in Cremation Activity Revenue - - Medical Examiner Physician Market Study - Medical Examination Activity 213,921 Transfer 1 FTE from Health Care Mandates to Office of the Director Activity (position title Undetermined until MRT established) Subtotal $ RESULTS INITIATIVES: Reduce Temporary Pay by .6 FTE Forensic Photographer - Decedent Medical Examination Activity 568 128,721 716,840 $ 150,000 (24,420) Add 1 FTE Reqular Forensic Photographer - Decedent Medical Examination Activity FY 2006-07 ADOPTED BUDGET: (26,026) Subtotal $ 46,836 22,416 $ 123,974 $ 6,677,385 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed Medical Examiner Grants (224) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES $ 12,689 $ FY 2005-06 REVISED BUDGET: $ 12,689 $ 12,689 FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: No Grants anticipated $ 12,689 $ 12,689 $ FY 2006-07 ADOPTED BUDGET: $ (12,689) $ - REVENUE 12,689 (12,689) $ - FY 2005-06 FY 2005-06 REVISED PROJECTED (217,476) $ (249,013) $ FY 2006-07 ADOPTED (214,661) Medical Examiner Grants (224) Fund Balance Summary FY 2004-05 ACTUAL (217,476) $ Beginning Fund Balance $ Revenue Expenditures Net Operating $ $ 41,807 $ 73,348 (31,541) $ Ending Fund Balance $ (249,017) $ FY 2005-06 ADOPTED (217,476) $ 12,689 12,689 - $ $ (217,476) $ 569 12,689 12,689 - $ $ (217,476) $ 49,284 14,932 34,352 $ $ (214,661) $ (214,661) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Medical Examiner, Appointed Mandates 290 MEDICAL EXAMINER MANDATED EXPENDITURES 7,500,000 6,250,000 5,000,000 3,750,000 2,500,000 1,250,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the allocation of resources to meet demand in the Decedent Medical Examination Activity and Medical Examination Activity. See the Base Adjustments section above for further detail. Program Activity MEDICAL EXAMINERS DECEDENT ADMISSIONS CREMATION AUTHORIZATIONS DECEDENT TRANSPORT DECEDENT MEDICAL EXAMINATION HISTOTECHNOLOGY DECEDENT MEDICAL INVESTIGATIONS TRANSCRIPTION TOXICOLOGY Purpose Mandate The purpose of the Medical Examiners is to provide a determination and timely report of findings as to the cause and manner of death, and an authorization for the cremation of decedent remains, for the families of decedents and the legal and medical community so that they can have closure, prosecute offenders, and take actions to safeguard public health and safety. The purpose of Admissions is to provide the admission record for the Medical Examiners so A.R.S. §§ 11-591 through 11-600 that they can conduct an examination and record the determination of the cause and manner of death. The purpose of Cremation Authorizations Activity is to provide certification for cremation to the A.R.S. §§ 11-591 through 11-600 public so that they can legally cremate a person's remains. The purpose of Decedent Transport is to provide a timely recovery of decedents and preserve A.R.S. §§ 11-591 through 11-600 the chain of custody of remains and evidence for the Medical Examiners so that they can County Medical Examiner determine cause and manner of death. A.R.S. §§ 11-591 through 11-600 The purpose of the Decedent Medical Examinations is to provide a certification as to the cause and manner of death, a timely report of findings, and expert testimony in legal proceedings for families of decedents and the legal and medical community so that they can conduct financial transactions and have closure, investigate and prosecute offenders, and reduce risks to public health and safety. The purpose of Histotechnology is to produce micro slides of organ tissues according to A.R.S. §§ 11-591 through 11-600 established histology standards for the Medical Examiners so that they can make a timely determination whether or not an identifiable disease contributed to the cause and manner of death. The purpose of Medical Investigations is to provide medical and forensic information to the A.R.S. §§ 11-591 through 11-600 Medical Examiners so that they can use the information to make a timely determination of the cause and manner of death. The purpose of Transcription Activity is to provide the transcription of reports and information A.R.S. §§ 11-591 through 11-600 for the Medical Examiners so that they can issue their findings and the death can be registered. The purpose of toxicology is to provide drug analyses and test results according to established A.R.S. §§ 11-591 through 11-600 laboratory standards to the Medical Examiners so that they can make a timely determination whether or not drugs or chemicals contributed to the cause and manner of death. 570 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Parks and Recreation Analysis by Vic Wickersham, Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Community Services William Scalzo Parks and Recreation West Side Parks East Side Parks Design Construction / Trails Administration / Grants Parks and Recreation Commission Mission The mission of the Parks and Recreation Department is to provide recreational and educational opportunities while protecting park resources for residents and visitors so they can enjoy a safe and meaningful outdoor experience. Vision The Maricopa County Parks and Recreation Department vision is to be the recognized leader in the delivery of regional park services by fully utilizing existing and future park resources. Strategic Goals • By July 2009, we will continue to expand the buffer zones around existing parks and acquire lands and trail segments identified through the Arizona Preserve Initiative, Bureau of Land Management (BLM) lease applications and the Maricopa Regional Trail Plan, at McDowell Mountain Regional Park, Cave Creek Regional Park, White Tank Mountain Regional Park and Lake Pleasant. Status: The department is working on creating IGA's with partners on the Maricopa Trail. A consultant will soon be chosen to arrange a bid package to begin work on the Trail. Talks are in process with BLM to acquire more land at Buckeye Hills and the preplanning process for the master plan has begun. 571 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed • By December 2006, in order to meet the increased park usage and demand for park services, the department will identify a funding source for each of the capital projects in the improvement plan for the park system. Status: The Board of Supervisors adjusted the County tax rate in FY 2005-06 to include one cent of the real estate tax for Parks capital projects. This represents $3.1 million in new resources for needed capital improvements. Also, the department is continuing to apply for grants from various agencies. • By December 2009, Parks and Recreation will become non-reliant on the general fund through alternate means of funding, which may include the development of a strong non-profit foundation or other special revenue sources. Status: Several grants have been received from the Arizona Game and Fish Department for webcam and dive gear at Lake Pleasant and for wildlife brochures; Desert Outdoor Center will receive a solar HVAC system from APS and will be installed at no cost to the department. The department is currently working to attract concessionaires that will bring revenue to Parks; however, non-profit concessionaires will not be excluded from submitting a proposal. • By July 2007, we will increase community involvement and awareness through improved marketing and education programs thereby reducing the percentage of the general population reporting “little or no knowledge” of county parks from 72.2% (March 2000) to 65%. Status: The Arizona Office of Tourism (AOT) awarded the department with over $14,000 in a matching grant for fiscal year 2006 marketing efforts. The department is also working with the Diamondbacks to produce a public service announcement (PSA). The Arizona State University survey has begun which will assist us in knowing what the public knows and wants to see in the parks. A permanent fee waiver has been approved by the BOS for veterans and military personnel to all parks on Veterans' Day. • Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. Status: The parks will be working with Public Health in a partnership to further educate the public on a healthy lifestyle. Staff from the department also participate in the Hispanic Health Fair. • Improve the quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. Status: The department is working on creating IGA's with partners on the Maricopa Trail. Capital plan projects will also add a great list of enhancements to the parks; the solar HVAC system at the Desert Outdoor is one way we are constructing environmentally friendly systems along with Arizona Public Service receiving green credits. • By July 2006, develop a plan and strategy for implementing new economic and contracted commercial ventures that will generate additional revenues for the County. Status: Tours have been provided to the County's selected vendor for sponsorship opportunities. Department Performance Information The Recreation Activity makes up 28% of the Parks and Recreation Department’s FY 2006-07 budget. An analysis of the significant trend is included below. The Recreation Activity provides facilities and opportunities to park users so they can enjoy a healthy and meaningful outdoor experience. The number of park visitors has continued to increase. In FY 2006-07, growth is projected to continue, not only because of expected increases in County population, but also due to the Department’s marketing programs and the planned park enhancements through the 572 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Capital Improvement Program. Compared to FY 2005-06, the FY 2006-07 cost per visitor has increased due to recent compensation based market adjustments for the Department’s personnel as well as health/dental benefit increases. 1,320,000 1.80 1,310,000 1.60 1,300,000 1.40 1,290,000 1.20 1,280,000 1.00 1,270,000 0.80 1,260,000 0.60 1,250,000 0.40 1,240,000 0.20 1,230,000 Cost/Visitor # of Park Visitors Recreation Activity Performance 0.00 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost Per Visitor Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 30ER - PARK ED & RECREATION PRGM AREC - RECREATION CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 4,807,390 3,627,466 876,915 303,009 $ 4,545,480 3,400,839 914,641 230,000 $ 4,764,086 3,607,293 949,641 207,152 $ 4,743,946 3,522,289 970,665 250,992 $ 4,698,261 3,535,661 957,200 205,400 $ (65,825) (71,632) 7,559 (1,752) -1.4% -2.0% 0.8% -0.8% 30SP - PARK SUPPORT $ MDEV - MAINTENANCE AND DEVELOPMENT TOTAL PROGRAMS $ EXPENDITURES 30ER - PARK ED & RECREATION PRGM $ AREC - RECREATION CRES - COMMUNITY RESOURCE INTP - INTERPRETIVE SERVICES 564,846 564,846 5,372,236 $ 167,300 167,300 4,712,780 $ 304,300 304,300 5,068,386 $ 307,185 307,185 5,051,131 $ 373,094 373,094 5,071,355 $ 68,794 68,794 2,969 22.6% 22.6% 0.1% 2,598,644 1,466,523 242,479 889,641 $ 2,669,040 1,819,876 173,792 675,372 $ 2,954,630 2,055,996 177,007 721,627 $ 2,589,796 1,620,614 233,558 735,624 $ 2,961,181 2,045,219 228,584 687,378 $ (6,551) 10,777 (51,577) (34,249) -0.2% 0.5% -29.1% -4.7% $ 2,060,656 2,060,656 $ 3,289,338 3,289,338 $ 3,484,012 3,484,012 $ 2,852,865 2,852,865 $ 3,072,227 3,072,227 $ 411,785 411,785 11.8% 11.8% 99IT - INFORMATION TECHNOLOGY PROGRAM $ DESK - DESKTOP SUPPORT 25,084 25,084 $ 22,996 22,996 $ 25,252 25,252 $ 23,391 23,391 $ 32,614 32,614 $ (7,362) (7,362) -29.2% -29.2% 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ 1,064,119 5,748,502 $ $ $ 1,250,220 7,231,594 $ $ $ 1,217,555 7,681,449 $ $ $ 1,110,888 6,576,940 $ $ $ 1,192,574 26,233 7,284,829 $ $ $ 24,981 (26,233) 396,620 2.1% 30SP - PARK SUPPORT MDEV - MAINTENANCE AND DEVELOPMENT $ $ 573 $ $ $ 5.2% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ 986,573 3,199,980 11,899 1,173,784 5,372,236 4,001,876 487,008 1,160,355 99,263 5,748,502 FY 2005-06 ADOPTED $ $ $ $ 762,839 2,882,200 2,500 1,065,241 4,712,780 4,248,698 573,526 1,488,945 494,884 425,541 7,231,594 FY 2005-06 REVISED $ 1,118,445 2,882,200 2,500 1,065,241 5,068,386 $ $ 4,425,484 695,150 1,336,315 494,884 729,616 7,681,449 $ FY 2005-06 PROJECTED $ 932,363 2,966,946 187 1,151,635 5,051,131 $ $ 4,057,215 539,695 1,232,891 279,884 467,256 6,576,940 $ FY 2006-07 ADOPTED $ $ $ $ ADOPTED TO REVISED VARIANCE % 948,291 3,041,764 1,081,300 5,071,355 4,791,748 670,532 1,080,340 179,000 563,209 7,284,829 $ $ $ $ (170,154) 159,564 (2,500) 16,059 2,969 -15.2% 5.5% -100.0% 1.5% 0.1% (366,264) 24,618 255,975 315,884 166,407 396,620 -8.3% 3.5% 19.2% 63.8% 22.8% 5.2% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 225 SPUR CROSS RANCH CONSERVATION 230 PARKS & REC. GRANTS 239 PARKS SOUVENIR FUND 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND 243 PARKS DONATIONS FUND 900 ELIMINATIONS ALL FUNDS EXPENDITURES 100 GENERAL 225 SPUR CROSS RANCH CONSERVATION 230 PARKS & REC. GRANTS 239 PARKS SOUVENIR FUND 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND 243 PARKS DONATIONS FUND 900 ELIMINATIONS ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED 456,474 $ 142,091 112,063 1,518,865 2,934,707 244,032 (35,997) 5,372,236 $ 442,500 $ 282,839 105,000 1,383,951 2,373,490 160,000 (35,000) 4,712,780 $ 442,500 $ 638,445 105,000 1,383,951 2,373,490 160,000 (35,000) 5,068,386 $ 443,931 $ 448,843 111,720 1,447,647 2,453,652 180,339 (35,000) 5,051,131 $ 452,500 $ 468,291 105,000 1,421,647 2,501,917 160,000 (38,000) 5,071,355 $ 1,390,848 $ 323,739 87,586 112,063 1,302,482 2,291,427 276,353 (35,997) 5,748,502 $ 1,692,756 $ 683,000 357,839 105,000 1,383,951 2,773,048 271,000 (35,000) 7,231,594 $ 1,785,381 $ 683,000 715,069 105,000 1,383,951 2,773,048 271,000 (35,000) 7,681,449 $ 1,604,482 $ 513,845 373,606 91,805 1,305,307 2,465,405 257,491 (35,000) 6,576,940 $ 1,766,029 $ 699,359 563,291 105,000 1,418,033 2,611,117 160,000 (38,000) 7,284,829 $ ADOPTED TO REVISED VARIANCE % 10,000 $ 0.02 (170,154) -26.7% 0.0% 37,696 2.7% 128,427 5.4% 0.0% (3,000) 8.6% 2,969 0.1% 19,352 (16,359) 151,778 (34,082) 161,931 111,000 3,000 396,620 1.1% -2.4% 21.2% 0.0% -2.5% 5.8% 41.0% -8.6% 5.2% Personnel by Fund 100 GENERAL 225 SPUR CROSS RANCH CONSERVATION 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND TOTAL FUNDS FY 2005-06 ADOPTED 16.00 3.00 15.00 54.00 88.00 FY 2005-06 REVISED 16.00 3.00 15.00 54.00 88.00 A new Deputy Director and a new Electrician were added. 574 FY 2006-07 ADOPTED 17.00 3.00 15.00 55.00 90.00 ADOPTED TO REVISED VARIANCE % 1.00 6.3% 0.0% 0.0% 1.00 1.9% 2.00 2.3% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Base Adjustments Revenues Spur Cross Fund 225 • Recreation Activity Adjustment ($42,000): Reflects revenue increases from the Town of Cave Creek and park entrance fees. Expenditures General Fund 100 • General Technical Adjustments ($24,037): The adopted budget includes increases in salary & benefits for Executive Compensation increases that impact multiple activities. Spur Cross Fund 225 • Maintenance & Development Activity Adjustment ($292,027): One-time increases that include the utility project for the visitor center and the purchase of a modular building. Lake Fund 240 • General Technical Adjustments ($-3,614): impact multiple activities. Includes personnel service adjustments that Enhancement Fund 241 • Recreation Activity Adjustment ($36,700): One-time increase for scanner / printer / plotter. • Executive Management Activity Adjustment ($72,500): One time increase for fee study consultant and park survey. 575 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation EXPENDITURES REVENUES $ 1,526,694 $ - FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 REVISED BUDGET: Restatements FY 2005-06 REVISED RESTATED BUDGET: $ Subtotal $ 18,819 18,819 $ $ - $ 1,545,513 166,062 1,711,575 $ $ - 11,120 $ 12,847 118,837 3,070 (157,000) 5,416 9,211 26,916 30,417 $ - $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Annualization of Mid-Year Adjustments FY 2005-06 Pay for Performance Annualization Lease Terminations Annualization of FY 2005-06 DRP/LRP (12 month) FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: General Technical Adjustments FY 2006-07 ADOPTED BUDGET: 576 $ 1,741,992 $ - $ Subtotal $ 24,037 24,037 $ $ - $ 1,766,029 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Spur Cross Recreation Area (225) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 683,000 $ 442,500 FY 2005-06 REVISED BUDGET: $ 683,000 $ 442,500 FY 2005-06 REVISED RESTATED BUDGET: $ 683,000 $ 442,500 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2006-07 Pay for Performance $ Subtotal $ 2,085 $ 1,716 (282,000) 683 1,848 (275,668) $ (32,000) (32,000) FY 2006-07 BUDGET TARGET: $ 407,332 $ 410,500 BASE ADJUSTMENTS: Maintenance & Development Activity Adjustment Recreation Activity Adjustment $ $ Subtotal $ 292,027 292,027 $ 42,000 42,000 $ 699,359 $ 452,500 FY 2006-07 ADOPTED BUDGET: Parks and Recreation Grants (230) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 357,839 $ 282,839 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: AZGFD Boating Access Grant GRIC San Tan Fence Grant AZOT Tourism Materials Grant AZSP Trails Heritage Grant - White Tank SLIF Floating Dock Grant - Lake Pleas. AZ Bat Conservation Heritage Fund Grant $ $ Subtotal $ 21,000 125,000 12,152 58,624 128,454 12,000 357,230 $ 21,000 125,000 12,152 57,000 128,454 12,000 355,606 FY 2005-06 REVISED RESTATED BUDGET: $ 715,069 $ 638,445 TARGET ADJUSTMENTS: One Time Expenses One-Time Revenue $ Subtotal $ (151,778) $ (151,778) $ (170,154) (170,154) FY 2006-07 BUDGET TARGET: $ 563,291 $ 468,291 FY 2006-07 ADOPTED BUDGET: $ 563,291 $ 468,291 577 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Parks Souvenir Fund (239) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 105,000 $ 105,000 FY 2005-06 REVISED RESTATED BUDGET: $ 105,000 $ 105,000 FY 2006-07 BUDGET TARGET: $ 105,000 $ 105,000 FY 2006-07 ADOPTED BUDGET: $ 105,000 $ 105,000 Lake Pleasant Recreation Fund (240) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 1,383,951 $ 1,383,951 FY 2005-06 REVISED RESTATED BUDGET: $ 1,383,951 $ 1,383,951 $ $ Subtotal $ 10,425 7,388 2,174 17,709 37,696 $ 37,696 37,696 $ 1,421,647 $ 1,421,647 (3,614) $ (3,614) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: General Technical Adjustments $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 578 1,418,033 $ 1,421,647 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Parks Enhancement Fund (241) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 2,773,048 $ 2,373,490 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2006-07 Pay for Performance $ Subtotal $ 2,773,048 $ 2,373,490 37,530 $ 31,265 (414,494) 6,820 67,748 (271,131) $ 128,427 128,427 FY 2006-07 BUDGET TARGET: $ 2,501,917 $ 2,501,917 BASE ADJUSTMENTS: Recreation Activity Adjustment Executive Management Activity Adjustment $ $ Subtotal $ 36,700 72,500 109,200 $ - $ 2,611,117 $ 2,501,917 FY 2006-07 ADOPTED BUDGET: Parks Donations Fund (243) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 271,000 $ 160,000 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: One Time Expenses $ Subtotal $ 271,000 $ 160,000 (111,000) $ (111,000) $ - FY 2006-07 BUDGET TARGET: $ 160,000 $ 160,000 FY 2006-07 ADOPTED BUDGET: $ 160,000 $ 160,000 579 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Parks and Recreation, Appointed Mandates 300 PARKS AND RECREATION MANDATED EXPENDITURES 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including a one-time increases in FY 06-07 that includes the utility project for the visitor center and the purchase of a modular building. See the Base Adjustment section for additional detail. Program Activity PARK EDUCATION & RECREATION Purpose The purpose of the Park Education and Recreation Program is to provide natural resource interpretation and unique recreation facilities and opportunities for individuals and groups so they can appreciate and enjoy the natural environment and have a healthy and exhilarating outdoor experience. COMMUNITY RESOURCE The purpose of the Parks Community Resource Activity is to provide unique facilities and opportunities for requesting individuals or groups so they can fulfill their specific community needs. INTERPRETIVE SERVICES The purpose of the Parks Interpretive Services Activity is to provide structured opportunities to interpret and experience park resources for park users and requesting groups so they can more fully appreciate and enjoy the natural environment. RECREATION 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. The purpose of the Park Support Program is to provide well-maintained and safe facilities for park PARK SUPPORT users so they can appreciate and enjoy the natural environment. MAINTENANCE AND DEVELOPMENT 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 comfortable outdoor experience. 580 Mandate NONE NONE NONE NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed Planning and Development Analysis by Monica Staats, Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Joy Rich Planning & Development Administration Technology Services Development Services Planning Services Mission The mission of the Planning and Development Department is to provide planning and development services 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. Strategic Goals • “One Stop Shop” – By the end of FY 2006, the first review turn around time for plan reviews in the One Stop Shop (OSS) process will be thirty (30) days or less. Status: Significant progress has been made with regard to incorporating the One Stop Shop processes into a single permitting application. Additional solutions will be evaluated in the 2nd and 3rd quarter that will streamline processes and move the department closer to this goal. Approximately 30% of permit submittals are processed within the One Stop Shop goal of 30 days or less. • “One Stop Shop” – By the end of FY 2006, all One Stop Shop (OSS) participating departments will have representatives physically located together to enhance customer service and reduce travel necessities of customers. Status: During the first quarter of the fiscal year, Planning and Development moved to its new location at 501 North 44th Street. The new facility was designed to create office space for each of the OSS partners. This significant step allows One Stop Shop partners to easily schedule their representatives and increase productivity with the dedicated work space. A MCDOT representative will be located at the Planning and Development counter for the first week of each month. 581 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed • “Process Improvement” – By the end of FY 2006, integrate Drainage Administration functions into Planning and Development Department. This will provide better administration and coordination of drainage regulations with planning and development activities resulting in more comprehensive inspections. Status: The department has completed this goal. Drainage Administration functions has been successfully integrated into Planning and Development. Efforts to further streamline drainage administration processes remain ongoing. • “Certification” – By the end of FY 2006, training/certification processes will be implemented to ensure 100% of inspectors are qualified to conduct both building and flood drainage inspections. Status: The department is currently in the process of evaluating costs of scheduling training. The goal is to cross-train both building inspectors and drainage inspectors. It is anticipated the majority of staff will be cross-trained by the end of FY 2006. • “Process Improvement” – By the end of FY 2007, digital intake and online processing of application submissions will be available. Status: The department has made progress towards achieving this goal. Progress includes, purchasing AlphaCorp's SIRE software and hiring a new IT Manager who will review and analyze additional digital intake options. The SIRE training, to discuss work flow and Web forms, completed in January 2006 was well attended and demand for the training has grown. Three additional classes have been scheduled to accommodate this demand. Initial training in the digital review software, Auto Desk's DWF Composer, has also occurred. Selection of a beta station, a working prototype for concept testing, for large-scale plan review has been developed. Training sessions on the use of the software are being held for OSS employees as well as four to five customers. Weekly OSS Digital Submission meetings with OSS partners and customers will begin in April. • “County Plan” – In support of the County plan, ensure that applications for development in the unincorporated areas of Maricopa County comply with state law, are consistent with open space initiatives, and allow for the continuation of highway and street corridors into and through new developments. Status: Department staff has initiated a review of all State Statutes regarding compliance and plans to generate a report outlining the results. Staff is scheduled to consult with the County Attorney's Office regarding Growing Smarter legislation concerning rezoning in concert with applicable land use plans. • “County Plan” -- In support of the County plan, continue to preserve military installations in Maricopa County, including Luke Air Force Base. Status: The department staff completed review of all State Statutes relating to military airbase preservation (ARS 28-8481 and 28-8482). Further review is required to determine full compliance. 582 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed Department Performance Information The purpose of the Building Permit Inspection Activity is to provide development inspections for builders so that they can complete construction in compliance with approved development codes. The number of requested building inspections was projected to rise by approximately 15,000 or 9% from FY 2004-05 to FY 2005-06. The number of requested inspections is anticipated to increase an additional 31% in FY 2007. The FY 2007 adopted budget includes a funding increase for four new building permit inspectors and four new inspection vehicles with two-way radios to allow the Department to meet projected permit inspection demand. Permit Inspections Activity Performance 250,000 14 # of Inspections 10 150,000 8 100,000 6 4 50,000 2 0 0 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output Cost Per Inspection 583 Cost/ Per Inspection 12 200,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 44SH - ONE STOP SHOP CODE - CODE ENFORCEMENT CPLG - COMPREHENSIVE PLANNING CSVC - CUSTOMER SERVICES DREN - DRAINAGE ENFORCEMENT DRIN - DRAINAGE INSPECTION DRRE - DRAINAGE REVIEW PINS - PERMIT INSPECTIONS PLCS - PLANNING AND ZONING PREV - PLAN REVIEW ZONA - ZONING ADJUDICATION 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 44SH - ONE STOP SHOP CODE - CODE ENFORCEMENT CPLG - COMPREHENSIVE PLANNING CSVC - CUSTOMER SERVICES DREN - DRAINAGE ENFORCEMENT DRIN - DRAINAGE INSPECTION DRRE - DRAINAGE REVIEW PINS - PERMIT INSPECTIONS PLCS - PLANNING AND ZONING PREV - PLAN REVIEW ZONA - ZONING ADJUDICATION 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEVELOPMENT RETA - REPORTING/TECHNICAL ASSISTANCE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED 12,715,035 51,530 6,880 58,035 8,291,046 476,630 3,792,584 38,330 420,938 13,135,973 $ $ $ 8,063,759 766,346 272,710 1,265,424 53,216 356,249 610,035 1,601,876 573,217 2,179,041 385,645 1,546,316 1,009,914 9,927 320,931 207,461 (1,917) 2,732,459 302,287 12,644,820 $ $ $ $ $ FY 2005-06 REVISED 12,252,430 28,903 10,570 52,417 920,000 8,367,645 533,117 2,324,991 14,787 12,252,430 9,051,171 746,556 328,605 1,519,064 136,505 239,904 1,365,550 1,629,353 630,393 2,004,498 450,743 2,152,377 1,443,392 138,300 302,036 268,649 2,116,474 378,679 13,698,701 $ $ $ $ $ $ $ $ FY 2005-06 PROJECTED 13,444,466 28,903 10,570 52,417 920,000 9,140,994 533,117 2,743,678 14,787 13,444,466 $ $ $ 10,098,471 736,396 326,224 1,549,755 135,592 294,465 1,305,150 2,290,929 655,782 2,342,587 461,591 2,081,745 1,372,763 138,300 291,082 279,600 2,335,478 378,679 14,894,373 $ $ $ $ $ 14,102,459 51,210 14,004 55,378 9,579,934 436,900 3,937,525 27,507 8,286 14,110,745 9,456,739 745,595 282,802 1,400,672 128,454 406,890 1,036,453 2,073,206 648,447 2,294,772 439,449 1,618,036 1,036,834 58,206 300,691 222,306 2,453,837 378,679 13,907,291 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 18,153,747 36,096 10,960 54,800 4,000 1,000 1,405,948 12,092,022 400,040 4,112,881 36,000 122,431 18,276,178 12,561,728 1,264,362 381,688 1,840,557 125,880 659,143 903,367 2,900,907 733,053 3,284,559 468,212 1,267,497 838,869 22,742 216,310 189,576 3,306,291 667,544 17,803,060 $ $ $ $ $ $ $ $ (4,709,281) (7,193) (390) (2,383) (4,000) (1,000) (485,948) (2,951,028) 133,077 (1,369,203) (21,213) (122,431) (4,831,712) (2,463,257) (527,966) (55,464) (290,802) 9,712 (364,678) 401,783 (609,978) (77,271) (941,972) (6,621) 814,248 533,894 115,558 74,772 90,024 (970,813) (288,865) (2,908,687) -35.0% -24.9% -3.7% -4.5% -52.8% -32.3% 25.0% -49.9% -143.5% -35.9% -24.4% -71.7% -17.0% -18.8% 7.2% -123.8% 30.8% -26.6% -11.8% -40.2% -1.4% 39.1% 38.9% 83.6% 25.7% 32.2% -41.6% -76.3% -19.5% Total Budget by Category FY 2004-05 ACTUAL REVENUE LICENSES & PERMITS INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 8,548,557 4,145,860 2,360 439,196 13,135,973 $ 8,188,867 858,067 2,998,924 302,287 296,675 12,644,820 $ $ $ FY 2005-06 REVISED 8,240,435 3,838,595 900 172,500 12,252,430 $ 9,755,698 893,384 2,433,842 378,679 237,098 13,698,701 $ $ $ FY 2005-06 PROJECTED 9,013,784 4,257,282 900 172,500 13,444,466 $ 10,341,241 888,234 2,827,828 378,679 458,391 14,894,373 $ $ $ FY 2006-07 ADOPTED 9,609,891 4,250,148 1,580 249,126 14,110,745 $ 9,687,498 669,902 2,732,898 378,679 438,314 13,907,291 $ $ $ ADOPTED TO REVISED VARIANCE % 11,737,752 122,431 5,982,889 1,096 432,010 18,276,178 $ 12,481,401 297,839 4,048,298 374,905 600,617 17,803,060 $ $ $ (2,723,968) (122,431) (1,725,607) (196) (259,510) (4,831,712) -30.2% -40.5% -21.8% -150.4% -35.9% (2,140,160) 590,395 (1,220,470) 3,774 (142,226) (2,908,687) -20.7% 66.5% -43.2% 1.0% -31.0% -19.5% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 226 PLANNING AND DEVELOPMENT FEES 235 DEL WEBB SPECIAL FUND ALL FUNDS EXPENDITURES 226 PLANNING AND DEVELOPMENT FEES 235 DEL WEBB SPECIAL FUND ALL FUNDS $ $ $ $ 12,926,248 209,725 13,135,973 12,484,443 160,377 12,644,820 FY 2005-06 ADOPTED $ $ $ $ 12,077,430 175,000 12,252,430 13,527,517 171,184 13,698,701 FY 2005-06 REVISED $ $ $ $ 584 13,265,155 179,311 13,444,466 14,715,242 179,131 14,894,373 FY 2005-06 PROJECTED $ $ $ $ 13,932,199 178,546 14,110,745 13,737,366 169,925 13,907,291 FY 2006-07 ADOPTED $ $ $ $ 18,078,228 197,950 18,276,178 17,608,732 194,328 17,803,060 ADOPTED TO REVISED VARIANCE % $ $ $ $ (4,813,073) (18,639) (4,831,712) -36.3% -10.4% -35.9% (2,893,490) (15,197) (2,908,687) -19.7% -8.5% -19.5% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed Personnel by Fund 226 PLANNING AND DEVELOPMENT FEES 235 DEL WEBB SPECIAL FUND TOTAL FUNDS FY 2005-06 ADOPTED 187.20 2.80 190.00 FY 2005-06 REVISED 187.20 2.80 190.00 FY 2006-07 ADOPTED 211.20 2.80 214.00 ADOPTED TO REVISED VARIANCE % 24.00 12.8% 0.0% 24.00 12.6% • Includes additional staffing for FY 2005-06 Results Initiative Requests; 7.0 FTE Inspectors in the One Stop Shop Permit Inspections Activity and 3.0 for the Plan Reviewers in the One Stop Shop Plan Reviews Activity – Total 10.0 FTE (Planning and Development Fees). • FY 2006-07 Results Initiative Request for additional staff for Planning Services Branch, 1.0 FTE Planner in the Planning and Zoning Activity, 2.0 FTE in the Comprehensive Planning Activity, and 1.0 FTE Planner in the Zoning Adjudication Activity – Total 4.0 FTE (Planning and Development Fees). • FY 2006-07 Results Initiative Request for additional Code Enforcement staff. Staff time to be allocated 85% to the Code Enforcement Activity and 15% Drainage Enforcement Activity – Total 4.0 FTE (Planning and Development Fees). • FY 2006-07 Results Initiative Request for Engineering Supervisor for Development Services Branch, in the Drainage Review Activity – Total 1.0 FTE (Planning and Development Fees). • FY 2006-07 increase for reorganization of Regional Development Services. Increase to include, Planning and Development Director, Executive Assistant, RDS Community Relations Director, Regional Development Services Administrative Director and Planning and Development Human Resource Generalist – Total 5.0 FTE (Planning and Development Fees). Base Adjustments Revenue Planning and Development Fees Fund (226) • Increase to Code Enforcement Activity ($7,193): Increase in Licenses and Permits based on projected volume of permits. Increase also associated with the adoption of the 2003 International Building Code (IBC) building valuation data table. Forecasted increase will also affect Interest Earnings, a direct result in increase in Licenses and Permits. • Adjustment to Comprehensive Planning Activity ($390): Increase in Licenses and Permits based on projected volume of permits. Increase also associated with the adoption of the 2003 IBC building valuation data table. Forecasted increase will also affect Interest Earnings, a direct result in increase in Licenses and Permits. • Increase to Customer Service Activity ($2,383): Increase in Licenses and Permits based on projected volume of permits. Increase also associated with the adoption of the 2003 IBC building valuation data table. Forecasted increase will also affect Interest Earnings, a direct result in increase in Licenses and Permits. • Adjustment to Drainage Enforcement Activity ($4,000): Increase in Licenses and Permits based on reallocation to correctly distribute revenue. 585 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed • Increase to Drainage Inspection Activity ($1,000): Increase in Licenses and Permits based on reallocation to correctly distribute revenue. • Adjustment to Drainage Review Activity ($395,200): Increase in Licenses and Permits based on projected volume of permits. Increase also associated with the adoption of the 2003 IBC building valuation data table. Forecasted increase will also affect Interest Earnings, a direct result in increase in Licenses and Permits. • Increase to Permit Inspections Activity ($2,635,557): Increase in Licenses and Permits based on projected volume of permits. Increase also associated with the adoption of the 2003 IBC building valuation data table. Forecasted increase will also affect Interest Earnings, a direct result in increase in Licenses and Permits. • Adjustment to Planning and Zoning Activity (-$133,077): Decrease and reallocate Other Charges for Service to correctly distribute revenue based on historical data. • Increase to Plan Review Activity ($1,176,262): Increase in Licenses and Permits based on projected volume of permits. Increase also associated with the adoption of the 2003 IBC building valuation data table. Forecasted increase will also affect Interest Earnings, a direct result in increase in Licenses and Permits. • Adjustment to Zoning Adjudication Activity ($21,213): Increase in Licenses and Permits based on projected volume of permits. Increase also associated with the adoption of the 2003 IBC building valuation data table. Forecasted increase will also affect Interest Earnings, a direct result in increase in Licenses and Permits. Adjustment also reflects reallocated amount in Other Charges to correctly distribute revenue based on historical data. • Increase in Administrative Services Program ($122,431): The increase is associated with the newly developed Regional Development Services Program and the services it provides the Flood Control District. Revenue is generated from the charge backs to the District from RDS. Del Webb Special Fund (235) • Permit Inspection Revenue ($18,639): License and Permits and Interest Earnings increase to reflect actual revenue in the Permit Inspections Activity. Expenditures Planning and Development Fee Fund (226) • Increase to Code Enforcement Activity ($85,415): Expenditures were increased in Regular Pay and Benefits to support the increase in personnel and market adjustments for Code Enforcement. Adjustment also reflects increased expenditures in fuel due to escalated fuel prices. • Adjustment to Comprehensive Planning Activity (-$54,371): Decreased Legal Services to be more in line with current and historical spending. Adjustment also reflects Personnel Savings increase based on an average vacancy rate of FTEs. • Increase to Customer Service Activity ($290,802): Increase in Other Personnel Services due to the high volumes of permit submittals at the One Stop Shop (OSS) counter. Adjustment also reflects increase in Regular Pay and Benefits to support the expected pay for performance 586 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed increase estimated at 3.5%, and fixed and variable benefit rate increases. Debt Services was increased to accommodate procurement of reprographic large format digital scanner/copier/printer. • Adjustment to Drainage Enforcement Activity (-$10,064): Decreased Legal Services and Training and Education to be more in line with current and historical spending. Adjustment also reflects increase in Regular Pay and Benefits to support the expected pay for performance increase estimated at 3.5%, and fixed and variable benefit rate increases. • Increase to Drainage Inspection Activity ($364,678): The adopted budget increases the Drainage Inspection Activity to right size Supplies, Legal Services, Fuel, Internal Service Charges, and Education and Training. Increase also reflected in Regular Pay and Benefits to support the expected pay for performance estimated at 3.5%, and fixed and variable benefit rate increases. • Adjustment to Drainage Review Activity (-$401,783): Decrease in Other Services for onetime costs of outsourcing drainage plan reviews and in Repair and Maintenance to be more in line with current and historical spending. Adjustment also includes increase in Regular Pay and Benefits for Engineering Supervisor for Development Services Branch. • Increase to Permit Inspection Activity ($327,900): Increase to support additional Inspectors in the One Stop Shop Permit Inspections Activity. Adjustment also includes increase in fuel, as a result of escalated fuel prices, and education and training for the seven new inspectors. Expenditures in vehicle and construction equipment decreased to remove one-time costs associated with purchase of four vehicles in FY 2005-06. • Adjustment to Planning and Zoning Activity ($10,794): The adopted budget increases the Planning and Zoning Activity to right size Other Services, Education and Training, and Postage. Increase also reflected in Regular Pay and Benefits to support the expected pay for performance estimated at 3.5%, and fixed and variable benefit rate increases. • Increase to Plan Review Activity ($430,603): Expenditures were increased in Other Services due to continued funding of on-call plan review services and Orthophotography aerial services. • Adjustment to Zoning Adjudication Activity (-$54,028): Adjustment includes approval of one additional staff, Assistant Planner. This will allow the Zoning Adjudication Division to have a dedicated staff member who is trained in planning procedures to aide the division in coordinating case files for all three planning divisions. Adjustment also based on Personnel Savings increase based on an average vacancy rate of FTEs. • Decrease to Information Technology Program (-$831,948): Remove one time purchase in General Supplies for Accela Wireless software and the GPS software. Other adjustments include decrease in Debt Services and Repairs and Maintenance, and increase in Supplies Allocation Out. • Increase to Administrative Services Program ($970,799): Net increase for the Office of the Director Activity to support the following positions: Planning and Development Director, Human Resource Generalist, Regional Development Services Community Relations Director, Regional 587 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed Development Services Administrative Director, and Regional Development Services Technology Director. • Increase to General Government Program ($290,891): Increased Internal Service Charges to accommodate increase in County Counsel retainer charges, Telecom charges and Risk Management charge. Del Webb Special Fund (235) • General Technical Adjustments ($15,197): The adopted budget includes an increase in the amount of $15,197 for minor technical adjustments. Results Initiatives • Increase Staff – Field Supervisor Resource Unit ($244,413): To utilize quicker response time, improved deployment of resources and reduce travel expenditures, the Code Enforcement Division will begin field-deploying Code Enforcement Officers (CEO). Despite timelier field investigation response, communication between the field deployed CEO and staff of other divisions of the Planning and Development Department is decreasing. Therefore, one Code Enforcement Supervisor, one Code Enforcement Manager, and an in-house Resource Unit to consist of one Code Enforcement Officer II and one Customer Service Representative, was approved. The approved Code Enforcement Manager will directly supervise two field-deployed Code Enforcement Supervisors and all in-house staff. The additional Code Enforcement Supervisor, along with an existing Code Enforcement Supervisor, will oversee the Department’s field operations. Expected Result: The inception of the Resource Unit will follow up on code enforcement cases currently conducted by each Code Enforcement Officer (CEO) and ensure communication between field staff, management and other agencies. • Increase Staff – Planning Services Branch ($245,361): The adopted budget provides additional funding in the amount of $245,361 to support an increase of 3 FTE’s in the Planning and Zoning Activity to aide in coordinating case files for all three planning divisions. Expected Result: With the additional staff, the Department will meet its goal of 50 cases per planner. • Replacement Vehicles and Two-Way Radios ($276,238): In order to prevent delays in building construction inspections as mandated by Maricopa County building codes and ordinances, and continue to do so efficiently and safely, eleven replacement vehicles and sixteen two-way radios were approved. Expected Result: The Department will continue to meet the demand in building construction inspections. • Contracted Plan Review Services ($500,000): The adopted budget provides additional funding in the amount of $500,000 in order for the Department to outsource plan reviews on an “as needed” basis to meet demand and customer service expectation. Expected Result: The approved funding will increase the existing expenditure budget for on-call plan review services. This will allow the Department to fully fund the existing on-call contract and allow for the procurement of additional on-call consultants to assist in meeting workload demands. • Replacement and Additional Vehicles ($207,790): The Code Enforcement Division currently has eight (8) vehicles approaching 100,000 miles. The adopted budget provides additional funding in the amount of $207,790 to support the replacement of eight vehicles and the addition of three vehicles. Expected Result: The approved eight replacement vehicles and three additional vehicles for the Code Enforcement Division will assist the Department in meeting workload demand. 588 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed Reconciliation Planning and Development Fees (226) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 13,527,517 $ 12,077,430 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance $ Subtotal $ 13,527,517 $ 12,077,430 67,766 $ 132,051 (830,500) 68,236 9,060 288,909 654,110 $ 2,104,197 2,104,197 FY 2006-07 BUDGET TARGET: $ 14,181,627 $ Adjust to Revised Budget $ 533,615 $ (916,472) 85,415 $ (54,371) 290,802 (10,064) 364,678 (401,783) 327,900 10,794 430,603 (54,028) (831,948) 970,799 290,891 1,419,688 $ 7,193 390 2,383 4,000 1,000 395,200 2,635,557 (133,077) 1,176,262 21,213 122,431 4,232,552 BASE ADJUSTMENTS: Increase to Code Enforcement Activity Adjustment to Comprehensive Planning Activity Increase to Customer Services Activity Adjustment to Drainage Enforcement Activity Increase to Drainage Inspection Activity Adjustment to Drainage Review Activity Increase to Permit Inspections Activity Adjustment to Planning and Zoning Activity Increase to Plan Review Activity Adjustment to Zoning Adjudication Activity Decrease to Information Technology Program Increase to Administrative Services Program Increase to General Government Program $ Subtotal $ FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Increase Staff - Field Supervisor Resource Unit Increase Staff - Planning Services Branch Replacement Vehicles and Two-Way Radios Contracted Plan Review Services Replacement and Additional Vehicles FY 2006-07 ADOPTED BUDGET: 589 14,181,627 $ 15,601,315 $ 18,414,179 $ $ Subtotal $ 244,413 245,361 276,238 500,000 207,790 1,473,802 $ 244,414 336,107 580,521 $ 17,608,732 $ 18,078,228 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed Del Webb Fund (235) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 171,184 $ 175,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pay for Performance $ Subtotal $ 3,636 3,636 $ $ - $ 174,820 $ 175,000 $ $ Subtotal $ 1,014 2,050 1,478 4,928 9,470 $ 9,290 9,290 FY 2006-07 BUDGET TARGET: $ 184,290 $ 184,290 Adjust to Revised Budget $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2006-07 Pay for Performance BASE ADJUSTMENTS: General Technical Adjustments Permit Inspection Revenue FY 2006-07 ADOPTED BUDGET: 590 (5,159) $ (4,979) $ $ Subtotal $ 15,197 15,197 $ $ $ 18,639 18,639 $ 194,328 $ 197,950 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Planning & Development, Appointed Mandates 440 PLANNING AND DEVELOPMENT MANDATED EXPENDITURES 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including an increase in licenses and permits based on volume, which affected several Activities. See the Base Adjustment section for additional detail. Program Activity ONE STOP SHOP CODE ENFORCEMENT COMPREHENSIVE PLANNING CUSTOMER SERVICES DRAINAGE ENFORCEMENT DRAINAGE INSPECTION DRAINAGE REVIEW PERMIT INSPECTIONS PLANNING AND ZONING PLAN REVIEW ZONING ADJUDICATION Purpose Mandate 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. The purpose of the Code Enforcement Activity is to provide inspection, enforcement, licensing A.R.S. §11-808, A.R.S. §11-802 and permitting services, under the operational guidelines of the Planning and Development Department, to constituents, so they can enjoy their properties and/or operate their businesses in compliance with County codes and ordinances. A.R.S. §11-802, A.R.S. §11-805, The purpose of the Comprehensive Planning Activity is to develop and maintain planning elements and provide information to various private and public entities of Maricopa County so A.R.S. §11-806, A.R.S. §11-821 they make informed decisions concerning growth, development and investment. The purpose of the Customer Services Activity is to provide accurate planning and development information to customers so they can make informed development decisions and receive timely delivery of property based services. The purpose of the drainage enforcement activity is to provide enforcement of drainage regulations to residents and property owners so that they can use and develop their property in a manner that reduces and limits the risk of flooding. The purpose of the Drainage Inspection Activity is to provide drainage inspections to residents and builders so that they can complete construction in compliance with approved drainage regulations. The purpose of the drainage review activity is to provide plan review comments or approvals to the One-Stop Shop Distribution Center so that they can notify permit applicants of required changes to their plans or to pick up approved permits. The purpose of the Permit Inspection Activity is to provide development inspections for builders so they can complete construction in compliance with approved development codes. A.R.S. §11-321 The purpose of the Planning and Zoning Activity is to provide information, support and a recommendation to the Planning Commission so they are enabled to make planning and land use recommendations to the Board of Supervisors. The purpose of the Plan Review Activity is to provide plan review comments or approvals to the Distribution Center so they can notify permit applicants of required changes to their plans or to pick up their approved permits. The purpose of the Zoning Adjudication (Board of Adjustment (BA) Staffing) activity is to provide information, support and a recommendation to the Board of Adjustment so they are enabled to make appropriate quasi-judicial rulings. A.R.S. §11-802, A.R.S. §11-805, A.R.S. §11-806, A.R.S. §11-829 591 A.R.S. §11-251, A.R.S. §11-802, A.R.S. §11-808 A.R.S. §11-251, A.R.S. §11-802 A.R.S. §11-251, A.R.S. §11-802 A.R.S. §11-321 A.R.S. §11-321 A.R.S. §11-802, A.R.S. §11-805, A.R.S. §11-807 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Public Fiduciary, Appointed Public Fiduciary Analysis by Wendy Johnson, Management & Budget Analyst Departmental Information Organizational Chart County Manager Chief Financial Officer Public Fiduciary Richard T. Vanderheiden, Director Investigation Services Probate and Conservator Services Indigent Burial Services Estate Operations Administrative Support and Legal Coordination Guardian Services Mission The Mission of the Maricopa County Public Fiduciary is to provide guardianship, conservatorship, decedent services and court-ordered investigations for vulnerable persons so that their estates and well-being are protected. Vision To be a recognized leader in providing professional, efficient and compassionate fiduciary services. Strategic Goals • By September 1, 2007, Public Fiduciary will implement the use of an integrated case/knowledge management system, incorporating wireless remote technology, in order to achieve a 10% increase in fiduciary program productivity over FY 2004-05 benchmarks. Status: A task force was formed to identify appropriate new case and financial management systems. An evaluation is in process for the integrated case management system. • By November 1, 2006, Public Fiduciary will develop a mental health guardianship division for the efficient and effective intake and administration of these cases. Status: Two guardian administrators were hired as well as the mental health mandate investigations were added to the Mental Health Division. 592 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Public Fiduciary, Appointed • By November 1, 2007, Public Fiduciary will have a comprehensive written succession plan and recruitment strategy in order to continue the successful delivery of fiduciary services. Status: Knowledge, skills, and behavior traits have been identified and documented for each position as well as expected retirement dates and core competencies in order to better align future recruitment strategies. • By November 1, 2007, Public Fiduciary will lead the establishment of a multi-disciplinary team of State and local agencies to increase the investigation and prosecution of vulnerable adult abuse and financial exploitation. Status: A team of leaders from various governmental, social service, and law enforcement agencies was formed. In addition, a grant application for updating protocol and training in the prevention and investigation of elder abuse and exploitation was submitted in partnership with the Attorney’s Office, Sheriff’s Office, and Area Agency on Aging. Department Performance Information The Estate Administration, Guardianship Services, and Estate Operations activities comprise 84% of Public Fiduciary’s FY 2006-07 Budget. Historical performance data for these activities and commentary is included below. Estate Administration Activity Performance 1,500 450 1,450 440 430 1,400 420 1,350 410 400 1,300 390 1,250 380 370 Cost per Case Administered Number of Estates Administered 460 1,200 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost per Case Administered The number of estates administered is increasing as well as the cost per case administered. Market and merit pay increases for personnel are contributing to this increase. 593 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Public Fiduciary, Appointed Guardianship Services Activity Performance 1,100 600 1,000 525 900 450 800 375 700 300 Cost per Case Administered Number of Guardianship Estates Administered 1,200 675 600 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost per Case Administered The number of guardianship estates administered is increasing as well as the cost per case administered. Market and merit pay increases for personnel are contributing to this increase. 300 2,350 290 2,300 280 2,250 270 2,200 260 2,150 250 2,100 240 Cost per Client Serviced Number of Clients provided Fianancial and Accounting Services Estate Operations Activity Performance 2,050 230 220 2,000 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost Per Client Served The number of clients who will be provided financial and accounting services is increasing; however, there is a decrease in cost per case administered due to an overall decrease in expenditures. 594 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Public Fiduciary, Appointed Financial Exploitation Investigations Completed 180 160 140 120 100 80 60 40 FY02 FY03 FY04 FY05 FY06 proj FY07 proj The Financial Exploitation Investigations Activity reflects an increase in FY 2004-05 due to the ability to close pending investigations that were backlogged from prior years as a result of the hiring of an additional Financial Exploitation Investigator through a Results Initiative Request. In FY 2006, investigations completed are projected to return to a lower rate that is consistent with ongoing demand. Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 34BS - BURIAL SERVICES PROGRAM BURY - BURIAL SERVICES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ - $ 15,000 15,000 $ 15,000 15,000 $ 8,750 8,750 $ 15,000 15,000 $ - 0.0% 0.0% $ 757,955 385,401 69,972 302,582 $ 735,000 442,500 60,000 232,500 $ 735,000 442,500 60,000 232,500 $ 775,272 446,722 65,463 263,087 $ 735,000 442,500 60,000 232,500 $ - 0.0% 0.0% 0.0% 0.0% TOTAL PROGRAMS $ EXPENDITURES 34BS - BURIAL SERVICES PROGRAM $ BURY - BURIAL SERVICES 757,955 $ 750,000 $ 750,000 $ 784,022 $ 750,000 $ - 0.0% 105,902 105,902 $ 88,968 88,968 $ 86,197 86,197 $ 97,302 97,302 $ 81,335 81,335 $ 4,862 4,862 5.6% 5.6% 34FS - FIDUCIARY SERVICES PROGRAM EADM - ESTATE ADMINISTRATION ESOP - ESTATE OPERATIONS GARD - GUARDIANSHIP SERVICES 34FS - FIDUCIARY SERVICES PROGRAM EADM - ESTATE ADMINISTRATION ESOP - ESTATE OPERATIONS GARD - GUARDIANSHIP SERVICES $ 1,518,475 513,214 570,325 434,936 $ 1,855,813 637,553 616,167 602,093 $ 1,907,186 632,818 643,968 630,400 $ 1,794,342 607,494 617,847 569,001 $ 1,896,394 644,195 617,811 634,388 $ 10,792 (11,377) 26,157 (3,988) 0.6% -1.8% 4.1% -0.6% 34IS - INVESTIGATION SERVICES PROGRAM FEXP - FINANCIAL EXPLOITATION PREV INTK - INTAKE ACTIVITY $ 164,138 53,700 110,438 $ 70,947 9,826 61,121 $ 104,677 33,612 71,065 $ 111,559 22,422 89,137 $ 68,732 8,629 60,103 $ 35,945 24,983 10,962 34.3% 74.3% 15.4% 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ 242,499 2,031,014 $ $ $ 170,517 2,186,245 $ $ $ 177,860 2,275,920 $ $ $ 202,712 2,205,915 $ $ $ 208,459 1,980 2,256,900 $ $ $ (30,599) (1,980) 19,020 -17.2% 595 0.8% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Public Fiduciary, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE CHARGES FOR SERVICES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED $ $ 757,955 757,955 $ $ 750,000 750,000 $ $ 750,000 750,000 $ $ 784,022 784,022 $ 1,784,374 34,757 200,842 11,040 2,031,014 $ 1,925,944 26,139 214,265 19,897 2,186,245 $ 2,014,165 26,640 214,267 20,848 2,275,920 $ 1,950,226 28,733 207,335 19,621 2,205,915 $ $ $ $ FY 2006-07 ADOPTED 750,000 750,000 $ $ 2,159,647 37,296 39,068 20,889 2,256,900 $ ADOPTED TO REVISED VARIANCE % $ $ $ - 0.0% 0.0% (145,482) (10,656) 175,199 (41) 19,020 -7.2% -40.0% 81.8% -0.2% 0.8% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL ALL FUNDS EXPENDITURES 100 GENERAL ALL FUNDS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 757,955 757,955 $ $ 750,000 750,000 $ $ 750,000 750,000 $ $ 784,022 784,022 $ $ 750,000 750,000 $ $ - 0.0% 0.0% $ $ 2,031,014 2,031,014 $ $ 2,186,245 2,186,245 $ $ 2,275,920 2,275,920 $ $ 2,205,915 2,205,915 $ $ 2,256,900 2,256,900 $ $ 19,020 19,020 0.8% 0.8% Personnel by Fund 100 GENERAL TOTAL FUNDS FY 2005-06 ADOPTED 36.00 36.00 FY 2005-06 REVISED 36.00 36.00 FY 2006-07 ADOPTED 36.00 36.00 ADOPTED TO REVISED VARIANCE % 0% 0% Base Adjustments • Reduced Office of the Director Activity (-$27,061): Reduced Office of the Director Activity Expenditures by $27,061 to right-size various expenditure items. • Reduced Telecom Charges (-$8,559): Reduced Telecom Charges in multiple Activities by $8,559 per revised estimates from the Telecom Department. • Increased Unemployment and Workers’ Compensation ($1,239): Increased Unemployment and Workers’ Compensation by $1,239 in the Internal Service Fund Charge Activity. • Executive Compensation Increase ($6,557): Increased Regular Pay and Benefits by $6,557 to include the full twelve month impact of FY 2005-06 Executive Compensation Pay increases. 596 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Public Fiduciary, Appointed Reconciliation General Fund (100) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 2,186,245 $ 750,000 MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance FY 2005-06 REVISED RESTATED BUDGET: $ $ 46,936 2,233,181 $ $ 750,000 $ 9,864 $ 26,341 9,823 (179,952) 2,287 126,362 56,818 51,543 $ 2,284,724 $ 750,000 (27,061) $ (8,559) 1,239 6,557 (27,824) $ 2,256,900 $ 750,000 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Lease Terminations Annualization of FY 2005-06 DRP/LRP (12 month) Annualization of Market Adjustments FY 2006-07 Pay for Performance Subtotal $ $ FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Reduced Office of the Directory Activity Expenditures Reduced Telecom Charges Increased Unemployment and Worker's Compensation Executive Compensation Increase $ Subtotal $ $ FY 2006-07 ADOPTED BUDGET: 597 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Public Fiduciary, Appointed Mandates 340 PUBLIC FIDUCIARY MANDATED EXPENDITURES 2,300,000 2,250,000 2,200,000 2,150,000 2,100,000 2,050,000 2,000,000 1,950,000 1,900,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPEICAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the increasing number of guardianship estates administered as well as the increase in cost per case administered. See the Base Adjustment section for additional detail. Program Activity INDIGENT BURIAL BURIAL SERVICES FIDUCIARY SERVICES ESTATE ADMINISTRATION ESTATE OPERATIONS GUARDIANSHIP SERVICES INVESTIGATION SERVICES FINANCIAL EXPLOITATION PREV INTAKE ACTIVITY Purpose Mandate The purpose of the Indigent Burial Program is to provide final disposition to decedents of indigent families of Maricopa County so that eligible burial services can be arranged. The purpose of the Indigent Burial Services Activity is to conduct eligibility assessment and A.R.S. § 11-311 to 313; A.R.S § 36-831 determinations so that indigent decedents in Maricopa County can be buried or cremated and the general public’s health protected. The purpose of the Fiduciary Services Program is to provide court appointed guardianship, conservatorship and probate services to those persons or estates when no other person or corporation is qualified and willing to serve so that their well being, property and interests are protected. The purpose of the Estate Administration Activity is to provide inventory and asset management A.R.S. § 14-5601 to 5607 to our clients under Court appointment so their estates are preserved and protected. The purpose of the Estate Operations Activity is to provide financial and accounting services to our clients and estates under Court appointment so that they receive accurate management of income and expenditures. The purpose of the Guardianship Activity is to provide coordination, oversight and monitoring services of our clients medical and personal needs so they receive appropriate medical attention and their general well being is ensured. The purpose of the Investigation Services Program is to provide information and recommendations to the court and community so that adjudication or alternative services may be sought. The purpose of the Financial Exploitation Prevention Activity is to investigate whether abuse of a vulnerable person's assets has occurred and determine the appropriate actions needed to protect the person and their remaining assets so that the court and law enforcement agencies may proceed with protective proceedings. The purpose of the Public Fiduciary Intake Activity is to provide intake services to the community and the courts so that referrals and investigative orders can be assessed and investigated to determine the need for guardianship, conservatorship or probate so that the need for protective or other legal proceedings may be determined. 598 A.R.S. § 14-5601 to 5607 A.R.S. § 14-5601 to 5607 A.R.S. § 14-5601 to 5607 A.R.S. § 14-5601 to 5607 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Public Health Analysis by Hannah Lee, Management & Budget Analyst Departmental Information Organizational Chart County Manager Deputy County Manager Public Health Interim Director Robert W. England, M.D. HIV/HCV Services Community Development & Minority Health Administrative Services Maternal, Child & Family Health Chronic Disease & Tobacco Control Public Health Emergency Management Epidemiology/Vital Registration Public Health Clinical Services Mission The mission of the Department of Public Health is to provide leadership, resources, and services to people and diverse communities in Maricopa County so that health is promoted, preserved, and protected. Vision The Maricopa County Department of Public Health will be the nationally recognized local leader in public health, and the agency that people and communities in Maricopa County look to for health resources and services. Our combination of organizational strength and public health leadership will be harnessed to fully integrate and utilize local academic communities to improve the quality of service, and the caliber of professional staff. Strategic Goals • Meet or exceed performance objectives for 95% of the Department’s program service output measures by the end of FY 2006. Status: The Department met or exceeded 74% of its output forecasts in FY2004-05. 599 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health • By June 2007, increase the amount of new or expanded grant awards, contracts, and allowable fees/reimbursements by 4% to develop new programs to meet the emerging demand for public health services. Status: The Department met this goal with $1,680,048 (3.9%) increase in new/expanded grants, up from the FY2005-06 grant total of $42,564,000. • By June 2007, develop public health facilities that will ensure that client service needs are met in safe, efficient and regionally located working environments. Status: The Department has made the following progress: o The new Public Health Clinic at 1645 E. Roosevelt opened in May, 2005. o Administrative services and Preventive Health Services administration moved to 4041 N. Central in April, 2005. Six additional work units, currently housed in five different buildings, are expected to relocate to 4041 in June, 2006, thereby centralizing many of the Department's administrative functions in one place. o Vital Registration relocated to a building more suited to the public's needs in Jan. 2006. o Dilapidated facilities at 1825 & 1845 E. Roosevelt were demolished in February, 2006, following the moves described above. o Three immunization sites opened in 2004 to provide mandated childhood immunizations in regionally located sites (NW Valley, north central Phoenix, and east Mesa). Three additional regional immunization sites operate out of WIC clinics in west Phoenix, downtown Phoenix, south Phoenix, and central Mesa. o Healthy Start, a program dedicated to reducing poor birth outcomes among residents of Maryvale and South Phoenix, opened its office in South Phoenix to best serve its target population. o A 15th WIC clinic opened in Glendale in September 2005 to provide services for additional demand in the northwest Valley. • Develop, by June 2006, the Health & Human Services Constellation's capacity to respond rapidly to a bioterrorist attack or other public health emergency by: expanding and enhancing emergency response plans; developing and sustaining the ability of the HHS workforce to respond as needed in an emergency; and, at a minimum, meeting Arizona Department of Health Services deliverables and federal requirements. Status: The Public Health Emergency Response Plan was completed in December 2005. Work is ongoing to complete and integrate the plan. In addition, the Department has expanded its ability to detect disease outbreaks (including potential bioterrorist attacks) by: o Developing a communicable disease database monitoring system that would allow weekly or daily reviews of disease patterns. o Finalizing an electronic food borne outbreak questionnaire that will hasten interviewing and data collection during an outbreak. o Joining the Electronic Food borne Outbreak Reporting System (EFORS) operated by the Centers for Disease Control and Prevention. • By June 2006, the Public Health Department will develop a 3-year maternal, child and family health strategic plan to reduce targeted health disparities in women, children, and families. 600 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Status: The Maternal, Child and Family Health (MCFH) strategic plan was released in Jan. 2005. Work is ongoing to implement the elements of the plan. • By June 2006, develop and implement a comprehensive strategic plan for reducing modifiable risk factors that lead to chronic disease and injuries. Status: The Department no longer has a chronic disease division or director. Chronic disease programs are now part of Preventive Health Services. The impact of chronic diseases, and the Department response to them, will be addressed in the Department's revised strategic plan. • By June 2007, identify and prioritize community and minority populations at risk for health disparities and establish a relationship with health related coalitions in the identified at-risk populations. Status: This goal is being revised as part of the Department's revised strategic plan. Department Performance Information The number of new Tuberculosis cases was projected to grow 62% in FY 2006 in comparison to FY 2005, and it is projected to grow 12% in FY 2007 from FY 2006. Despite this growth in demand, the number of encounters served in the Clinic fell from 9,824 to 8,000 in FY 2006. The X-ray machines did not operate due to a malfunction in October, 2005, causing many clients to opt for treatment elsewhere. The Adopted budget includes 30.2% increase in funding for TB Services Activity in FY 2007. The increased funding includes a new grant and General Fund for 1.5 additional FTEs, which will support projected increase of 2,400 encounters in the Clinic over FY 2006. Tuberculosis Services: Number of New Cases 200 190 187 180 168 160 170 157 140 120 105 100 80 FY 2002 FY 2003 FY 2004 601 FY 2005 FY 2006 Proj FY 2007 Proj Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Tuberculosis Services: Number of Encounters Served in the Clinic 20,000 19,269 15,165 15,000 14,499 10,400 9,824 10,000 8,000 5,000 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 Proj FY 2007 Proj Maricopa County is experiencing a gradual increase in early syphilis cases since FY 2005. In FY 2005, there were about 6.2 early syphilis cases per 100,000 people. In FY 2007, it is projected to observe about 8.0 cases per 100,000. Increase in demand has called for the need to have more staff in the Clinic. FY 2007 Adopted budget adds 13 new FTEs for the Sexually Transmitted Disease Testing and Treatment Activity and converts 1 Medical Records Technician FTE from a temporary into a regular position. This initiative will enable testing and treatment of additional 2,760 clients. Rate of Early Syphilis Cases Per 100,000 12 11.5 10 8.9 8.8 8.0 8 7.8 6 6.2 4 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 Proj FY 2007 Proj The Childhood Immunization Activity provides immunization services at 5 clinics for 128 hours per week. As a result of serious outbreak of measles from 1989 through 1991 due to low vaccine coverage levels for preschool age children, the national Childhood Immunization Initiative (CII) began. The CII provides grants to achieve the goal of 90% of all children age appropriately immunized by age 2. There are over 60,000 births per year in Maricopa County. It is estimated that approximately 21,600 of those births (36%) are children who would need to be immunized by the Department of Public Health. In FY 2006, 52% of children 0-2 years old received full complement of immunizations and in FY 2007, it is projected to provide the service to 50% of children 0-2 years old. In FY 2007, funding for Childhood Immunizations Activity decreased by $389,315 compared to FY 2006 Revised due to reduction in total grant revenue. However, the number of children 0-2 years old immunized is projected to increase in FY 602 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health 2007 from 33,000 to 35,000, which will be accomplished through increased efficiency (5.6%), or decreased cost per client. Percent of Children 0-2 Years Old Receiving Full Complement of Immunizations 60% 52% 52% 50% 43% 50% 48% 40% 30% 31% 20% FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 Proj FY 2007 Proj Children 0-2 Years Old Immunized 45,000 39,745 40,000 41,155 35,710 35,000 35,000 33,000 30,000 25,000 22,426 20,000 FY 2002 FY 2003 FY 2004 603 FY 2005 FY 2006 Proj FY 2007 Proj Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 86BD - BIO DEFENSE PREPAREDNESS BIOD - BIO-DEFENSE INTELLIGENCE PLTR - PLANNING AND TRAINING FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 1,457,356 1,457,356 $ 1,435,050 190,323 1,244,727 $ 1,866,908 169,382 1,697,526 $ 1,455,779 165,060 1,290,719 $ 2,571,785 2,571,785 $ 704,877 (169,382) 874,259 37.8% -100.0% 51.5% 86CD - COMMUNITY DEVELOPMENT HIVC - HIV COMMUNITY EDUCATION HIVL - HIV/AIDS SERVICES PLANNING TRTP - TURNING POINT $ 151,576 100,162 51,414 $ 253,050 90,909 162,141 - $ 376,853 129,934 246,919 - $ 285,059 76,368 208,691 - $ 284,236 65,454 218,782 - $ (92,617) (64,480) (28,137) - -24.6% -49.6% -11.4% 86CM - HIV/HCV SERVICES HEPS - HEPATITIS EDUC, PREV & SURV HICT - HIV COUNSELING & TESTING HIVP - HIV PREVENTION SHAC - SERVICES FOR PEOPLE WITH HIV/A $ 6,909,450 296,183 251,695 6,361,573 $ 6,151,823 101,414 330,909 220,999 5,498,501 $ 5,361,331 110,921 404,005 171,193 4,675,212 $ 5,648,014 90,974 525,894 143,090 4,888,056 $ 7,246,966 219,493 591,969 6,435,504 $ 1,885,635 108,572 187,964 (171,193) 1,760,292 35.2% 97.9% 46.5% -100.0% 37.7% 86FH - FAMILY HEALTH FHPL - FAMILY HEALTH PARTNERSHIPS FMPL - FAMILY PLANNING LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PRCN - PREGNANCY CONNECTION PRSC - PARENT SUPPORT CENTER WWHC - WELL WOMAN HEALTHCHECK $ 2,240,298 515,069 62,081 379,060 661,311 70,781 551,996 $ 2,195,525 485,111 36,242 400,660 683,043 69,592 520,877 $ 2,498,769 20,000 536,802 102,353 397,271 854,317 56,626 531,400 $ 2,243,461 27,821 547,911 62,006 369,299 713,939 44,556 477,930 $ 2,227,251 19,195 531,674 39,981 335,776 727,348 42,490 530,787 $ (271,518) (805) (5,128) (62,372) (61,495) (126,969) (14,136) (613) -10.9% -4.0% -1.0% -60.9% -15.5% -14.9% -25.0% -0.1% 86HD - HEALTH RELATED DATA BDCT - BIRTH AND DEATH CERTIFICATES BDRC - BIRTH AND DEATH RECORDS HDSS - HEALTH AND DISEASE STATISTICS $ 2,775,945 2,153,124 144,767 478,054 $ 2,828,762 2,219,582 203,967 405,213 $ 2,423,549 2,254,300 169,249 - $ 2,492,816 2,339,921 113,025 39,871 $ 2,680,382 2,496,870 183,512 - $ 256,833 242,570 14,263 - 10.6% 10.8% 8.4% 86HE - CHRONIC DISEASE & TOBACCO CONT CARD - CARDIOVASCULAR DISEASE EDUC TUED - TOBACCO USE EDUCATION WTHT - WOMEN TOGETHER FOR HEALTH $ 4,694,921 127,183 3,950,474 617,264 $ 3,946,249 127,102 3,426,586 392,561 $ 4,253,970 136,381 3,648,799 468,790 $ 3,918,261 135,048 3,388,717 394,497 $ 3,806,583 121,818 3,304,217 380,548 $ (447,387) (14,563) (344,582) (88,242) -10.5% -10.7% -9.4% -18.8% 86HI - HEALTHCARE FOR HOMELESS INDVDL PCHL - PRIMARY CARE CLINIC-HOMELESS $ 2,238,755 2,238,755 $ 1,917,837 1,917,837 $ 1,975,479 1,975,479 $ 2,027,499 2,027,499 $ 2,103,818 2,103,818 $ 128,339 128,339 6.5% 6.5% 86ID - INFECT DISEASE CNTRL & TREATMT HANS - HANSEN'S DISEASE HISV - HIV SURVEILLANCE INFD - INF DISEASE CNTL FOR REFUGEES JWRE - JAIL WORK RELEASE EXAMINATIONS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY STTT - SEXUALLY TRANSMITTED DISEASE TBSS - TUBERCULOSIS SERVICES $ 9,325,243 32,083 191,611 579,617 23,464 175,919 6,686,078 875,504 760,966 $ 8,830,446 27,205 157,762 428,241 22,680 267,394 6,417,704 719,534 789,926 $ 8,021,986 26,879 140,088 573,872 19,572 5,762,684 819,207 679,684 $ 9,610,243 29,497 208,038 523,032 16,735 6,706 7,304,124 831,503 690,608 $ 9,720,920 30,000 128,568 568,097 22,500 7,301,301 791,891 878,563 $ 1,698,934 3,121 (11,520) (5,775) 2,928 1,538,617 (27,316) 198,879 21.2% 11.6% -8.2% -1.0% 15.0% 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUNIZATIONS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION PPIC - PRIVATE PROVIDER IMMUNIZATION $ 6,024,339 366,396 5,657,943 - $ 5,744,689 432,840 5,249,686 36,113 26,050 $ 6,000,115 373,524 5,600,541 26,050 $ 5,993,040 355,600 5,624,417 13,023 $ 5,401,763 401,042 5,000,721 - $ (598,352) 27,518 (599,820) (26,050) -10.0% 7.4% -10.7% -100.0% 86NR - NUTRITION CMNR - COMMUNITY NUTRITION WICC - WOMEN INFANTS & CHILDREN (WIC) $ 8,194,552 151,891 8,042,661 $ 7,852,267 437,100 7,415,167 $ 7,984,985 566,314 7,418,671 $ 7,725,693 367,584 7,358,110 $ 7,781,217 385,572 7,395,645 $ (203,768) (180,742) (23,026) -2.6% -31.9% -0.3% 86OH - ORAL HEALTH DEIS - DENTAL INSURANCE DSIS - DENTAL SURVEILLANCE DTSL - DENTAL SEALANTS ORAL - ORAL HEALTH TOBACCO USE $ 289,020 289,020 - $ 502,582 48,662 416,336 37,584 $ 497,861 50,324 408,787 38,750 $ 510,903 42,093 33,986 397,253 37,571 $ 425,157 50,454 34,000 302,364 38,339 $ (72,704) 130 34,000 (106,423) (411) -14.6% 0.3% 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ 3,241,362 43,467 44,943,109 $ $ $ $ 1,263,955 810,447 1,564,748 44,900,956 $ $ $ $ 1,561,639 724,628 1,353,199 45,550,234 $ $ $ $ 1,491,606 401,734 1,559,027 47,702,445 $ $ $ $ 227,651 (408,713) (5,721) 2,801,489 18.0% -50.4% -0.4% 6% 4,081,926 71,077 (5,291,122) 43,163,336 $ $ $ $ 604 26.7% -3.3% 29.3% -26.0% -1.1% Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Total Budget by Program and Activity (Continued) FY 2004-05 ACTUAL EXPENDITURES 86BD - BIO DEFENSE PREPAREDNESS BIOD - BIO-DEFENSE INTELLIGENCE PLTR - PLANNING AND TRAINING FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ 1,439,167 274,109 1,165,058 $ 1,428,105 188,477 1,239,628 $ 1,866,908 168,806 1,698,102 $ 1,455,779 197,296 1,258,482 $ 2,571,785 2,571,785 $ (704,877) 168,806 (873,683) -37.8% 100.0% -51.5% 86CD - COMMUNITY DEVELOPMENT HIVC - HIV COMMUNITY EDUCATION HIVL - HIV/AIDS SERVICES PLANNING MCHL - MINORITY AND COMMUNITY HEALTH TRTP - TURNING POINT $ 435,104 68,726 182,366 161,405 22,607 $ 416,875 90,462 161,536 164,877 - $ 566,231 130,030 246,919 189,282 - $ 475,806 76,369 208,691 190,746 - $ 511,712 65,454 218,782 227,476 - $ 54,519 64,576 28,137 (38,194) - 9.6% 49.7% 11.4% -20.2% 86CM - HIV/HCV SERVICES HEPS - HEPATITIS EDUC, PREV & SURV HICT - HIV COUNSELING & TESTING HIVP - HIV PREVENTION SHAC - SERVICES FOR PEOPLE WITH HIV/A $ 6,763,023 15,067 341,362 299,342 6,107,252 $ 6,144,506 98,635 329,555 221,177 5,495,139 $ 5,837,390 111,113 392,026 171,193 5,163,058 $ 5,648,013 90,974 525,894 143,090 4,888,056 $ 7,246,966 219,493 591,969 6,435,504 $ (1,409,576) (108,380) (199,943) 171,193 (1,272,446) -24.1% -97.5% -51.0% 100.0% -24.6% 86FH - FAMILY HEALTH FHPL - FAMILY HEALTH PARTNERSHIPS FMPL - FAMILY PLANNING LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE PRCN - PREGNANCY CONNECTION PRSC - PARENT SUPPORT CENTER WWHC - WELL WOMAN HEALTHCHECK $ 2,862,861 696,505 594,351 49,309 367,265 617,683 14,583 523,165 $ 2,918,098 692,689 523,839 36,036 397,826 678,666 69,281 519,761 $ 3,192,527 634,813 615,747 102,353 397,271 854,317 56,626 531,400 $ 2,909,598 640,638 585,379 62,006 385,150 713,939 44,556 477,930 $ 3,073,053 737,435 521,318 39,981 473,694 727,348 42,490 530,787 $ 119,474 (102,622) 94,429 62,372 (76,423) 126,969 14,136 613 3.7% -16.2% 15.3% 60.9% -19.2% 14.9% 25.0% 0.1% 86HD - HEALTH RELATED DATA BDCT - BIRTH AND DEATH CERTIFICATES BDRC - BIRTH AND DEATH RECORDS HDSS - HEALTH AND DISEASE STATISTICS $ 2,498,469 542,895 1,291,203 664,370 $ 3,616,466 713,496 1,904,903 998,067 $ 3,314,461 941,933 1,517,422 855,106 $ 3,254,027 864,883 1,397,520 991,624 $ 3,296,389 906,421 1,067,791 1,322,177 $ 18,072 35,512 449,631 (467,071) 0.5% 3.8% 29.6% -54.6% 86HE - CHRONIC DISEASE & TOBACCO CONT CARD - CARDIOVASCULAR DISEASE EDUC CIPH - CHILD INJ PREVENT & HLTH EDUCN TUED - TOBACCO USE EDUCATION WTHT - WOMEN TOGETHER FOR HEALTH $ 4,277,671 122,109 191,545 3,480,095 483,922 $ 4,162,556 126,474 194,756 3,450,659 390,667 $ 4,433,746 144,210 179,776 3,648,799 460,961 $ 4,121,081 135,048 202,819 3,388,717 394,497 $ 4,018,601 121,818 212,018 3,304,217 380,548 $ 415,145 22,392 (32,242) 344,582 80,413 9.4% 15.5% -17.9% 9.4% 17.4% 86HI - HEALTHCARE FOR HOMELESS INDVDL PCHL - PRIMARY CARE CLINIC-HOMELESS $ 2,188,838 2,188,838 $ 1,944,377 1,944,377 $ 2,019,159 2,019,159 $ 2,027,713 2,027,713 $ 2,103,818 2,103,818 $ (84,659) (84,659) -4.2% -4.2% 86ID - INFECT DISEASE CNTRL & TREATMT GHSV - GENERAL HEALTH SURVEILLANCE HANS - HANSEN'S DISEASE HISV - HIV SURVEILLANCE INFD - INF DISEASE CNTL FOR REFUGEES JWRE - JAIL WORK RELEASE EXAMINATIONS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY STTT - SEXUALLY TRANSMITTED DISEASE TBSS - TUBERCULOSIS SERVICES $ 13,095,837 392,644 33,711 149,261 630,064 22,942 487,305 7,536,550 2,110,904 1,732,456 $ 12,780,125 435,907 27,205 156,783 448,649 19,572 683,368 6,539,387 2,001,298 2,467,956 $ 12,112,117 365,282 26,879 196,116 599,275 19,572 464,899 5,893,354 2,152,867 2,393,873 $ 13,196,186 349,669 29,497 241,291 540,014 16,970 358,630 7,443,878 2,182,002 2,034,235 $ 15,218,058 328,849 30,000 174,274 790,918 19,417 552,099 7,758,734 2,446,133 3,117,634 $ (3,105,941) 36,433 (3,121) 21,842 (191,643) 155 (87,200) (1,865,380) (293,266) (723,761) -25.6% 10.0% -11.6% 11.1% -32.0% 0.8% -18.8% -31.7% -13.6% -30.2% 86IS - IMMUNIZATION SERVICES ADIM - ADULT IMMUNIZATIONS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION PPIC - PRIVATE PROVIDER IMMUNIZATION $ 6,431,721 377,801 6,053,920 - $ 6,918,422 380,688 6,475,803 35,881 26,050 $ 7,394,241 373,524 6,994,667 26,050 $ 7,300,070 340,549 6,946,499 13,022 $ 7,001,178 346,084 6,655,094 - $ 393,063 27,440 339,573 26,050 100.0% 86NR - NUTRITION CMNR - COMMUNITY NUTRITION WICC - WOMEN INFANTS & CHILDREN (WIC) $ 8,718,322 872,823 7,845,499 $ 8,303,701 927,536 7,376,165 $ 8,324,771 906,100 7,418,671 $ 8,013,090 654,980 7,358,110 $ 8,134,296 738,651 7,395,645 $ 190,475 167,449 23,026 2.3% 18.5% 0.3% 86OH - ORAL HEALTH DEIS - DENTAL INSURANCE DSIS - DENTAL SURVEILLANCE DTSL - DENTAL SEALANTS ORAL - ORAL HEALTH TOBACCO USE $ 531,888 39,806 14,996 442,352 34,733 $ 581,284 48,414 495,518 37,352 $ 582,887 50,324 493,813 38,750 $ 596,632 42,093 33,986 482,982 37,571 $ 514,576 50,454 34,000 391,783 38,339 $ 68,311 (130) (34,000) 102,030 411 11.7% -0.3% 99AS - ADMINISTRATIVE SERVICES PROG 99IT - INFORMATION TECHNOLOGY PROGRAM 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ 1,166,878 699,755 1,668,107 52,777,640 $ $ $ $ 2,234,616 911,107 1,767,666 54,127,904 $ $ $ $ 2,529,674 923,368 1,767,666 54,865,146 $ $ $ $ 2,319,207 1,156,067 1,767,666 54,240,935 $ $ $ $ 3,390,913 923,901 1,768,476 59,773,722 $ $ $ $ (861,239) (533) (810) (4,908,576) -34.0% -0.1% 0.0% -8.9% 605 5.3% 7.3% 4.9% 20.7% 1.1% Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE OTHER FINANCING SOURCES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 39,453,600 3,177,733 48,711 483,291 43,163,336 $ 24,837,850 13,766,793 11,794,059 2,215,637 163,302 52,777,640 $ $ $ FY 2005-06 REVISED 41,458,518 3,437,541 2,050 45,000 44,943,109 $ 28,487,176 12,714,165 10,858,494 1,812,666 255,403 54,127,904 $ $ $ FY 2005-06 PROJECTED 41,416,365 3,437,541 2,050 45,000 44,900,956 $ 29,326,290 12,413,536 11,057,251 1,812,666 255,403 54,865,146 $ $ $ FY 2006-07 ADOPTED 42,005,856 3,468,513 30,865 45,000 45,550,234 $ 27,300,299 13,913,030 10,972,983 1,812,666 241,958 54,240,935 $ $ $ ADOPTED TO REVISED VARIANCE % 44,056,173 3,600,172 1,100 45,000 47,702,445 $ 32,900,051 13,096,407 11,822,827 1,743,440 210,997 59,773,722 $ $ $ 2,639,808 162,631 (950) 2,801,489 6.4% 4.7% -46.3% 0.0% 6.2% (3,573,761) (682,871) (765,576) 69,226 44,406 (4,908,576) -12.2% -5.5% -6.9% 3.8% 17.4% -8.9% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS ALL FUNDS EXPENDITURES 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 3,096,082 40,067,255 43,163,336 $ 7,119,410 3,094,151 42,564,080 52,777,640 $ $ $ FY 2005-06 REVISED 3,350,761 41,592,348 44,943,109 $ 8,788,496 3,747,060 41,592,348 54,127,904 $ $ $ FY 2005-06 PROJECTED 3,350,761 41,550,195 44,900,956 $ 9,080,045 3,747,060 42,038,041 54,865,146 $ $ $ FY 2006-07 ADOPTED 3,358,884 42,191,350 45,550,234 $ 8,560,764 3,663,115 42,017,057 54,240,935 $ $ $ ADOPTED TO REVISED VARIANCE % 3,523,807 44,178,638 47,702,445 $ 12,074,428 3,520,656 44,178,638 59,773,722 $ $ $ 173,046 2,628,443 2,801,489 (2,994,383) 226,404 (2,140,597) (4,908,576) 5.2% 6.3% 6.2% -33.0% 6.0% -5.1% -8.9% Personnel by Fund 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS TOTAL FUNDS FY 2005-06 ADOPTED 120.86 48.19 381.28 550.33 FY 2005-06 REVISED 140.21 44.57 373.72 558.50 *Note: Explanation of the variance is on the following page. 606 FY 2006-07 ADOPTED 162.96 42.57 381.93 587.46 ADOPTED TO REVISED VARIANCE % 22.75 16% (2.00) -4% 8.21 2% 28.96 5% Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Variances Variance Comments ALL STAFFING 29.0 Total Net Increase ADMINISTRATIVE SPECIALIST 3.0 1 FTE for West Nile Virus (WNV) RIR; 2 FTEs for Sexually Transmitted Disesase (STD) Testing and Treatment RIR ADMIN/OFFICE SUPPORT COMMUNITY SVCS SPECIALIST 2.0 1.0 1 Grant Fund FTE for HIV Counseling & Testing (50%) and HIV Surveillance (50%) Activities; 1 FTE for STD Testing and Treatment RIR 1 Grant Fund FTE for HIV Counseling & Testing Activity CONTRACT ADMINISTRATOR (1.0) Elimination of 1 General Fund FTE to support a Purchasing Supervisor in Procurement Activity DIETITIAN EPIDEMIOLOGIST FINAN/BUSINESS ANALYST 0.4 1.0 1.0 1 Grant Fund FTE in Women, Infants and Children Activity should only be 0.6 FTE not 1 FTE. Need to adjust salary savings. I Grant Fund FTE for Tuberculosis Services Activity 1 General Fund FTE added in Department Administration HEALTH EDUCATOR (0.5) 1 Grant Fund FTE in Women Together for Health Activity is reduced to 0.5 FTE HEALTH SERVICES AIDE (0.3) 1 Grant Fund FTE for Women, Infants and Children (99%) and Community Nutrition (1%) Activities is reduced to 0.7 FTE INFECTION CONTROL SPEC 10.0 6 General Fund FTEs for STD Testing and Treatment RIR; 2 Grant Fund FTEs in HIV Surveillance; 1 Grant Fund FTE in HIV Counseling & Testing; and transfer of 1 Grant Fund FTE HIV Surveillance (which was not budgeted in FY06) to General Fund. MANAGING PHYSICIAN MEDICAL ASSISTANT (0.2) 2.0 1 FTE in Office of the Director Activity is reduced to 0.6 FTE and 0.75 FTE in Planning and Training Activity is increased to 1 FTE. 2 General Fund FTEs for STD Testing and Treatment RIR NURSE 3.0 1 General Fund FTE for WNV RIR and 2 new Grant Fund FTE in Tuberculosis Services Activity NURSE PRACT/PHYS ASST PHYSICIAN 2.0 0.5 2 FTEs for STD Testing and Treatment RIR; 1 FTE for Tuberculosis Services Activity; Elimination of 1 FTE in FY07 in STD Testing and Treatment Activity in order to support Infection Control Specialist position 0.5 FTE for Tuberculosis Services Activity PRGRM COORDINATION SPEC 2.0 2 General Fund FTEs for grants specialist positions in Procurement Activity PROGRAM MANAGER PURCHASING SPECIALIST 2.0 1.0 1 Grant Fund FTE in Planning and Training Activity; 1 New Grant Fund FTE in HIV Counseling and Testing Activity 1 FTE in Financial Services Activity Base Adjustments • Grant Awards ($2,741,833; $1,286,705): Grant revenues and expenditures are increased by $2,741,833 and $1,286,705 respectively. The greatest increases in both revenue and expenditure are in Services for People with HIV/AIDS, Public Health Pharmacy, and Planning and Training Activities. • Non-Recurring Expenditures from Public Health Fees Fund Balance ($15,035): $15,035 will be spent from Public Health Fees Fund Balance for Q-Matic and phone systems for Vital Certificates and Records Activities. 607 Maricopa County, Arizona FY 2006-07 Recommended Budget • Departmental Strategic Plans and Budgets Public Health Executive Positions in the Office of the Director and Family Health Partnerships ($637,601): Net increase of $738,548 in General Fund for the Office of the Director Activity and $24,002 for the Family Health Partnerships Activity to support the following executive positions: o Executive Director ($7,790) o Deputy Medical Director ($214,374) o Medical Director ($226,724) o Community Health Services Administrator ($124,592) o Professional and Technical Services Administrator ($128,712) o Risk Management Supervisor ($36,356) o Preventive Health Services Administrator ($24,002) These increases are offset by the reductions of $124,949 in the Office of the Director Activity. • Nurse Market Adjustment ($438,325): Increase General Fund by $438,325 to support market salary adjustments for nurses in the following Activities: o Childhood Immunization Activity ($191,106) o Family Health Partnerships Activity ($15,211) o General Health Surveillance Activity ($27,108) o Health and Disease Statistics Activity ($35,031) o Sexually Transmitted Disease Testing and Treatment Activity ($34,518) o Tuberculosis Services Activity ($89,027) o Newborn Intensive Care Activity ($46,324) • Grants/Contracts Positions in Procurement ($202,840): Increase $202,840 in General Fund for the Procurement Activity to fund two Grants/Contract Specialist positions and one Grants/Contract Supervisor position based on the organizational restructuring plan of the Department’s Finance Division. • Staffing Increase in Tuberculosis Services Activity ($194,152): Increase $194,152 in General Fund for Tuberculosis Services Activity to support one Nurse Practitioner/Physician Assistant and 0.5 Physician positions. These positions are needed to perform tasks under new requirements for Tuberculosis Services. • Birth and Death Certificates Activity Revenue Increases ($173,046): Increased revenue in Public Health Fees Fund by $173,046 compared to FY 2005-06 Revised with the majority of increase generated by the Birth and Death Certificates Activity. • FY 2005-06 and FY 2006-07 Pay for Performance ($134,081): Increased expenditure of Public Health Fees Fund by $134,081 for FY 2005-06 and FY 2006-07 Pay for Performance across all Activities in the Department. The projected increase in revenue in Public Health Fees Fund is sufficient to cover this increase in Pay for Performance. • Shift of Grant Fund to General Fund in Public Health Pharmacy Activity ($117,585; $113,390): Shift $113,390 from Grant Fund to General Fund with an additional increase in expenditure of $4,195 in General Fund for Public Health Pharmacy Activity to maintain a departmental pharmacy as a result of the elimination of the Ryan White Title I Grant Fund to support this Activity. This adjustment transfers the funding source of a Pharmacy Manager position from Grant Fund to General Fund, increases FTE rate of a Pharmacist position from 65% to 100% General Fund, and changes the hourly salary from $49.00 to $50.94. All other related costs for the pharmacy are included. 608 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health • Medical Technologist Market Adjustment in Public Health Laboratory Activity ($69,800): Increased expenditures of $69,800 in the General Fund to support FY 2006-07 market adjustments for Medical Technologists in Public Health Laboratory Activity. • Q-Matic and Phone Systems for Vital Certificates and Records Activities ($38,965): Increase non-recurring expenditure by $38,965 in Public Health Fees Fund for Q-Matic and phone systems for Vital Certificates and Records Activities. • 11% Transfer for On- Call Physician for Health and Disease Statistics Activity from Public Health Fee Fund to Public Health General Fund ($0): Allocate 11% of on-call Clinical Services Medical Director for Health and Disease Statistics Activity ($18,186) from Public Health Fee Fund to Grant Fund based on the functions performed by the Medical Director and the funding source available within the Activity. Designations Designation of $634,000 in Public Health Fees Fund Balance 265 for anticipated construction of a new facility to house vital records. Results Initiatives The following Results Initiatives are for FY 2006-07: • West Nile Virus (WNV) Surveillance - $198,200 ($0 annualized) General Fund: Initiative funds 2 additional FTEs – 1 Nurse Epidemiologist and 1 Administrative Assistant - to continue the response to WNV illnesses and deaths. With the additional funding, the County will review a greater number of disease cases or avoided deaths and reduce number of adverse outcomes due to proper surveillance and disease control. This is a one-year cost only and may change in FY 2007-08 depending on the trajectory of the WNV epidemic. OMB recommends the Department to restructure Activities and update performance measures to provide appropriate accountability. • Sexually Transmitted Disease (STD) Testing and Treatment - $751,045 ($726,545 annualized) General Fund: Initiative adds 13 new FTEs for the Sexually Transmitted Disease Testing and Treatment Activity as follows: • • • • • 2 Nurse Practitioner/Physician Assistants 2 Medical Assistants 6 Communicable Disease Investigator 2 Surveillance Staff, 1 Medical Records Technician Initiative also converts 1 Medical Records Technician FTE from a temporary into a regular position. Additional staffs will provide effective and appropriate STD services to prevent the spread of STD as demand for service is increased. With the additional funding, the STD Activity would be able to fulfill its mandate to prevent STDs as required by the Arizona Revised Statutes, and provide the level of service needed to meet community demand and to effectively prevent and control STDs. Expected Result: This initiative will enable testing and treatment of 609 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health additional 2,760 clients. Overall, 44.2% of clients in demand will receive services at clinic and outreach sites. Reconciliation General Fund (100) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 8,788,496 $ - MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance $ 176,441 $ - $ 8,964,937 $ - $ $ $ 112,869 125,730 2,229 240,929 481,757 $ - FY 2006-07 BUDGET TARGET: $ 9,446,694 $ - BASE ADJUSTMENTS: Executive positions in the Office of the Director and Family Health Partnerships Activities $ 637,601 $ - FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance Subtotal Nurse Market Adjustment in Various Activities 438,325 - Grants/Contract Positions in the Procurement Activity 202,840 - 194,152 117,585 69,800 - Staffing Increase in Tuberculosis Services Activity Shift of Grant Fund to General Fund in Public Health Pharmacy Activity Medical Technologist Market Adjustment in Public Health Laboratory Activity 11% Transfer for On-Call Physician for Health and Disease Statistics Activity from Public Health Fee Fund Subtotal $ 18,186 1,678,489 $ - FY 2006-07 RECOMMENDED BASE: $ 11,125,183 $ - RESULTS INITIATIVES: West Nile Virus Sexually Transmitted Disease $ $ $ 198,200 751,045 949,245 $ - $ 12,074,428 $ - Subtotal FY 2006-07 ADOPTED BUDGET: 610 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Public Health Special Fees (265) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 3,747,060 $ 3,350,761 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance Annualization of FY 2006 Initiatives FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Non-Recurring Expenditures from Public Health Fees Fund Balance $ FY 2005-06 and FY 2006-07 Pay for Performance Q-Matic and Phone System for Vital Certificates and Records Activities Birth and Death Certificates Activity 11% Transfer for On-Call Physician for Health and Disease Statistics Activity to Public Health General Fund Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 3,747,060 $ 3,350,761 35,879 $ 28,037 (134,081) (396,400) 7,066 63,200 (396,299) $ - 3,350,761 $ 3,350,761 15,035 134,081 38,965 - $ 173,046 (18,186) 169,895 $ - 3,520,656 $ 3,523,807 Expenditure from Public Health Special Fees (265) Fund Balance Est. Avail. Fund Balance Fund Summary of Request Public Health Fees Fund Balance (265) Q-Matic and phone system for Vital Certificates and Records $ Amount Adopted 395,118 $ 15,035 Public Health Special Fees (265) Fund Balance Summary FY 2004-05 ACTUAL Beginning Fund Balance Unreserved Designations Unreserved/Undesignated Revenue Expenditures Net Operating Ending Fund Balance Unreserved/Undesignated $ FY 2005-06 ADOPTED $ $ 1,331,445 1,331,445 $ 3,096,082 $ $ 3,094,151 FY 2005-06 REVISED 1,380,540 $ (700,000) 680,540 $ 3,350,761 $ 3,747,060 $ 1,931 $ $ 1,333,376 $ 611 1,380,540 $ (700,000) 680,540 $ 3,350,761 $ 3,747,060 (396,299) $ 284,241 FY 2005-06 PROJECTED $ 1,333,349 $ (700,000) 633,349 $ 1,029,118 (634,000) 395,118 3,358,884 3,523,807 $ 3,663,115 (396,299) $ 284,241 FY 2006-07 ADOPTED $ 3,520,656 (304,231) $ 329,118 $ 3,151 398,269 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Public Health Grants (532) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 41,592,348 $ 41,592,348 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Ryan White Title I grant repayment Grant Reconciliation $ Subtotal $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: (42,153) (42,153) $ 42,038,041 $ 41,550,195 $ $ Subtotal $ 300,845 225,276 1,812 439,349 967,282 $ - $ 43,005,323 $ 41,550,195 BASE ADJUSTMENTS: Grant Increases $ Shift of Grant Fund to General Fund in Public Health Pharmacy Activity Subtotal $ FY 2006-07 ADOPTED BUDGET: 487,846 $ (42,153) 445,693 $ $ 1,286,705 $ (113,390) 1,173,315 $ 44,178,638 2,741,833 (113,390) 2,628,443 $ 44,178,638 FY 2005-06 FY 2005-06 REVISED PROJECTED (2,595,426) $ (5,729,144) $ FY 2006-07 ADOPTED (5,554,850) Public Health Grant (532) Fund Balance Summary Beginning Fund Balance $ Revenue Expenditures Net Operating $ Ending Fund Balance FY 2004-05 ACTUAL (3,232,335) $ FY 2005-06 ADOPTED (2,595,426) $ $ 40,067,255 $ 42,564,080 (2,496,825) $ 41,592,348 41,592,348 - $ (5,729,160) $ $ 41,550,195 $ 42,038,041 (487,846) $ 42,191,350 42,017,057 174,294 (2,595,426) $ (3,083,272) $ (5,554,850) $ 612 $ $ $ 44,178,638 44,178,638 (5,554,850) Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Mandates 860 PUBLIC HEALTH MANDATED EXPENDITURES 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Program Activity BIO-DEFENSE PREPAREDNESS/RESPONSE Purpose The purpose of the Bio-Defense Preparedness and Response Program is to provide a comprehensive plan for detecting and responding to a public health disaster as well as provide leadership and coordination of the Department’s response so that the Department can mount a coordinated, rapid and appropriate response. BIO-DEFENSE INTELLIGENCE The purpose of Bio-Defense Intelligence Gathering is to conduct disease surveillance so that the Maricopa County Department of Public Health (MCDPH) can mount a coordinated, rapid and appropriate response to any natural or intentional biological event, disease outbreak, or other public health disaster threatening the health and safety of Maricopa County residents. The purpose of Planning and Training is to provide readiness assessment, preparedness and response planning and training to the Maricopa County Department of Public Health (MCDPH) and to the Health and Human Services (HHS) Constellation partners and other identified partners so that they can be fully prepared and responsive to a public health disaster or emergency. The purpose of the Community Development Program is to provide facilitation and resources to communities at risk in Maricopa County so that they can reduce disease. A.R.S. § 36-136; A.R.S. § 781790; A.R.S. § 661-669 The purpose of HIV Community Education is to provide meetings of HIV prevention agencies in Maricopa County so that they may coordinate efforts to better serve the community. The purpose of HIV/AIDS Services Planning Council Support is to provide facilitation of fulfilling all legislatively mandated roles and responsibilities of the Planning Council so that the Planning Council effectively meets the needs of those living with HIV/AIDS. NONE The purpose of Minority and Community Health is to provide public health resources to communities of color who are at greater risk of disease, so that disease disparities can be reduced. The purpose of HIV/HCV Services is to provide planning, procurement, execution, and monitoring of medical, health, and support service agreements to people living with HIV/AIDS and HCV so that morbidity and mortality will be reduced and overall quality of life will be improved. The purpose of the Hepatitis Education, Prevention and Survival activity is to provide information and skills to incarcerated populations at risk for hepatitis so they can change attitudes and practices to prevent the spread of viral hepatitis. The purpose of HIV Counseling and Testing is to provide counseling and testing services for people at risk for HIV so that they can reduce the likelihood of contracting HIV or get early intervention services if infected with HIV. The purpose of HIV Prevention Activity is to provide information and skills to populations at risk for HIV so that the rate of HIV infection will be reduced in Maricopa County. NONE PLANNING AND TRAINING COMMUNITY DEVELOPMENT HIV COMMUNITY EDUCATION HIV/AIDS SERVICES PLANNING MINORITY AND COMMUNITY HEALTH HIV/HCV SERVICES HEPATITIS EDUC, PREV & SURV HIV COUNSELING & TESTING HIV PREVENTION 613 Mandate A.R.S. § 36-136; A.R.S. § 781790; A.R.S. § 661-669 ADMINISTRATIVE NONE AZ Admin Code R9-6-339; services governed by ARS §36663 and 36-664 A.R.S.§ 36-663; A.R.S.§ 36-664 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Mandates (Continued) Program Activity SERVICES FOR PEOPLE WITH HIV/A Purpose The purpose of Services for People with HIV/AIDS (Ryan White Title I) is to provide medical, health and support services to people living with HIV in the Phoenix Eligible Metropolitan Area (EMA) so that they can lead healthier, longer, and more productive lives. FAMILY HEALTH The purpose of Family Health is to provide assessment, services, and policy development leadership to families so that health disparities among women and children are reduced. The purpose of Family Health Partnerships is to provide technical assistance to local NONE programs so that they can expand their capacities to improve maternal/child health outcomes. The purpose of Family Planning is to provide affordable (low cost or free) well-women NONE health examinations and family planning services to uninsured women so that these women may plan their pregnancies and remain healthy throughout their pregnancies. FAMILY HEALTH PARTNERSHIPS FAMILY PLANNING NEWBORN INTENSIVE CARE PREGNANCY CONNECTION PARENT SUPPORT CENTER WELL WOMAN HEALTHCHECK HEALTH RELATED DATA BIRTH & DEATH CERT REGISTRN BIRTH AND DEATH CERTIFICATES HEALTH AND DISEASE STATISTICS CHRONIC DISEASE & TOBACCO CONTROL CARDIOVASCULAR DISEASE EDUC CHILD INJ PREVENT & HLTH EDUCN TOBACCO USE EDUCATION WOMEN TOGETHER FOR HEALTH HEALTHCARE FOR HOMELESS INDIVIDUALS PRIMARY CARE CLINIC-HOMELESS The purpose of the Newborn Intensive Care Activity is to provide in-home nursing visits and case management services to families of babies who were critically ill at birth so that the physical, developmental, social and environmental status of these babies is improved. The purpose of the Pregnancy Connection activity is to provide intervention and prevention services to uninsured pregnant adolescents/women so that access to early prenatal care is increased and babies are born healthy. The purpose of the Parent Support Center is to provide parenting education and supportive services to families so that child abuse and domestic violence is prevented and families are healthier. The purpose of the Well Woman Healthcheck is to provide increased access to preventive health services to uninsured older women so that there is earlier detection of breast and cervical cancer. The purpose of Health Related Data is to provide accurate and timely data and documents to members of the public and service providers so that they have relevant information for disease detection, disease prevention, and legal documentation. Mandate *Technically not a mandated service, but US Public Laws 101381, 104-146, and 106-345 provide emergency assistance to eligible EMAs. Only the local health department may apply, receive, and administer funds. NONE NONE NONE NONE The purpose of the Birth and Death Records Activity is to record pertinent information about births and deaths in Maricopa County for public health professionals so that they can quickly and accurately detect disease and death patterns. ARS §36-186 (related to annual reporting); AZ Admin Code R9-19104. Services governed by R9-19 and ARS §36-302, 322, 327, 329, 338 The purpose of the Birth and Death Certificates activity is to provide copies of birth and ARS §36-186 (related to annual death certificates on request to private individuals who are entitled to have them so that reporting); AZ Admin Code R9-19they can conduct their personal business in a timely manner. 104. Services governed by R9-19 and ARS §36-302, 322, 327, 329, 338 The purpose of Health and Disease Statistics (Epidemiology) is to provide information ARS §36-186 (related to annual and training regarding population health status as well as epidemiologic and data reporting); 36-621; AZ Admin methods and procedures to other Public Health divisions, County departments, and the Code R9-6-202, 302 public at large so that they can productively use accurate data to implement and evaluate health-related interventions. The purpose of Health Education is to provide prevention education to people living in Maricopa County so that healthy behaviors are increased and the incidence of disease is reduced. The purpose of Cardiovascular Disease Education is to provide education and motivation NONE to students in grades four through eight to increase their physical activity now, and throughout their lives. The purpose of Childhood Injury Prevention and General Health Education is to educate NONE people on child safety issues and distribute child safety devices to low income children in Maricopa County so that the rate of unintentional injuries and deaths may be reduced. The purpose of the Maricopa County Tobacco Use Prevention activity is to provide NONE leadership, direction, education and support to all residents of Maricopa County so they can live in tobacco-free communities. The purpose of the Women Together for Health activity is to provide education, NONE motivation and support to women of childbearing years so that they can make positive changes to improve their health. The purpose of Healthcare for Homeless Individuals is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so that an optimal level of health can be achieved. The purpose of the Primary Care Clinic for the Homeless is to provide integrated primary NONE care, medical and behavioral health services, in a holistic manner for homeless persons of Maricopa County so that an optimal level of function is achieved. 614 Maricopa County, Arizona FY 2006-07 Recommended Budget Departmental Strategic Plans and Budgets Public Health Mandates (Continued) Program Activity INFECTIOUS DISEASE CONTROL & TREATMENT GENERAL HEALTH SURVEILLANCE HANSEN'S DISEASE HIV SURVEILLANCE INF DISEASE CNTL FOR REFUGEES JAIL WORK RELEASE EXAMINATIONS PUBLIC HEALTH LABORATORY PUBLIC HEALTH PHARMACY SEXUALLY TRANSMITTED DISEASE TUBERCULOSIS SERVICES Purpose Mandate The purpose of Infectious Disease Control and Treatment is to provide clinical, outreach, and community-based interventions to defined populations and communities in order to prevent sexually transmitted diseases and tuberculosis, and promote the health of the community. The purpose of General Health Surveillance is to provide investigations of all cases of ARS §36-186 (related to annual communicable diseases to residents of Maricopa County so that the sources of disease reporting); 36-621; AZ Admin can be identified and the spread of infectious diseases can be controlled. Code R9-6-202, 302 The purpose of Hansen’s Disease Services is to provide medical services to individuals suspected or confirmed with Hansen’s Disease (also known as leprosy) so that they prevent the development of debilitating conditions due to lack of or inappropriate treatment of the disease. The purpose of HIV Surveillance is to provide verification and follow-up to reported and suspected cases of HIV and AIDS so that spread of HIV will be reduced in the community. The purpose of Infectious Disease Control for Refugees is to provide necessary communicable disease screening and treatment to newly-arrived refugees to Maricopa County so that the community experiences better total health and the spread of disease is prevented. The purpose of Jail Work Release Examinations is to provide screening for communicable diseases and basic physical exam to incarcerated individuals to determine their suitability for placement in outdoor incarcerated work release living environment. The purpose of the Laboratory is to provide client testing for Public Health clinics so that they will receive their results quickly and at great cost savings. The purpose of the pharmacy is to provide medications for Public Health programs and clients so that they can get cost savings on expensive medications. NONE The purpose of STD Testing and Treatment is to provide testing, treatment, and followup to people at risk for developing a STD (other than HIV) so that they may be disease free. The purpose of Tuberculosis Services is to provide identification, prevention, and treatment of individuals with active tuberculosis and their contacts, so that they are free of tuberculosis and the spread of TB in the community is reduced. AZ Admin Code R9-6-312; R9-6330; R9-6-368 IMMUNIZATION SERVICES The purpose of Immunization Services is to provide immunizations to eligible children and adults so that vaccine-preventable diseases can be prevented in Maricopa County. ADULT IMMUNIZATIONS The purpose of Adult Immunizations is to provide the recommended or required immunizations to individuals planning to travel outside the United States or to meet immunizations requirements in the United States so that they can experience better total health through prevention activities. The purpose of Childhood Immunizations is to provide immunizations to children 0 to 18 and education to parents, guardians, and day care and school staff to reduce/eliminate the transmission of vaccine preventable diseases. The purpose of Immunization Education is to provide classes to immunization providers in the community so that there will be an increase in immunization coverage rates for their clients (0-2 years old). The purpose of the Nutrition Program is to provide services, resources and referrals to residents of Maricopa County so that they will be empowered to realize, attain, and achieve food security and implement nutritional practices associated with disease reduction and optimal health. The purpose of Community Nutrition is to build community partnerships to provide nutrition programs, resources and referrals for the residents of Maricopa County so that they can implement nutrition and lifestyle practices to improve health, reduce chronic disease risks, and decrease barriers to food security. The purpose of WIC is to provide supplemental food and nutrition education for pregnant, breastfeeding, postpartum women, infants & children (up to age five) so that they adopt lifetime nutrition habits for better nutritional/health status. The purpose of Oral Health is to provide education, preventive, and treatment services to targeted children, adults and healthcare providers so that oral disease is detected, reduced, and oral health is enhanced. The purpose of Dental Insurance is to provide access to dental insurance benefits for low income people in Maricopa and Pinal Counties so they have the opportunity to receive dental services when needed. The purpose of Dental Surveillance is to provide disease monitoring services to schools in Maricopa County so that oral health needs can be determined and addressed. CHILDHOOD IMMUNIZATIONS IMMUNIZATION EDUCATION NUTRITION COMMUNITY NUTRITION WOMEN INFANTS & CHILDREN (WIC) ORAL HEALTH DENTAL INSURANCE DENTAL SURVEILLANCE DENTAL SEALANTS AZ Admin Code R9-6-339 NONE NONE NONE NONE ARS §36-717; ARS §36-718-738 and AZ Admin Code R9-6-373 contain governing mandates R9-6-701; R9-6-107 ARS §36-671-674; AZ Admin Code R9-6-703 ARS §36-673 mandates training of school nurses upon request NONE NONE NONE NONE The purpose of Dental Sealants is to provide dental sealants to uninsured, AHCCCSNONE and KidsCare-eligible second and sixth grade students in Maricopa County so that they experience less tooth decay. 615 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Research and Reporting, Appointed Research and Reporting Analysis by Tara Acuña, Management & Budget Analyst Departmental Information Organizational Chart County Manager Deputy County Manager Research & Reporting Ken Andersen, Director Survey Research and Administration Mission The mission of the Research & Reporting Department is to provide survey data services to county managers so they can more effectively manage for results using statistically reliable data. Strategic Goals • By July 2006, establish and/or identify an oversight, review and evaluation mechanism for each County Sponsored Survey. Status: The Managing for Results unit within OMB and Research and Reporting are working collaboratively to develop and align procedures for each of the four surveys. County sponsored surveys are developed based on Managing for Results and other County-wide initiatives. OMB recommends this goal be removed from the department’s plan if it is completed, or updated as it will be out of date in FY 2006-07. The department should be able to meet this goal on time. • By July 2006, develop and implement a succession plan to assure continuity of services provided by Research and Reporting. Status: Research and Reporting is exploring the possibility of joining Human Resources in the proposed mentoring/cross-training program. This goal may not be attainable by the deadline; OMB recommends the department updates the time frame of this goal to reflect a more appropriate completion date. • By July 2006, develop a long term plan with MIHS and other outside agencies that have used Research and Reporting services in the past. Status: Research and Reporting has been in contact with Maricopa Integrated Health Systems (MIHS) and Arizona Department of Economic Security (AZDES) and is working towards establishing agreements for services. OMB 616 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Research and Reporting, Appointed recommends this goal be removed from the department’s plan if it is completed, or updated as it will be out of date in FY 2006-07. The deadline for this goal may need to be pushed back since agreements have not yet been made. Department Performance Information The County Sponsored Surveys Services Activity comprises 78% of Research and Reporting’s budget in FY 2006-07. Historical performance data for this activity and commentary on significant variances is included below. 14,000 $30.00 12,000 $25.00 10,000 $20.00 8,000 $15.00 6,000 $10.00 4,000 Cost/Interview # of Interviews County Sponsored Surveys Activity Performance $5.00 2,000 0 $0.00 FY 2004-05 ACTUAL FY 2005-06 PROJECTED Demand Output FY 2006-07 ADOPTED Cost Per Interview The projected cost per interview in FY 2005-06 is low due to the department’s staffing at less than the anticipated complement. The department anticipates completing the same number of interviews with a full staff complement. While this will increase the cost per interview, it should also result in improved customer service. County Department Contracted Surveys 02/03 03/04 04/05 2,000 1,997 2,571 2,107 3,000 2,500 2,000 1,500 1,000 500 - 1,040 (not including MIHS/Health Plans) 05/06 *06/07 Fiscal Year *Projected In addition to the County Sponsored Surveys, Research and Reporting provides services to County departments. The graph above reflects the services provided from FY 2002-03 to FY 2006-07. 617 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Research and Reporting, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 46RR - RESEARCH AND REPORTING $ OACS - OUTSIDE AGENCY CONTRACT SURVEY SURV - COUNTY SPONSORED SURVEYS TOTAL PROGRAMS $ EXPENDITURES 46RR - RESEARCH AND REPORTING $ CDCS - COUNTY DEPT CONTRACTED SURVEYS OACS - OUTSIDE AGENCY CONTRACT SURVEY SURV - COUNTY SPONSORED SURVEYS 99AS - ADMINISTRATIVE SERVICES PROG $ 99GV - GENERAL GOVERNMENT $ TOTAL PROGRAMS $ 118,483 118,483 118,483 250,675 35,257 47,832 167,586 106,541 357,216 FY 2005-06 ADOPTED $ FY 2005-06 REVISED - $ $ 259,260 7,586 251,674 71,546 330,806 $ $ $ $ FY 2005-06 PROJECTED - $ $ 268,218 268,218 62,588 330,806 $ $ $ $ FY 2006-07 ADOPTED 20,085 20,000 85 20,085 $ $ 292,361 74,358 18,272 199,731 76,618 20,132 389,111 $ $ $ $ - $ $ $ $ $ ADOPTED TO REVISED VARIANCE % $ - $ 271,209 271,209 77,863 349,072 $ $ $ $ (2,991) (2,991) (15,275) (18,266) -1.1% -1.1% -24.4% -5.5% Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 118,483 118,483 $ 301,391 4,590 17,860 31,636 1,738 357,216 $ - $ 204,019 11,000 79,547 34,502 1,738 330,806 $ $ $ FY 2005-06 REVISED - $ 204,019 11,000 79,547 34,502 1,738 330,806 $ $ $ FY 2005-06 PROJECTED $ $ FY 2006-07 ADOPTED 20,000 85 20,085 $ 323,151 10,836 19,173 34,502 1,449 389,111 $ - $ $ $ 321,754 5,998 19,580 1,740 349,072 $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 117,735 (5,002) (59,967) (34,502) 2 18,266 57.7% -45.5% -75.4% -100.0% 0.1% 5.5% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 100 GENERAL FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % ALL FUNDS $ $ 118,483 118,483 $ $ - $ $ - $ $ 20,085 20,085 $ $ - $ $ ALL FUNDS $ $ 357,216 357,216 $ $ 330,806 330,806 $ $ 330,806 330,806 $ $ 389,111 389,111 $ $ 349,072 349,072 $ $ EXPENDITURES 100 GENERAL (18,266) (18,266) -5.5% -5.5% Personnel by Fund 100 GENERAL 260 RESEARCH & REPORTING TOTAL FUNDS FY 2005-06 ADOPTED 0.00 7.25 7.25 FY 2005-06 REVISED 0.00 7.25 7.25 FY 2006-07 ADOPTED 6.50 0.00 6.50 ADOPTED TO REVISED VARIANCE % 6.50 -7.25 -1.00 -0.75 -0.10 Department deleted .75 FTE in its budget submission. Base Adjustments Revenues and expenditures from the Research and Reporting Fund (260) have been restated to the General Fund (100) for FY 2006-07. 618 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Research and Reporting, Appointed Expenditures • Increase to Internal Service Charges ($9,000): An adjustment of $9,000 was made to internal service charges impacting all activities to align with current and historical spending patterns. • Decrease to County Sponsored Survey Activity (-$9,000): The adopted budget decreases Temporary pay and benefits in the amount of (-$9,000) in the County Sponsored Survey Activity to reflect a funding level which would support the anticipated demand for this service. Reconciliation General Fund (100) Appropriated Budget EXPENDITURES REVENUE $ - $ FY 2005-06 ADOPTED BUDGET: FY 2005-06 REVISED BUDGET: Restatements FY 2005-06 REVISED RESTATED BUDGET: $ - 330,806 330,806 $ $ Subtotal $ 1,385 4,121 25 3,835 8,900 18,266 $ - FY 2006-07 BUDGET TARGET: $ 349,072 $ - Increase to Internal Services charges Decrease to County Sponsored Surveys Activity FY 2006-07 ADOPTED BUDGET: $ 9,000 $ (9,000) 349,072 $ - $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance $ $ 619 $ - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Research and Reporting, Appointed Mandates 460 RESEARCH AND REPORTING MANDATED EXPENDITURES 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 FY 2004-05 ACTUAL SPECIAL REVENUE FUNDS MANDATED SPECIAL REVENUE FUNDS NON-MANDATED COUNTY DEPT CONTRACTED SURVEYS OUTSIDE AGENCY CONTRACT SURVEY COUNTY SPONSORED SURVEYS FY 2006-07 ADOPTED GENERAL FUND NON-MANDATED Program Activity RESEARCH & REPORTING STUDY DESIGN FY 2005-06 PROJECTED GENERAL FUND MANDATED Purpose The purpose of the Research And Reporting Program is to provide survey data services to county managers and external agencies so they can have statistically valid data upon which to base informed decisions. The purpose of the County Department Contracted Surveys Activity (CDCS) is to provide survey data to county agencies and departments so they have statistically valid data upon which to base informed decisions. The purpose of the Outside Agency Contracted Surveys Activity is to assist other government and/or non-profit agencies with their survey data needs so that Maricopa County and its residents can benefit from the data collected. The purpose of the County Sponsored Surveys Activity is to collect data from employees and customers and develop reports for County Management so they have statistically valid data upon which to base informed decisions. The purpose of the County Sponsored Surveys Activity is to collect data from employees and customers and develop reports for County Management so they have statistically valid data upon which to base informed decisions. 620 Mandate NONE NONE NONE NONE Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Risk Management, Appointed Risk Management Analysis by Cynthia Goelz, Management & Budget Coordinator Departmental Information Organizational Chart County Manager Chief Financial Officer Risk Management Risk Management Peter Crowley, Manager Peter Crowley, Manager Administration Safety & Loss Control Environmental Liability Management Claims and Insurance Mission The mission of the Risk Management Department is to provide loss prevention and control programs and direction, insurance, environmental and claims management services to Maricopa County departments, districts and Trust members to reduce or eliminate losses. Vision The Risk Management Department will be recognized as a leader and relied upon for a countywide risk management philosophy and culture. Strategic Goals • By June 30, 2006, Risk Management will have in place a formal claims handling and reporting procedure for all Special Health Care District (SHCD) claims. Risk Management will establish a monthly reporting review program for SHCD by December 1, 2005. Status: Risk Management is working with Special Health Care District (SHCD) on a claims handling and reporting procedure. It should be in place by the end of the third quarter of FY 05-06. Risk Management and the SHCD meet monthly to jointly review claims. The FY 2006-07 budget request will have an impact on this goal as well as the key result of “Percent of Claims Closed”. OMB recommends this goal be removed from the department’s plan if it is completed, or updated as it will be out of date in FY 2006-07. • Risk Management will complete, by September 30, 2006, an analysis of the costs and benefits of bringing workers compensation claims adjusting work in-house. Status: This analysis will be completed on time. Should the analysis indicate a reduced cost or enhanced benefit associated with in-sourcing this function as evidenced by an increase in the percent of claims closed and the percent of exposure covered, the department will seek to implement this initiative. 621 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Risk Management, Appointed • By December 1, 2006, Risk Management will work with Human Resources to reach a solution to the issue of access to employee information needed to process workers' compensation and unemployment claims. Status: Risk Management has approached Human Resources on this subject, but has not yet agreed on a solution. Once this issue is resolved, claims will be resolved more quickly, resulting in an increase in the percent of claims closed. OMB recommends this goal be removed from the department’s plan if it is completed, or updated as it will be out of date in FY 2006-07. • By June 30, 2006, Risk Management will propose to County departments, districts, and Trust members' methods to establish and maintain a safety management system to reduce or eliminate losses. Status: Risk Management's safety division has an on-going procedure of proposing such a safety management system to County departments, and makes its staff available when a department seeks to establish such a system. OMB recommends this goal be redefined to focus on ways in which to increase use of, or compliance with, safety management systems as this would more directly impact the number of employees sustaining injuries. • Annually, throughout the period of any renewal for insurance coverage, Risk Management will work with the County insurance broker to obtain multiple quotes for such coverage in order to ensure that the costs to the County for coverage are competitive. Status: Risk Management continues to work with their contract insurance broker to obtain multiple quotes for desirable insurance coverage. It should be noted that the advancement of this goal is influenced by a number of factors outside the direct control of the Risk Management department including, but not limited to, the number of insurance companies willing to write the desired coverage, County claims history, and the overall insurance market. This goal and the activities that support it impact the percent of exposure covered as decisions are made regarding whether to purchase insurance or self-insure. • Annually, throughout the fiscal year, Risk Management will strive to retain experienced and valuable employees and maintain the highest level of expertise possible through strategies such as utilizing employee satisfaction surveys and internal customer satisfaction surveys to identify areas for focused improvement. Status: Risk Management continues to communicate with its staff to timely address any issues of concern. Risk Management seeks to maintain a positive work environment through professional and clear management directions and responsiveness. This positive environment will be reflected in Risk Management's services to its customers, and should continue to be reflected in customer satisfaction surveys. In FY 2004-05, the department received an overall satisfaction rating of 93%. 622 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Risk Management, Appointed Department Performance Information The Claims and Litigation Services and Safety Management Services Activities comprise 76% of Risk Management’s budget in FY 2006-07. There is no historical data available for either activity due to their measures being revised in FY 2005-06. The Claims Resolution and Litigation Management Activity measures are difficult to project due to the unpredictable nature of the number of claims filed and the type of settlement for the claim. Some claims are not settled for many years; some cost several million of dollars to settle, while others settle out of court in a timely manner and for much smaller amounts. Number of Claims Closed 2,000 1,450 1,406 1,300 1,500 949 1,000 500 2004 2005 2006** 2007** **Projected The demand and output for the Claims and Litigation Management Activity in FY 2006-07 is increasing over the projected amounts for FY 2005-06. This is representative of the trend the department has experienced over the past several years. The cost per claim was high in FY 2005-06 due to several unfavorable judgments. It is anticipated that the cost per claim will decrease in FY 2006-07 and the department has devoted additional staff resources to the claims process Claims and Litigation Management Activity Performance $16,000 3,000 $14,000 2,500 $12,000 2,000 $10,000 $8,000 1,500 $6,000 1,000 Cost/Claim # of Claims 3,500 $4,000 500 $2,000 0 $0 FY 2005-06 PROJECTED Demand Output FY 2006-07 ADOPTED Cost Per Claim The amount of personnel resources allocated to the Safety Management Activity is not changing from FY 2005-06 to 2006-07. Therefore, although the number of employees is anticipated to increase, the 623 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Risk Management, Appointed number not injured is anticipated to remain constant. The change in the cost per employee not injured is minimal, and is primarily a result of the increase in the wages and benefits costs of the staff delivering these services. 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 $50 $45 $40 $35 $30 $25 $20 $15 $10 $5 $0 FY 2005-06 PROJECTED Demand Output Cost/Employee Not Injured # of Employees Not Injured Safety Management Services Activity Performance FY 2006-07 ADOPTED Cost Per Employee Not Injured Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 75CR - CLAIMS RESOLUTION/LIT MGT PROG LGMS - CLAIMS AND LITIGATION MGMT 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75RI - RISK MGMT SELF-INSURANCE PROG TRFD - TRUST FUND ADMINISTRATION 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 75CR - CLAIMS RESOLUTION/LIT MGT PROG LGMS - CLAIMS AND LITIGATION MGMT 75EM - ENVIRONMENTAL MANAGEMENT PROG ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75RI - RISK MGMT SELF-INSURANCE PROG TRFD - TRUST FUND ADMINISTRATION 75SM - SAFETY MANAGEMENT PROGRAM SAMA - SAFETY MANAGEMENT SERVICES 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED FY 2005-06 REVISED 10,482 10,482 26,724,565 26,724,565 (113) 26,734,933 $ 23,116,120 23,116,120 23,116,120 $ 19,733,149 19,733,149 315,825 315,825 4,902,797 4,902,797 581,637 581,637 182,029 114,652 25,830,089 $ 24,154,479 24,154,479 $ 556,967 556,967 $ 444,036 444,036 $ 561,409 561,409 $ 294,675 $ 119,335 $ 26,130,901 $ $ $ $ $ 624 $ $ $ $ $ $ $ $ $ $ FY 2005-06 PROJECTED 23,116,120 23,116,120 23,116,120 $ 19,764,786 19,764,786 563,271 563,271 4,768,469 4,768,469 582,196 582,196 332,844 119,335 26,130,901 $ $ $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 1,759,857 1,759,857 3,251 3,251 23,116,120 23,116,120 24,879,229 $ 22,000,259 22,000,259 494,566 494,566 2,670,720 2,670,720 576,350 576,350 269,606 119,335 26,130,836 $ $ $ $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 21,693,174 21,693,174 5,056,826 5,056,826 26,750,000 $ 21,693,174 21,693,174 515,560 515,560 6,030,301 6,030,301 590,425 590,425 337,198 117,932 29,284,590 $ $ $ $ $ $ $ $ $ $ $ 21,693,174 21,693,174 (18,059,294) (18,059,294) 3,633,880 (1,928,388) (1,928,388) 47,711 47,711 (1,261,832) (1,261,832) (8,229) (8,229) (4,354) 1,403 (3,153,689) -78.1% -78.1% 15.7% -9.8% 8.5% 8.5% -26.5% -26.5% -1.4% -1.4% -1.3% 1.2% -12.1% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Risk Management, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 4,572,879 21,400,478 761,576 26,734,933 $ $ 1,270,312 48,662 24,371,482 114,652 24,980 25,830,089 $ $ 6,931,550 15,659,570 525,000 23,116,120 1,389,341 48,000 24,547,782 119,335 26,443 26,130,901 FY 2005-06 REVISED $ $ $ $ 6,881,937 15,709,183 525,000 23,116,120 1,547,021 48,000 24,390,102 119,335 26,443 26,130,901 FY 2005-06 PROJECTED $ $ $ $ 6,850,800 15,740,320 2,288,109 24,879,229 1,413,400 50,000 24,525,501 119,335 22,600 26,130,836 FY 2006-07 ADOPTED $ 5,911,471 20,088,529 750,000 26,750,000 $ $ 1,576,899 59,000 27,521,759 117,932 9,000 29,284,590 $ ADOPTED TO REVISED VARIANCE % $ $ $ $ (970,466) 4,379,346 225,000 3,633,880 -14.1% 27.9% 42.9% 15.7% (29,878) (11,000) (3,131,657) 1,403 17,443 (3,153,689) -1.9% -22.9% -12.8% 1.2% 66.0% -12.1% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 675 RISK MANAGEMENT ALL FUNDS EXPENDITURES 675 RISK MANAGEMENT ALL FUNDS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ $ 26,734,933 26,734,933 $ $ 23,116,120 23,116,120 $ $ 23,116,120 23,116,120 $ $ 24,879,229 24,879,229 $ $ 26,750,000 26,750,000 $ $ 3,633,880 3,633,880 15.7% 15.7% $ $ 25,830,089 25,830,089 $ $ 26,130,901 26,130,901 $ $ 26,130,901 26,130,901 $ $ 26,130,836 26,130,836 $ $ 29,284,590 29,284,590 $ $ (3,153,689) (3,153,689) -12.1% -12.1% Personnel by Fund 675 RISK MANAGEMENT TOTAL FUNDS FY 2005-06 ADOPTED 20.00 20.00 FY 2005-06 REVISED 21.00 21.00 FY 2006-07 ADOPTED 21.00 21.00 ADOPTED TO REVISED VARIANCE % 0% 0% With existing resources, the staffing in the Claims and Litigation Management Activity increased by 1 Financial Business Analyst to address increase in number of claims. Base Adjustments Revenue • Change to the Trust Fund Administration Activity Revenue (-$18,059,294): The department’s budget submission included revenues over target in the amount of $3,633,880. The adopted budget reflects the reallocation of revenue to the Claims and Litigation Management Activity from the Trust Fund Administration Activity in the amount of ($21,693,174). Historically, the department budgeted and coded all revenue to one activity. This reallocation will align revenues and expenditures by activity. The net decrease of revenue in this activity is ($18,059,294). • Increase in Revenue in the Claims Management Activity ($21,693,174): The adopted budget reflects the reallocation of revenue to the Claims and Litigation Management Activity in the amount of $21,693,174 from the Trust Fund Administration Activity. Historically, the department budgeted and coded all revenue to one activity. This reallocation will align revenues and expenditures by activity. 625 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Risk Management, Appointed Expenditures • Increase to Personnel Savings (-$48,088): The adopted budget increases Personnel Savings by (-$48,088) to 1.25 FTE, which is 6% of budgeted salary expenditures. Recent experience has been 7.5% of budgeted salaries. • Adjustments to the Claims and Litigation Activity ($617,558): The department’s budget submission included expenditures over target in the amount of $6,128,470 for the anticipated cost of claims and litigation. The adopted budget also increased expenditures for the legal costs associated with this activity in the amount of $43,088. In addition, the cost of premium expense of ($5,594,000). was reallocated from this claims activity to the Trust Fund Administration Activity. The net change of the adjustments was $617,558. • Increase to the Trust Fund Administration Activity ($5,594,000): The adopted budget includes the reallocation of insurance premium cost from the Claims and Litigation Management Activity to the Trust Fund Administration Activity, $5,594,000. Historically, the premium costs were budgeted in the Claims and Litigation Management Activity, but charged to the Trust Fund Administration Activity. OMB is recommending that the activity for budget and charges be consistent. 626 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Risk Management, Appointed Reconciliation Risk Management Fund (675) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 26,130,901 $ 23,116,120 FY 2005-06 REVISED RESTATED BUDGET: $ 26,130,901 $ 23,116,120 $ 9,765 $ 19,769 (3,103,871) 8,216 6,375 44,965 (3,014,781) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Department Budget Submission over target in th Trust Fund Administration $ Activity Reallocation of revenue from the Trust Fund Administration Activity Reallocation of revenue to the Claims and Litigation Management Activity Reallocation of resources to legal costs associated with Claims and Litigation Management Activity: Internal Service Charges (County Counsel) $111,569 Outside Legal Services ($68,481) Reallocation of premium expense from the Claims and Litigation Management Activity Reallocation of premium expense the to the Trust Fund Administration Increase to Personnel Salary Savings in all Activities Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 23,116,120 $ 23,116,120 6,168,470 $ 3,633,880 43,088 (21,693,174) 21,693,174 - (5,594,000) - 5,594,000 - (43,088) 6,168,470 $ 29,284,590 $ 3,633,880 26,750,000 Risk Management (675) Fund Balance Summary Initial Unreserved Begin Balance Designations Initial Unreserved/Undesignated Begin Balance Unreserved/Undesignated Beginning Fund Balance ADOPTED TO FY 2004-05 FY 2005-06 FY 2005-06 FY 2005-06 FY 2006-07 FY 2006-07 REVISED VARIANCE ACTUAL ADOPTED REVISED PROJECTED RECOMM. ADOPTED % $ 17,292,224 $ 18,183,575 $ 18,183,575 $ 17,620,205 $ 16,368,598 $ 16,368,598 $ (1,814,977) -10.0% (5,150,000) (5,150,000) (5,150,000) 5,150,000 -100.0% 17,292,224 13,033,575 13,033,575 12,470,205 16,368,598 16,368,598 3,335,023 25.6% 17,292,224 13,033,575 13,033,575 12,470,205 16,368,598 16,368,598 3,335,023 25.6% Revenue Expenditures Net Operating $ 26,734,933 $ 23,116,120 $ 25,830,089 26,130,901 $ 904,844 $ (3,014,781) $ 23,116,120 $ 26,130,901 (3,014,781) $ 24,879,229 $ 26,750,000 $ 26,750,000 $ 3,633,880 26,130,836 29,284,590 29,284,590 3,153,689 (1,251,607) $ (2,534,590) $ (2,534,590) 480,191 15.7% 12.1% -15.9% Unreserved/Undesignated Ending Fund Balance Unreserved Ending Fund Balance $ 17,620,207 $ 10,018,794 $ $ 17,620,207 $ 15,168,794 $ 10,018,794 $ 15,168,794 $ 11,218,598 $ 13,834,008 $ 13,834,008 $ 3,815,214 16,368,598 $ 13,834,008 $ 13,834,008 $ (1,334,786) 38.1% -8.8% The department has advised that there is a significant outstanding settlement associated with the Flood Control District. This expenditure is included in the FY 2006-07 budget and therefore, a Fund Designation is no longer necessary. 627 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Risk Management, Appointed Mandates 750 RISK MANAGEMENT MANDATED EXPENDITURES 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED INTERNAL SERVICE FUNDS MANDATED INTERNAL SERVICE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including the unpredictable nature of the number of claims filed and the type of settlement for the claim. Some claims are not settled for many years; some cost several million of dollars to settle, while others settle out of court in a timely manner and for much smaller amounts. See the Base Adjustment section above for additional detail. Program Activity CLAIMS RESOLUTION AND LITIGATION MANAGEMENT CLAIMS AND LITIGATION MGMT ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL MANAGEMENT SVCS RISK MANAGEMENT/SELF INSURANCE Purpose Mandate The purpose of the Claims Resolution and Litigation Management Program is to provide claims disposition and litigation management services to the County so they can reduce the cost of claims and expenses. ADMINISTRATIVE The purpose of the Claims and Litigation Management Activity is to provide management of claims and lawsuits and monetary collection services to the County so they can reduce the cost of claims and expenses. The purpose of the Environmental Management Program is to provide environmental technical services to the County so they can minimize or eliminate liabilities. The purpose of the Environmental Management Services Activity is to provide environmental * 40 CFR : Protection of the management services for the County so they can identify and mitigate potential liabilities. Environment ARS Title 49 (formerly Title 18) – The Environment The purpose of the Risk Management Self-Insurance Program is to provide coverage and liability reduction services to the County so they will have adequate protection of County assets. TRUST FUND ADMINISTRATION The purpose of the Trust Fund Administration Activity is to provide oversight of risk management ADMINISTRATIVE services to Maricopa County departments, districts and trust members so they can have adequate protection and coverage of assets at the most cost effective price SAFETY MANAGEMENT The purpose of the Safety Management Program is to provide safety management services to the County so they can ensure standards compliance and control and/or prevent losses. SAFETY MANAGEMENT SERVICES The purpose of the Safety Management Services Activity is to provide consultation, technical, and * 1. OSHA Compliance Requirement: training services to the County so they can ensure standards compliance and control and/or Section 5(a)(1) of the OSH Act, 2. prevent losses. OSHA TRAINING requirement: 1926.21(b)(2) T 3. 40 CFR Transportation Mandates for Commercial Drivers Licensing and Drug & Alcohol Testing. 628 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Solid Waste Management, Appointed Solid Waste Management Analysis by Jamie Rullo, Senior Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Public Works Director Solid Waste Bill Thornton, Director Administration Landfill Closure & Post- Closure, Transfer Stations Operation Waste Tire Recycling Mission The Mission of the Solid Waste Management Department is to provide an economical and environmentally sound waste management program by making waste collection and tire recycling facilities available for residents and businesses in order for the safe handling of solid waste materials and protection of the public’s health and environment. Vision Provide a range of solid waste management services including waste transfer stations, waste tire dropoff facilities, and material recovery sites for County residents and businesses, while protecting public health and environment from illegal dumping. Strategic Goals • “Waste Tire Drop-Off Facility” - By June 2007, develop a design plan and identify funding for the construction and operation of a Waste Tire Drop-Off Facility to manage waste tires in western Maricopa County. Providing this service will give waste tire generators a shorter haul to dispose of waste tires and reduce illegal dumping of waste tires. Status: A waste tire drop off facility, located at the Hassayampa Landfill, has been proposed for design, construction, and operations in the FY 2006-07 budget. 629 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Solid Waste Management, Appointed • “Household Hazardous Waste” - By June 2008, develop a design plan and identify funding for the construction and operation associated with the collection of household hazardous waste (HHW) at Maricopa County Transfer Stations by adding additional storage equipment to provide for the proper disposal of batteries, oil, paint, and antifreeze (BOPA) wastes to minimize illegal dumping of HHW. Status: Recommendations have been made and a preliminary cost evaluation has been completed; however, funding has not yet been identified. • “Illegal Dumping Clean-Up” - By June 2008, forecast expenses and identify possible sources of funding for the establishment of an Illegal Dumping Clean-up Team lead by a Program Coordinator, staffed with trained employees, and provided with equipment that will ensure clean up of illegally disposed solid wastes. Status: A county-wide effort will be coordinated to establish an illegal dumping clean-up program. Funding has yet to be identified. • “Transfer Stations” - By 2008, begin to rebuild transfer stations at Morristown and Aguila in order to provide an efficient, effective and convenient service that will assist in dissuading illegal dumping. Status: Solid Waste is proposing that the Morristown Transfer Station be rebuilt as a waste tire collection site with secondary usage as a transfer station. Department Performance Information The purpose of the Transfer Station Activity is to provide waste disposal facilities for Maricopa County residents who are not provided with private waste collection so that they can safely dispose of solid wastes. Tracking of this activity at a cost per ton basis was not implemented until a process improvement study was completed in FY 2005-06. Even then it appears that not all costs were properly reported. The FY 2005-06 budget was aligned properly with the strategic plan and it is estimated that the Solid Waste Department will be collecting refuse at a cost of $449 per ton. 1,800 500 1,600 450 400 1,400 350 1,200 300 1,000 250 800 200 600 150 400 100 200 50 0 0 FY 2004-05 ACTUAL Demand Cost/Ton of Waste Collected # of Tons of Waste Collected at Transfer Stations Waste Transfer Station Activity Performance FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost Per Ton The purpose of the Waste Tire Activity is to provide collection and disposal facilities for Maricopa County residents so waste tires will not be illegally disposed of within the County. Tracking of this 630 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Solid Waste Management, Appointed activity at a cost per ton basis was not implemented until a process improvement study was completed in FY 2005-06. Even then it appears that not all costs were properly reported. The FY 2006-07 budget was aligned properly with the strategic plan and it is estimated that the Solid Waste Department will be collecting and properly disposing of waste tires at a cost of $64 per ton. Waste Tire Activity Performance # of Tons of Waste Tires Properly Disposed 80 100,000 70 60 80,000 50 60,000 40 30 40,000 20 20,000 Cost/Ton Properly Disposed 90 120,000 10 0 0 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED Demand Output Cost Per Ton The purpose of the Landfill Post-Closure Maintenance and Monitoring Activity is to provide the necessary post-closure maintenance and monitoring services to landfills in order to protect the health and environment of the residents of Maricopa County. Tracking of this activity at a cost per site basis was not implemented until a process improvement study was completed in FY 2005-06. The FY 200607 budget shows an increase in cost per landfill from $73,962 to $82,910. This increase was due to increased personnel costs and increased cost associated with the number and type of maintenance projects. 631 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Solid Waste Management, Appointed 10 84,000 9 8 82,000 80,000 7 6 78,000 5 76,000 4 74,000 3 Cost/Closed Landfill # of Closed Landfills Landfill Post-Closure Monitoring Activity Performance 72,000 2 70,000 1 0 68,000 FY 2004-05 ACTUAL Demand FY 2005-06 PROJECTED FY 2006-07 ADOPTED Output Cost Per Closed Landfill Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 67EW - ENVIRONMENTAL WASTE MANAGEMEN ILLG - ILLEGAL DUMPING CLEAN-UP TIRE - WASTE TIRE MANAGEMENT 67WD - WASTE DISPOSAL MANAGEMENT MONT - LANDFILL POST-CLOSURE MONITOR TRAN - WASTE TRANSFER STATION 99AS - ADMINISTRATIVE SERVICES PROG TOTAL PROGRAMS EXPENDITURES 67EW - ENVIRONMENTAL WASTE MANAGEMEN HOUS - HOUSEHOLD HAZARDOUS WASTE ILLG - ILLEGAL DUMPING CLEAN-UP TIRE - WASTE TIRE MANAGEMENT 67WD - WASTE DISPOSAL MANAGEMENT MONT - LANDFILL POST-CLOSURE MONITOR TRAN - WASTE TRANSFER STATION 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ 1,361,783 37,240 1,324,543 622,404 49,500 572,904 3,511,924 5,496,111 4,323,991 115,445 (4,275) 4,212,821 62,756 (278,580) 341,336 303,216 79,308 4,769,271 FY 2005-06 ADOPTED $ $ $ $ $ $ $ $ $ 4,150,000 4,150,000 665,000 665,000 4,815,000 4,224,881 200,000 4,024,881 391,924 181,114 210,810 175,533 89,041 4,881,379 FY 2005-06 REVISED $ $ $ $ $ $ $ $ $ 632 4,150,000 4,150,000 665,000 300,000 365,000 4,815,000 4,316,699 251,768 4,064,931 384,168 226,932 157,236 194,942 89,041 4,984,850 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ 4,855,728 4,855,728 593,591 220,000 373,591 5,449,319 4,171,785 160,000 4,011,785 870,294 665,663 204,632 119,840 89,041 5,250,961 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ $ 4,840,000 4,840,000 804,500 740,000 64,500 5,644,500 6,283,609 6,283,609 1,494,142 746,188 747,954 143,135 93,863 8,014,749 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ 690,000 690,000 139,500 440,000 (300,500) 829,500 (1,966,910) 251,768 (2,218,678) (1,109,974) (519,256) (590,718) 51,807 (4,822) (3,029,899) 16.6% 16.6% 21.0% 146.7% -82.3% 17.2% -45.6% 100.0% -54.6% -288.9% -228.8% -375.7% 26.6% -5.4% -60.8% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Solid Waste Management, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES MISCELLANEOUS REVENUE OTHER FINANCING SOURCES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED FY 2005-06 REVISED 4,493,928 $ 327,747 677,536 (3,100) 5,496,111 $ 4,300,000 155,000 360,000 4,815,000 $ 522,141 45,348 3,831,982 79,308 290,492 4,769,271 589,996 66,352 3,919,021 89,041 216,969 4,881,379 $ $ $ $ $ FY 2005-06 PROJECTED 4,300,000 155,000 360,000 4,815,000 $ 660,498 66,352 3,951,990 89,041 216,969 4,984,850 $ $ $ FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % 4,962,358 $ 75,277 499,685 (88,000) 5,449,319 $ 5,100,000 104,500 440,000 5,644,500 $ 649,976 65,458 4,236,086 89,041 210,400 5,250,961 814,757 81,746 5,096,848 75,683 1,945,715 8,014,749 $ $ $ $ $ 800,000 (50,500) 80,000 829,500 18.6% -32.6% 22.2% (154,259) (15,394) (1,144,858) 13,358 (1,728,746) (3,029,899) -23.4% -23.2% -29.0% 15.0% -796.8% -60.8% 17.2% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 290 WASTE TIRE 580 SOLID WASTE MANAGEMENT ALL FUNDS EXPENDITURES 290 WASTE TIRE 580 SOLID WASTE MANAGEMENT ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 4,708,674 787,437 5,496,111 $ 4,274,599 494,672 4,769,271 $ $ $ FY 2005-06 REVISED 4,150,000 665,000 4,815,000 $ 4,075,553 805,826 4,881,379 $ $ $ FY 2005-06 PROJECTED 4,150,000 665,000 4,815,000 $ 4,103,591 881,259 4,984,850 $ $ $ FY 2006-07 ADOPTED 4,855,728 593,591 5,449,319 $ 4,051,603 1,199,358 5,250,961 $ $ $ ADOPTED TO REVISED VARIANCE % 4,840,000 804,500 5,644,500 $ 6,327,487 1,687,262 8,014,749 $ $ $ 690,000 139,500 829,500 (2,223,896) (806,003) (3,029,899) 16.6% 21.0% 17.2% -54.2% -91.5% -60.8% Personnel by Fund 290 WASTE TIRE 580 SOLID WASTE MANAGEMENT TOTAL FUNDS FY 2005-06 ADOPTED 4.25 8.75 13.00 FY 2005-06 REVISED 4.00 9.00 13.00 FY 2006-07 ADOPTED 8.00 10.00 18.00 ADOPTED TO REVISED VARIANCE % (4.00) -100% (1.00) -11% (5.00) -38% • Fund 290: Includes additional staffing for Results Initiative Requests. 1.0 FTE Public Service Representative for the Morristown Waste Tire Collection Site; 2.0 Public Service Representative FTEs for the West Valley (Hassayampa) Waste Tire Collection Site; and 1.0 Heavy Equipment Operator FTE for the West Valley Waste Tire Collection Site. • Fund 580: Includes additional staffing for Results Initiative Requests. 1.0 FTE Public Service Representative for increased hours at both the West Valley (Hassayampa) and Morristown transfer stations. Base Adjustments Fund 290 • Rent and Operating Lease Increases ($150,000): The adopted budget includes an increase of $150,000 in the Waste Tire Management activity to meet a rent payment for use of a scale house. • Decrease to Capital Purchases (-$50,438): The adopted budget includes a reduction of $50,438 in the Waste Tire Management Activity for a new vehicle purchased in FY 2005-06. 633 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Solid Waste Management, Appointed Fund 580 • Increased Expenditures in Salaries and Benefits ($163,062): The adopted budget includes an increase of $163,062 across all activities as a result of health/dental and retirement contributions, recent market based compensation adjustments and other minor increased personnel costs. • Increased Expenditures for Post-Closure Landfill Monitoring ($360,000): The adopted budget includes an increase of $360,000 in the Landfill Post-Closure Monitor Activity as a result of supplies and service increases due to increased costs of monitoring and repairing landfills. Transfer station costs have also risen due to increased tipping fees paid for the disposal of increased trash tonnage. Results Initiatives Fund 290 • Build and Operate a West Valley Maricopa County Waste Tire Collection Site ($1,327,670): This initiative is in response to an increased demand for collection and disposal of waste tires in the West Valley. Maricopa County currently has one waste tire collection site in the East Valley. Providing an alternate site will ease tire disposal and will reduce traffic through the Phoenix metropolitan area. Fiscal Year 2006-07 expenditures total $1,327,670 and the annualized ongoing expenditures in Fiscal Year 2007-08 will be $194,125. Expected Result: This initiative will satisfy the demand for a waste tire site in the West Valley, thereby reducing illegal disposal of waste tires in this area. • Rebuild Morristown Transfer Station as a Waste Tire Collection Site ($204,046): The Department will establish a waste tire collection program at the Morristown Transfer Stations. This initiative is in response to an increased demand for residents to dispose of tires in addition to waste products. Currently, the Transfer Station is designed to only accept bagged household garbage two days a week. Fiscal Year 2006-07 expenditures total $204,046 and the annualized on-going expenditures in Fiscal Year 2007-08 will be $36,540. Expected Result: This initiative will satisfy the demand for residents to be able to dispose of tires properly in this area. • Disposal of Legacy Stockpiled Tires ($585,000): Maricopa County uses a recycling facility owned by CRM of America. Prior to CRM of America, the previous contractor stockpiled County waste tires at this facility instead of disposing them. This contractor was paid 75% of the contracted priced and 25% was retained in the County’s Waste Tire Fund. CRM will properly dispose of these tires and has asked the County to share the cost of disposal, $585,000, which is the retained amount of the previous contract. This is a one-time expenditure in Fiscal Year 2006-07. Removing these stored tires eliminates an environmental hazard. Expected Result: This initiative will result in the proper disposal of stockpiled waste tires and the elimination of a potentially hazardous situation. Fund 580 • Extend Operating Hours of the West Valley Transfer Station ($295,153): This initiative is in response to an increased usage demand of the West Valley Transfer Station. Beginning in January 2007, the Transfer Station will be open 6 days a week. Expected Result: Extending the operating hours will increase the Transfer Stations availability, thereby assisting in the reduction of the illegal disposal of solid waste. 634 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • Departmental Strategic Plans and Budgets Solid Waste Management, Appointed Extend Operating Hours of the Morristown Transfer Station ($204,047): This initiative is in response to the an increased demand for residents to properly dispose of waste products such as green waste, white waste, recyclables, and antifreeze/batteries/oil/paint (ABOP). Currently, the Morristown Transfer Station is designed to only accept bagged household garbage two days a week. Beginning in June 2007, the Transfer Station will be open 5 days a week. Fiscal Year 2006-07 expenditures will be $204,047 and the annualized on-going expenditures in Fiscal Year 2007-08 will be $36,540. Expected Result: This initiative will satisfy the demand for residents to be able to dispose of solid waste more frequently in this area. Reconciliation Waste Tire Fund (290) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 4,075,553 $ 4,150,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Public Works Market Adjustments $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance $ Subtotal $ 7,551 20,487 28,038 $ - $ 4,103,591 $ 4,150,000 (3,872) $ 2,243 3,054 890 5,303 7,618 $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ 4,111,209 $ 4,150,000 Revenue Request Above Target $ - $ 690,000 BASE ADJUSTMENTS: Rent and Operating Lease Increases Decrease to Capital Purchases $ 150,000 $ (50,438) 99,562 $ - Subtotal $ FY 2006-07 ADOPTED BASE: $ 4,210,771 $ 4,840,000 RESULTS INITIATIVES: Build and Operate a West Valley Maricopa County Waste Tire Collection Site $ Rebuild Morristown Transfer Station as a Waste Tire Collection Site Disposal of Legacy Stockpiled Tires Subtotal $ 1,327,670 204,046 585,000 2,116,716 $ $ - FY 2006-07 ADOPTED BUDGET: 6,327,487 $ 4,840,000 $ 635 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Solid Waste Management, Appointed Solid Waste Management Fund (580) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 805,826 $ 665,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance Public Works Market Adjustments $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions Structural Balance FY 2005-06 Pay for Performance Annualization Annualization of Market Adjustments FY 2006-07 Pay for Performance Subtotal $ 4,820 70,613 75,433 $ - $ 881,259 $ 665,000 (8,712) $ 6,411 (233,457) 1,161 3,071 15,267 (216,259) $ - $ Subtotal $ FY 2006-07 BUDGET TARGET: $ $ 665,000 $ 665,000 $ - $ 139,500 $ $ Subtotal $ 163,062 360,000 523,062 $ 139,500 FY 2006-07 ADOPTED BASE: $ 1,188,062 $ 804,500 RESULTS INITIATIVES: Extend Operating Hours of the West Valley Transfer Station Extend Operating Hours of the Morristown Transfer Station $ $ Subtotal $ 295,153 204,047 499,200 $ - $ 1,687,262 $ 804,500 Revenue Request Above Target BASE ADJUSTMENTS: Increased Expenditures in Salaries and Benefits Increased Expenditures for Post-Closure Landfill Monitoring FY 2006-07 ADOPTED BUDGET: 636 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Solid Waste Management, Appointed Mandates 670 SOLID WASTE MANDATED EXPENDITURES 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUND MANDATED SPECIAL REVENUE FUNDS NON-MANDATED Mandated expenditure levels vary year-to-year based on several factors including increased spending in the Landfill Post-Closure Monitor Activity as a result of supplies and service increases due to increased costs of monitoring and repairing landfills. See the Base Adjustment section for additional detail. Program Activity ENVIRONMENTAL WASTE MANAGEMENT HOUSEHOLD HAZARDOUS WASTE ILLEGAL DEUMPING CLEAN-UP WASTE TIRE MANAGEMENT Purpose Mandate The purpose of the Environmental Waste Management program is to provide management services for household hazardous waste and illegal dumping clean-up as well as waste tire storage, disposal and recycling services so that it can provide its citizens with convenient, safe and economical and environmental sound waste disposal. The purpose of the Household Hazardous Waste Collection Activity is to provide wate ARS 44-1305C collection services for batteries, oil, paint, and antifreeze for residents of Maricopa County so they can have an environmentally safe disposal outlet for these wastes. The purpose of the Illegal Dumping Clean-Up Activity is to provide the cleanup of illegally ARS 44-1305C disposed of solid wastes for Maricopa County residents so they are provided a safe environment and protection of public health. The purpose of the Waste Tire Activity is to provide collection and disposal facilities for ARS 44-1304-G Maricopa County residents so waste tires will not be illegally disposed of within the County. WASTE DISPOSAL MANAGEMENT The purpose of the Waste Disposal Management program is to provide convenient, safe and economical waste disposal services for the remotely located areas of the County and perform closure and post-closure services to protect public health and the environment. LANDFILL POST-CLOSURE MONITOR The purpose of the Landfill Post-Closure Maintenance and Monitoring Activity is to provide the 40CFR258, ARS 49-761-B necessary post-closure maintenance and monitoring services to landfills in order to protect the health and environment of the residents of Maricopa County. The purpose of the Waste Transfer Station Activity is to provide waste disposal facilities for ARS 49-741 Maricopa County residents who are not provided with private waste collection so they can safely dispose of solid wastes. WASTE TRANSFER STATION 637 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Transportation Analysis by Jamie Rullo, Senior Management & Budget Analyst Departmental Information Organizational Chart County Manager Assistant County Manager Regional Development Services Agency Transportation Transportation Mike Ellegood, Mike Ellegood, Public Works Director Public Works Director Infrastructure Tech Center Public Works Administration Transportation Planning Professional Services Project Management and Construction Public Works Warehouse Engineering Public Works Land and Right-of-Way Roadway Maintenance Mission The Mission of the Department of Transportation is to provide a quality transportation system to the travelers in Maricopa County so they can experience a safe, efficient and cost-effective journey. Vision We set a standard of excellence regionally enabling us to consistently deliver on our commitment to provide the right transportation system for Maricopa County at the right time and the right cost. Strategic Goals • “Project Completion” - By June 2009, the Maricopa County Department of Transportation will annually complete 85% of planned transportation infrastructure projects on time and within 638 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed budget. Status: The Department identified risk factors in its current project delivery process that may be contributing to project schedule and budget failure as well as success factors in its current project delivery process. They are currently working on process improvements. • “Transportation System Plan Update” - By December 2006, the Maricopa County Department of Transportation will complete a transportation system plan update, including specific policies and strategies that support the delivery of significant, major regional transportation facilities and services. Status: Progress continues on the Plan. Public meetings were held, and County Advisory Committee meetings were held where input was taken on a number of policies that have been drafted. A focus group meeting was also held with the development community. • “Establishing Partnerships” - By December 2006, the Maricopa County Department of Transportation will demonstrate support for the MAG Regional Transportation Plan and cooperation with its regional partners by proactively establishing partnerships with other local governments on the regional arterial projects contained in the Plan. Status: The Department continues partnering and collaborating on cross-jurisdictional projects from the Maricopa Association of Governments Regional Transportation Plan. • “Employee Satisfaction” - By June 2008, the Maricopa County Department of Transportation will achieve annual improvements in employee satisfaction and workplace safety by leading change for the efficient and effective management of people, programs, and operations through training, improved access to available resources, innovation, continuously improved processes, and the deployment of advanced technologies. Status: The Department conducted a market compensation study for positions in Operations and Maintenance, Engineering, Planning, and Project Management, which has positively impacted employee morale. • “Diversity” - By June 2008, the Maricopa County Department of Transportation will improve access to the services and opportunities offered by the department to ensure the inclusion and participation of its diverse community. Status: The Department is making progress in meeting this goal. 639 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Department Performance Information The purpose of the Design Activity is to provide fundable construction plans to contractors so they can build and implement cost effective projects in a timely manner with minimal changes. MCDOT updated its strategic plan in FY 2005-06 for use in budgeting in FY 2006-07; therefore, tracking of these costs has just begun. It is projected that the average design cost per $1,000,000 construction cost will be $56,779. This cost will be the baseline going forward for this activity. 35 60,000 30 50,000 Average design cost ($) per $1,000,000 construction cost # of projects out to bid Design Activity Performance 25 40,000 20 30,000 15 20,000 10 10,000 5 0 0 FY 2004-05 ACTUAL Demand Output FY 2005-06 PROJECTED FY 2006-07 ADOPTED Average design cost ($) per $1,000,000 construction cost 640 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Department Budget Information Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 64BT - BUILD ROADS AND BRIDGES RDCS - ROADWAY CONSTRUCTION TIPM - PROGRAM MGT AND SUPPORT 64ER - ENGINEER ROADS & STRUCTURES REGU - REGULATION 64MT - MANAGE TRAFFIC TRFE - TRAFFIC ENGINEERING TRMG - TRAFFIC MANAGEMENT 64RB - ROADWAY MAINTENANCE IRMT - INTEGRATED ROADWAY MAINT E64SD - TRANSPORTATION SYSTEM DEVT PROG - PROGRAMMING 99IT - INFORMATION TECHNOLOGY PROGRAM DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEVELOPMENT 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 64BT - BUILD ROADS AND BRIDGES CMGT - CONSTRUCTION MGT & ENG INSP - CONSTRUCTION INSPECTION PRJT - PROJECT MANAGEMENT QAQC - QUALITY ASSUR & QLTY CNTRL RDCS - ROADWAY CONSTRUCTION SRVY - SURVEY TIPM - PROGRAM MGT AND SUPPORT 64ER - ENGINEER ROADS & STRUCTURES DSGN - DESIGN IMPR - IMPROVEMENT DISTRICT ADMIN REGU - REGULATION UREL - UTILITY RELOCATION 64MT - MANAGE TRAFFIC TRFE - TRAFFIC ENGINEERING TRMG - TRAFFIC MANAGEMENT 64RB - ROADWAY MAINTENANCE EAST - EAST AREA MAINTENANCE IRMT - INTEGRATED ROADWAY MAINT OFFQ - OFF-ROAD EQUIPMENT ONEQ - ON-ROAD EQUIPMENT ROFW - RIGHT-OF-WAY MAINTENANCE WEST - WEST AREA MAINTENANCE ZONE - WORK ZONE TRAFFIC CONTROL 64SD - TRANSPORTATION SYSTEM DEVT ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - PUBLIC OUTREACH PROG - PROGRAMMING TPLN - TRANSPORTATION PLANNING 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION GISA - GIS APPLICATION DEVELOPMENT HDSP - HELP DESK SUPPORT VANS - VALUE ADDED NETWORK SERVICE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED 9,292,102 9,292,102 185,018 185,018 314,304 314,304 3,175,531 3,175,531 2,389 2,334 55 90,357,766 10,049,575 113,376,684 $ 54,600,488 53,326,566 1,273,922 3,504,219 42,699 3,461,520 25,950,811 25,950,811 3,728,291 347,154 507,191 2,873,946 3,480,289 656,178 390,761 1,831,005 596,997 1,671 3,677 9,705,147 1,716,924 102,686,169 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 29,468,281 29,468,281 1,932,962 1,932,962 23,320 23,320 1,843,140 1,843,140 104,058,883 137,326,586 $ 113,916,272 112,947,163 969,109 4,905,418 4,905,418 27,574,533 27,574,533 5,595,552 407,130 512,577 4,675,845 3,421,033 851,239 1,925,484 644,310 9,178,266 1,647,490 166,238,564 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 641 FY 2005-06 PROJECTED 29,468,281 29,468,281 1,932,962 40,000 1,892,962 23,320 23,320 1,843,140 1,843,140 104,058,883 137,326,586 $ 115,745,684 115,331,611 414,073 5,026,732 1,840,951 3,185,781 29,678,745 29,678,745 6,240,117 531,797 559,670 5,148,650 3,672,361 722,850 1,966,123 112,907 870,481 4,975,782 1,647,490 166,986,911 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 17,138,258 17,124,008 14,250 491,028 101,500 389,529 464,183 464,183 3,462,740 3,462,740 1,999 1,999 130,695 104,797,348 126,486,252 $ 96,559,509 95,983,483 576,026 3,376,008 1,522,799 1,853,209 26,293,930 26,293,930 5,581,498 509,153 582,417 4,489,929 3,621,646 735,031 194,936 1,850,689 60,973 780,016 3,969,717 1,647,265 141,049,573 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 39,510,191 39,510,191 3,442,149 3,351,416 2,038,222 54,000 1,984,222 570,858 540,858 40,990 109,547,042 155,149,452 $ 121,567,988 444,804 202,313 346,489 576,060 119,240,034 574,352 183,936 4,222,927 1,305,917 8,653 1,732,891 512,042 5,171,170 2,011,246 3,159,924 33,974,550 1,373,677 20,056,335 1,491,529 3,486,219 1,201,100 1,200,880 1,131,671 2,582,266 271,073 432,616 448,860 663,025 766,692 3,541,494 724,529 1,824,064 992,901 5,150,432 2,995,153 179,205,980 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 10,041,910 10,041,910 3,442,149 3,351,416 105,260 14,000 91,260 547,538 517,538 (1,843,140) (1,843,140) 40,990 5,488,159 17,822,866 (5,822,304) (444,804) (202,313) (346,489) (576,060) (3,908,423) (574,352) 230,137 (4,222,927) (1,305,917) (8,653) (1,732,891) (512,042) (144,438) (170,295) 25,857 (4,295,805) (1,373,677) 9,622,410 (1,491,529) (3,486,219) (1,201,100) (1,200,880) (1,131,671) 3,657,851 (271,073) 99,181 110,810 4,485,625 (766,692) 130,867 (1,679) 142,059 112,907 (122,420) (174,650) (1,347,663) (12,219,069) 34.1% 34.1% 5.4% 35.0% 4.8% 2347.9% 2219.3% -100.0% -100.0% 5.3% 13.0% -5.0% -3.4% 55.6% -2.9% -9.3% 0.8% -14.5% 32.4% 58.6% 18.7% 19.8% 87.1% 3.6% -0.2% 7.2% 100.0% -14.1% -3.5% -81.8% -7.3% Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Total Budget by Category FY 2004-05 ACTUAL REVENUE LICENSES & PERMITS INTERGOVERNMENTAL REVENUES MISCELLANEOUS REVENUE OTHER FINANCING SOURCES TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 3,046,491 108,175,335 2,051,858 103,000 113,376,684 $ 23,995,731 2,818,613 30,256,153 1,716,924 43,898,747 102,686,169 $ $ $ FY 2005-06 REVISED 1,800,000 134,801,586 725,000 137,326,586 $ 26,109,856 2,483,306 43,328,415 1,647,490 92,669,497 166,238,564 $ $ $ FY 2005-06 PROJECTED 1,800,000 134,801,586 725,000 137,326,586 $ 30,272,322 2,556,683 39,258,584 1,647,490 93,251,832 166,986,911 $ $ $ FY 2006-07 ADOPTED 3,352,001 119,468,915 3,665,336 126,486,252 $ 26,483,779 2,583,382 37,104,796 1,647,490 73,230,127 141,049,573 $ $ $ ADOPTED TO REVISED VARIANCE % 3,351,416 150,215,403 1,582,633 155,149,452 $ 30,400,391 2,541,899 46,356,254 1,914,092 97,993,344 179,205,980 $ $ $ 1,551,416 86.2% 15,413,817 11.4% 857,633 118.3% 17,822,866 13.0% (128,069) -0.4% 14,784 0.6% (7,097,670) -18.1% (266,602) -16.2% (4,741,512) -5.1% (12,219,069) -7.3% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 223 TRANSPORTATION GRANTS $ 232 TRANSPORTATION OPERATIONS 234 TRANSPORTATION CAPITAL PROJ 900 ELIMINATIONS ALL FUNDS $ EXPENDITURES 223 TRANSPORTATION GRANTS $ 232 TRANSPORTATION OPERATIONS 234 TRANSPORTATION CAPITAL PROJ 900 ELIMINATIONS ALL FUNDS $ FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % 148,453 $ 104,017,825 70,452,504 (61,242,098) 113,376,684 $ 1,892,962 $ 106,067,343 96,842,069 (67,475,788) 137,326,586 $ 1,892,962 $ 106,067,343 96,093,722 (66,727,441) 137,326,586 $ 437,029 $ 109,425,665 83,350,999 (66,727,441) 126,486,252 $ 1,984,222 $ 113,655,039 105,893,752 (66,383,561) 155,149,452 $ 91,260 7,587,696 9,800,030 343,880 17,822,866 4.8% 7.2% 10.2% -0.5% 13.0% 498,236 $ 112,757,092 50,672,938 (61,242,098) 102,686,169 $ 1,892,962 $ 121,187,336 110,634,054 (67,475,788) 166,238,564 $ 1,892,962 $ 121,187,336 110,634,054 (66,727,441) 166,986,911 $ 437,029 $ 115,362,295 91,977,691 (66,727,441) 141,049,573 $ 1,984,222 $ 124,411,285 119,194,034 (66,383,561) 179,205,980 $ (91,260) (3,223,949) (8,559,980) (343,880) (12,219,069) -4.8% -2.7% -7.7% 0.5% -7.3% Personnel by Fund 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS TOTAL FUNDS FY 2005-06 ADOPTED 1.00 476.00 477.00 FY 2005-06 REVISED 1.00 478.00 479.00 FY 2006-07 ADOPTED 1.00 483.00 484.00 ADOPTED TO REVISED VARIANCE % 0% 5.00 1% 5.00 1% 2.0 Engineering Technician FTEs have been added to the Transportation Operations Fund in order to meet demand in the Regulation Activity. 1.0 Director FTE has been added as part of the Department’s succession plan. 2.0 General Maintenance Technician FTEs were added to augment the Traffic Signals Maintenance activity. Base Adjustments Fund 232 • Increase Revenue ($7,587,696): The adopted budget includes an increase of revenue in the amount of $7,587,696. Licenses and Permits are forecasted to grow due to the County’s expected growth in development. In addition, State Shared Highway User Revenue and Vehicle License Revenue are forecasted to increase due to the growth in the County’s population. • General Technical Adjustments ($95,003): The adopted budget includes an increase of $95,003 across all activities as a result of higher utility costs and increased repairs and maintenance charges. 642 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Fund 234 • Increase Revenue ($9,800,030): The adopted budget includes an increase of revenue in the amount of $9,800,030. Licenses and Permits are forecasted to grow due to the County’s expected growth in development. In addition, State Shared Highway User Revenue and Vehicle License Revenue are forecasted to increase due to the growth in the County’s population. • Increased Capital Outlay ($8,559,980): The adopted budget includes an increase of $8,559,980 as a result of additional infrastructure expenditures in the Roadway Construction Activity. These expenditures have increased for two reasons: 1) an increase in building material costs for roadways, and 2) the increased number of transportation projects that are in the infrastructure phase of construction. Fund 223 Increase Revenue for Unexpended Funds ($91,260): The adopted budget includes an increase of revenue in the amount of $91,260. This increase is due to unexpended funds being carried forward from Fiscal Year 2005-06. • Increased Expenditures for Unexpended Funds ($91,260): The adopted budget includes an increase to expenditures in the amount of $91,260. This increase is due to unexpended funds being carried forward from Fiscal Year 2005-06. • Results Initiatives • Asphalt-Rubber Overlay on Arterial Roads ($3,000,000): The Department will receive funding of $3,000,000 for asphalt-rubber overlay on approximately 60 miles of arterial roads. This initiative will be funded by Highway User Revenue Funds. Expected Result: An increase to the Board-approved road system minimum condition level which requires that 85% of the Pavement Condition Ratings must be higher than 70. It is also expected that the number of paved lane miles that received surface treatments will increase by 60, increasing output and percent of demand met by 7.0%. 643 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Reconciliation Transportation Operating Fund (232) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 121,187,336 $ 106,067,343 FY 2005-06 REVISED RESTATED BUDGET: $ TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2005-06 Executive Compensation Increase (12 mo) FY 2006-07 Pay for Performance Intergovernmental Payment to State Public Works Market Adjustments Annualized $ Subtotal $ 121,187,336 $ 106,067,343 208,408 $ 400,232 94,803 6,796 846,322 (4,800,000) 3,372,385 128,946 $ - FY 2006-07 BUDGET TARGET: $ 121,316,282 $ 106,067,343 BASE ADJUSTMENTS: Increase Revenue General Technical Adjustments $ $ Subtotal $ 95,003 95,003 $ 7,587,696 7,587,696 $ 121,411,285 $ 113,655,039 $ Subtotal $ 3,000,000 3,000,000 $ $ - 124,411,285 $ (66,383,561) 113,655,039 - FY 2006-07 ADOPTED BASE: RESULTS INITIATIVES: Asphalt-Rubber Overlay on Arterial Roads FY 2006-07 ADOPTED BUDGET: Less Transfer to CIP Fund 234 $ FY 2006-07 ADOPTED OPERATING BUDGET: $ 644 58,027,724 $ 113,655,039 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Transportation Capital Project Fund (234) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 110,634,054 $ 96,842,069 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: C-64-05-354-0-00 C-49-05-046-8-00 $ Subtotal $ - $ $ Subtotal $ 110,634,054 - $ $ 96,093,722 748,347 FY 2006-07 BUDGET TARGET: $ 110,634,054 $ 96,842,069 BASE ADJUSTMENTS: Increase Revenue Increased Capital Outlay $ $ Subtotal $ 8,559,980 8,559,980 $ 9,800,030 9,800,030 $ 119,194,034 $ 105,893,752 FY 2005-06 REVISED RESTATED BUDGET: FY 2006-07 ADOPTED BUDGET: $ (103,646) (644,701) (748,347) Transportation Grants Fund (223) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES $ 1,892,962 $ REVENUE 1,892,962 FY 2005-06 REVISED RESTATED BUDGET: $ 1,892,962 $ 1,892,962 BASE ADJUSTMENTS: Increase Revenue for Unexpended Funds Increased Expenditures for Unexpended Funds $ $ Subtotal $ 91,260 91,260 $ 91,260 91,260 $ 1,984,222 $ 1,984,222 FY 2006-07 ADOPTED BUDGET: 645 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Mandates 640 TRANSPORTATION MANDATED EXPENDITURES 180,000,000 160,000,000 140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED CAPITAL FUND NON-MANDATED CAPITAL FUND MANDATED SPECIAL REVENUE FUND NON-MANDATED SPECIAL REVENUE FUND MANDATED Mandated expenditure levels vary year-to-year for several reasons including an expenditure increase a result of additional infrastructure expenditures in the Roadway Construction Activity. See the Base Adjustment section for additional detail. Program Activity BUILD ROADS AND BRIDGES CONSTRUCTION MGT & ENG CONSTRUCTION INSPECTION PROJECT MANAGEMENT QUALITY ASSUR & QLTY CNTRL ROADWAY CONSTRUCTION SURVEY PROGRAM MGT AND SUPPORT ENGINEER ROADS AND STRUCTURES DESIGN IMPROVEMENT DISTRICT ADMIN REGULATION RIGHT-OF-WAY UTILITY RELOCATION Purpose The purpose of the Build Roads and Bridges program is to provide design and construction of roads and bridges to the traveling public so that they can get to their destination in a safe and efficient manner. The purpose of the Construction Management and Engineering Activity is to provide construction management and engineering support to construction projects so projects can be delivered on time and in a cost-effective manner. The purpose of the Construction Inspection Activity is to provide inspection support so projects can be delivered in a safe and cost-effective manner. The purpose of the Project Management Activity is to provide overall project coordination of transportation improvement projects so projects are delivered on time and in a cost-effective manner. The purpose of the Quality Assurance and Control Activity is to provide quality oversight so that projects can be delivered at the level of quality specified. The purpose of the Roadway Construction Activity is to deliver new or improved road and structure projects on time and in a cost-effecive manner. The purpose of the Survey Activity is to provide survey suport so that projects can be delivered in a safe and cost-effective manner. The purpose of the Program Management and Support Activity is to provide project management oversight and support so that projects can be delivered in a timely and cost-effective manner. The purpose of the Engineer Roads and Structure program is to provide roadway pre-build services and support to contractors so they can build and implement cost effective and safe projects in a timely manner. The purpose of the Design Activity is to provide complete construction plans and plan reviews to contractors so they can build and implement cost-effective and sae projects in a timely manner and with minimal changes. The purpose of the Improvement District Administration Activity is to provide local improvement financing and construction options to property owners so they can improve their neighborhood. The purpose of the Regulation Activity is to provide plan reviews and field inspections of projects impacting Couty right-of-way for permit applicants so they can complete their projects in compliance with County requirements. The purpose of the Right-of-Way Activity is to provide the land rights identified in the roadway or structure design plans to the public and project team so they can build the roads or structures on time. The purpose of the Utilities Relocation Activity is to provide oversight and management of utilities installation and relocation in County rights of way so that contractors can complete their projects in compliance with County requirements. 646 Mandate Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, ARS 11-251 & 28 Arizona Constitution, Article 1X, ARS 11-251 & 28 Arizona Constitution, Article 1X, ARS 11-251 & 28 Arizona Constitution, Article 1X, ARS 11-251 & 28 Section 14 and Section 14 and Section 14 and Section 14 and Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 ARS Title 48 Chapter 6 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed Mandates (Continued) Program Activity MANAGE TRAFFIC TRAFFIC ENGINEERING TRAFFIC MANAGEMENT EAST AREA MAINTENANCE INTEGRATED ROADWAY MAINT OFF-ROAD EQUIPMENT ON-ROAD EQUIPMENT RIGHT-OF-WAY MAINTENANCE TRAFFIC SIGNS MAINT Purpose The purpose of the Manage Traffic program is to provide traffic safety solutions to contractors and provide coordinated traffic information, and emergency and event control services to the traveling public so that their trip is safe and travel delays are minimized. The purpose of the Traffic Engineering Activity is to provide less congested and safer roadways to the traveling public throught the implementation of Traffic Engineering solutions so that they experience less delay and improved public safety. The purpose of the Traffic Management Activity is to provide coordinated traffic and Intelligent Transportation Systems (ITS) operations services to reduce traffic congestion for the traveling public so that travel delays are minimized. The purpose of the East Area Maintenance Activity is to provide dirt roadway maintenance and overall system inspections in the Eastern region of Maricopa County so the traveling public can drive on safe roads. The purpose of the Integrated Roadway Maintenance Activity is to provide cost-effective surface treatments, rehabilitations, betterments, and minor construction to roadways so the public travels on safe and efficient roadways. The purpose of the Off Road Equipment Activity is to provide timely heavy equipment operations to the County roadway repair projects and maintenance area supervisors so projects can be completed efficiently and effectively. The purpose of the On Road Equipment Activity is to provide timely trucking services to the County roadway maintenance projects and maintenance area supervisors so projects can be completed efficiently and effectively. The purpose of the Right-of-Way Maintenance Activity is to maintain guardrails and roadway appurtenances in addtion to keeping rights-of-way clear of sight restrictions so the public can travel safely. The purpose of the Traffic Signs Maintenance Activity is to repair/replace, manufacture and install traffic signs along Maricopa County's roadways in accordance with placement standards so that road users are provided information necessary to travel safely and lawfully. Mandate Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 ROADWAY STRIPING MAINT The purpose of the Roadway Striping Maintenance Activity is to provide roadway markings on County roads so the road users can travel on safe roads in an orderly fashion. Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 TRAFFIC SIGNALS MAINT The purpose of the Traffic Signals Maintenance Activity is to maintain and repair Maricopa County's traffic signal system so road users are provided efficient movement through current traffic conditions. The purpose of the West Area Maintenance Activity is to provide dirt roadway maintenance and overall system inspections in the Western region of Maricopa County so the traveling public can drive on safe roads. The purpose of the Work Zone Traffic Control Activity is to provide barricades, flagging, and other temporary traffic control services to the traveling public and MCDOT workforces so they can drive and work safely in County work zones. The purpose of the Roadway Maintenance program is to provide roadway upkeep and betterments to the traveling public so they can have safe trips on smooth, cost effective roads. Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 WEST AREA MAINTENANCE WORK ZONE TRAFFIC CONTROL ROADWAY MAINTENENCE Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 ENVIRONMENTAL CLEARANCE Arizona Constitution, Article 1X, Section 14 and The purpose of the Environmental Clearance Activity is to provide environmental compliance documentation to the appropriate government agencies so they can allocate funds, issue permits, ARS 11-251 & 28 grant rights-of-way, and ensure environmental mitigation for transportation projects. PROJECT PARTNERSHIPS The purpose of the Project Partnerships Activity is to provide agreements and funding opportunities to public and private partners so the Maricopa County region can benefit from coordinated and collabroative transportation investments. The purpose of the Public Outreach Activity is to provide information and interactions to the public so they can be better informed about how MCDOT projects affect them and participate more fully in the development of MCDOT projects. The purpose of the Programming Activity is to provide prioritized transportation project recommendations to the Board of Supervisors so they can demonstrate regional leadership through effective and efficient transportation investment decisions. The purpose of the Transportation Planning Activity is to provide plans, studies, general transportation system research, information, and recommendations for Maricopa County so County decision makers can take an active and informed role in deciding long-range regional issues. PUBLIC OUTREACH PROGRAMMING TRANSPORTATION PLANNING 647 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 28 Arizona Constitution, Article 1X, Section 14 and ARS 11-251 & 31 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Departmental Strategic Plans and Budgets Transportation, Appointed 648 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance and Capital Improvement Programs Executive Summary The Major Maintenance Program (MM) and Capital Improvement Program (CIP) are plans that identify projects to be completed over the next five years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. The CIP integrates the Managing for Results (MfR) policy when outlining its funding sources, project costs, and future operating costs associated with each capital improvement. Major Maintenance The Major Maintenance Program is a compilation of projects and maintenance activities required to repair, replace in-kind, or upgrade obsolete elements to current standards involving multiple aspects to allow a fixed asset to continue to be used for its intended purpose. The Maricopa County Building System is a valuable asset in the County’s financial portfolio. The value of the entire Building System based on replacement cost approaches $2.5 billion, exclusive of land. It is, therefore, imperative that the system be managed with the same discipline that the County has used to manage their financial assets. This includes the continual updating of improvements made to the Building System from not only a capital perspective but from an operations and maintenance perspective. Planning capital actions based on the needs not only of departments, but of buildings, is required to maintain or improve facility conditions. The Facility Condition Index provides this measurement tool. The Facility Condition Index (FCI) represents the relative physical condition of a building, a grouping of buildings or a building system. The FCI measures the estimated cost of the current deficiencies including recommended improvements, grandfathered issues and compares that with the projected replacement cost of the facility, grouping of buildings or building system. Life cycle costing of building systems and components provides the basis of this measurement. The formula used to express the FCI is as follows: Facility Condition Index = Total Cost of Deficiencies ($) Replacement Value ($) Following is an illustration: A building that has a replacement cost of $1,000,000 has been assessed and found to have $100,000 in deficiencies. The FCI is therefore: $ 100,000 $1,000,000 = 0.10 or 10% FCI The standard that has been adopted by the Building Owners and Managers Association (BOMA) and other national organizations regarding interpretation of this indicator is: 649 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs FCI Condition 0 – 5% 6 – 10% Good Fair 11% and above Poor This standard is established as a guideline for building owners as to the relative condition of their facilities, and consideration must be given to what is applicable to each building system. Depending on the condition of the building, building group or building system and the ultimate goal, it may be financially impractical to improve a building system beyond a certain point. The primary objective of the facilities assessment is to inspect each system in each building and assign a percentage value to it based on where it is in its life cycle. Each system is then “weighted” or multiplied by the normal square foot cost for that system in a building. Most of the 157 Maricopa County buildings assessed in 2003 were assessed at this system level, or a Level I assessment. A Level II assessment inspects not only systems, but also rooms or spaces in each facility and notes physical or operational deficiencies. Each qualifying deficiency noted is listed giving a detailed description, location, and classification. Each deficiency includes a recommended correction with a description of the correction, estimated pricing, and a prioritization for its implementation. The facilities assessment provides baseline data for all buildings surveyed and includes a software program that will allow the management and use of that data. The data collected represents a point in time, and it is critical to the management of the Building System that the data be updated to reflect the County’s continuing investment in the Building System. Over the next five years, on a rolling schedule, Maricopa County will update the Level I facility assessments performed in 2003 with Level II assessments. The updating process will indicate the impact of that investment on the building and on the Building System. In the meantime, the Level I data provide a basis for future decision making based on the remaining useful life of a building and a determination of the practicality of future investment into that facility. This year, the Major Maintenance Program provides information on not only the Current Facility Condition Index for each building in the Program, but also the Expected Facility Condition Index after the Program work is completed. Because the Level I assessment provides information on a system basis, not specific detailed deficiencies and does not address functional deficiencies, the investment of funds in a building does not always result in an improved FCI. It does not mean, however, that the expenditure is not necessary or required. Buildings that are less than five years old will have an FCI of zero (0). The FCI cannot be further improved, so there will be no change indicated in those cases between the Current FCI and the Expected FCI. Additionally, on Major Maintenance projects that are not specific to a building, i.e., studies or off-site work, the Current and Expected FCI is noted by “n/a”. The Major Maintenance projects are subdivided into the following categories: • Facility Renovation - A project that modifies multiple elements of a fixed asset to accommodate new, expanded, or relocated occupancies as required to support the strategic goals of Maricopa County. 650 Maricopa County, Arizona FY 2006-07 Annual Business Strategies • • • Major Maintenance and Capital Improvement Programs Major Maintenance - A project that repairs, replace in-kind, or upgrades obsolete elements to current standards involving multiple aspects to allow a fixed asset to continue to be used for its intended purpose and meets designated threshold criteria. Deferred Maintenance - A project that has been identified as necessary to maintain current functionality but has been deferred to a future period due to one or more of the following causes: lack of available funding, lack of time, unplanned or unforeseen activity, Change in prioritization of Activity, and/or a strategic decision to defer maintenance (i.e. asset future is undetermined). Deferred Maintenance-FCI - A project that has been identified as necessary to maintain or improve current functionality but has been deferred to a future period due to one or more of the following causes: lack of available funding, lack of time, unplanned or unforeseen activity, Change in prioritization of activity, and/or a strategic decision to defer maintenance (i.e. asset future is undetermined). 651 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance Project Summary CURR. FCI EXP. FCI Repair the ceiling tiles in the courtrooms on the fifth and sixth floors around the air conditioning registers. Repair the fibrous wall paper where it is splitting at the edges. Replace the ceiling tiles in the hallways at the sixth floor and repair the ceiling grid throughout. Some lights need to be re-secured. 47.17 45.98 Heating and cooling upgrades 15.73 PROJECT TITLE DESCRIPTION FY 2006-07 YEAR 1 FY 2007-08 YEAR 2 FY 2008-09 YEAR 3 FY 2009-10 YEAR 4 FY 2010-11 YEAR 5 FIVE-YEAR TOTAL 470 GENERAL GOVERNMENT General Fund (100) Facility Renovation 3305 - Central Courts – Floor 5&6 Walls 2814 - Mesa APO Infrastructure Improvements $ 168,000 $ - $ - $ - $ 500,000 $ 668,000 15.73 Subtotal $ 168,000 $ 51,708 51,708 $ 84,248 84,248 $ - $ 500,000 $ 135,956 803,956 - $ - $ - $ 1,243,833 $ - $ 1,243,833 General Fund (100) Major Maintenance 1701 - Durango Juvenile Provide a hydronic HVAC system Mechanical infrastructure in lieu of the steam. 1704 - Durango Juvenile Administration Interior Repaint interior of building with Paint semi-gloss paint. 1704 - Durango Juvenile Replace olive trees along Administration Durango Street with desert Landscaping scape. Resurface and restripe parking 1704 - Durango Juvenile lot, replace gate controls with a Administration Parking card reader and replace Lot Improvements operator. 2856 - SE JV Infrastructure Remodel the Virtual Probation Office area 3104 - Northwest Regional Justice Center Judges Parking Relocation Relocate the Judge's Parking Provide and install sub-meter to 3300 - Downtown courts monitor panel boards and switch boards. Sub meter Installation 3302 - UPS Circuit for 911 Dispatch 3310 - Admin – Fire Alarm Upgrade 3310 - Admin – Fire Alarm Upgrade 3315 - Caulking at Jackson Street Parking Garage Provide conduits and wire the UPS supported panel in the 911 dispatch center’s electrical room for computers in the OAC and AIFS area and the generator supported panel for the printers in the AIFS area. Design a fire alarm system based on the latest UBC, UFC, NEC & NFPA codes that are currently adopted by the City of Phoenix. Floors B-5 Design a fire alarm system based on the latest UBC, UFC, NEC & NFPA codes that are currently adopted by the City of Phoenix. Floors 6-10 Remove and replace all of the caulking around the perimeter of the structure and in control joints on the sidewalk along with one junction box 50.82 50.82 $ 0 0 25,000 - - - - 25,000 na na - 18,000 72,000 - - 90,000 na na 75,000 - - - - 75,000 14.27 14.27 77,000 - - - - 77,000 na na 100,000 - - - - 100,000 na na 66,415 663,585 - - - 730,000 41.28 40.91 15,000 80,824 - - - 95,824 14.86 14.86 387,646 - - - - 387,646 14.86 14.86 - 372,000 - - - 372,000 - - 27,000 - - - - 27,000 652 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance Project Summary (Continued) PROJECT TITLE DESCRIPTION CURR. FCI Reconfigure millwork to 3320 - Forensic Science accommodate the admitting Intake Reconfiguration personnel. EXP. FCI - - FY 2006-07 YEAR 1 $ FY 2007-08 YEAR 2 11,500 $ FY 2008-09 YEAR 3 - $ FY 2009-10 YEAR 4 - $ FY 2010-11 YEAR 5 - $ FIVE-YEAR TOTAL - $ 11,500 4501 - Saguaro Lake Aid Station Wall and Door Provide wall and door protection protection throughout na na - 22,000 - - - 22,000 6600 - Blue Point Covered Parking Provide covered parking na na - 112,200 - - - 112,200 6600 - Blue Point Fuel Tank Provide a fuel tank na na - - - - 99,000 99,000 na na - - 644,600 - - 644,600 na na 225,000 225,000 300,000 330,000 360,000 1,440,000 na na 300,000 300,000 360,000 400,000 440,000 1,800,000 na na 250,000 200,000 500,000 330,000 660,000 1,940,000 na na 150,000 150,000 280,000 200,000 220,000 1,000,000 na na 300,000 300,000 300,000 400,000 521,216 1,821,216 na na 250,000 200,000 399,000 330,000 760,000 1,939,000 na na Subtotal $ 250,000 7,322,439 9,832,000 250,000 7,054,683 9,948,292 300,000 6,760,152 9,915,752 330,000 6,436,167 $ 10,000,000 $ 360,000 6,079,784 9,500,000 1,490,000 33,653,225 49,196,044 TOTAL FUND 100 $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 10,000,000 - $ $ 350,000 350,000 $ $ - $ $ - $ $ - $ $ 350,000 350,000 80,000 $ - $ - $ - $ - $ 80,000 6600 - Blue Point storage shed Building Assessments Projects Building Security Projects Code Compliance Reserve Energy Management Studies Environmental Projects Life/Safety Projects Program Development Project Reserve Provide a metal building for vehicle storage Update 20% of County building assessments to a current Level 2 assessment Program to address various building security issues as identified Program to address various code compliance issues as identified Studies to enhance energy usage Program to address various environmental projects as identified Program to address various live safety issues as identified Project estimating and FY budget estimating na na $ $ $ 50,000,000 470 GENERAL GOVERNMENT Detention Fund (255) Deferred Maintenance - FCI 24 shower locations need to be 1613 - Towers - Shower reworked with Epoxy on the rework with Epoxy walls, ceilings and floor. 44.86 44.86 $ Subtotal $ Detention Fund (255) Facility Renovation 1403 - Estrella – Millwork Repair or Replace the millwork in at Officer workstations four (4) control rooms. Remove the existing twenty eight 1603 - Durango – 28 Cell (28) door closers and reinstalling Door Closures upgraded versions Provide temporary power while shutting down the motor control system at Durango Jail for 1603 - Durango - Motor replacement of new motor Controls replacement control system. Provide temporary power while shutting down the motor control system at Towers Jail for 1611 - Towers - Motor replacement of new motor Controls Replacement control system. Provide public restrooms in the 1628 - Durango – Public courtyard at the entrance of the Restrooms Durango Jail 7.04 7.04 $ 54.92 53.51 33,000 - - - - 33,000 54.92 54.92 74,000 - - - - 74,000 47.98 46.24 26,000 - - - - 26,000 na na 368,000 - - - - 368,000 653 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance Project Summary (Continued) CURR. FCI EXP. FCI Complete Electronic Upgrade of security control including: Upgraded All Call System, Touch 1705 - Durango Juvenile screens, pneumatic control, fixed, pan, tilt, zoom cameras. Intake Central Control 78.31 78.31 1705 and 06 - Durango Juvenile Intake and Detention New Roof Reroof entire building less units 8, 9, and 10. 78.31 78.31 - 571,381 - - - 571,381 Add fire sprinkler system, 1706 - Durango Juvenile replace ceiling tiles and flooring Detention Fire Sprinkler containing asbestos, repaint. 81.81 81.81 - - 2,901,819 758,181 300,000 3,960,000 - - - - 3,000 - 3,000 PROJECT TITLE DESCRIPTION Install intercom call box near 1713 - Durango Juvenile Administration west entrance to Detention Intercom allow contact with central control. 2871 - SE Juvenile Detention Security Upgrade Project Provide and install additional video cameras, remodel control site, synchronize central control. Detention Fund (255) Major Maintenance 1403 - Estrella - Misc Electrical Infrastructure Upgrades Estrella Jail electrical upgrades. 1403 - Estrella - Rework Reconfigure drain waste pipe at the upper level of Towers A, B, C 160 upper level and D. cleanouts Provide a cleanout at each toilet 1412 - Estrella - 22 Plumbing Cleanouts at location. Rework the plumbing drains in the chase. Support Building 1412 - Estrella - Outlet for ice boxes 1412 - Estrella - Resecure shower trims at ESB x30 - Route power from the electrical room, to accommodate two ice boxes. Reinstall twenty (20) shower trims in the men’s dorm N and ten (10) shower trims in the women’s dorm O. Repave interior roads at the Durango Jail and pave the recreation yard. 1600 - Durango – Repave interior roads 1619 - Tents – Electrical upgrades Electrical upgrades - FY 2006-07 YEAR 1 $ Subtotal $ $ FY 2007-08 YEAR 2 - $ FY 2008-09 YEAR 3 370,000 $ FY 2009-10 YEAR 4 - $ FY 2010-11 YEAR 5 - $ FIVE-YEAR TOTAL - $ 370,000 350,000 931,000 $ 941,381 $ 2,901,819 $ 761,181 $ 300,000 $ 350,000 5,835,381 332,600 $ 262,000 $ 275,000 $ 289,000 $ 190,000 $ 1,348,600 7.04 7.04 7.04 7.04 37,000 - - - - 37,000 0.03 0.03 7,500 - - - - 7,500 0.03 0.03 9,000 - - - - 9,000 0.03 0.03 19,000 - - - - 19,000 na na - - - 86,500 - 86,500 1.01 1.01 362,000 - - - - 362,000 The lights on the poles surrounding the ConTents have been failing sporadically. Trace out the circuits underground and back to the panels. There are also 8 lamps that need to be 1619 - Towers - Pole Light Circuit troubleshoot replaced. Remove the existing access panels to the urinals and toilets, enlarge the opening and cover 1627 - Towers with a similar item over the larger Plumbing access at opening. support bldg. na na 21,000 - - - - 21,000 na na 100,000 - - - - 100,000 1703 - JV Intake Outdoor Construct a shaded area outside Shade Structure the cafeteria. 78.31 78.31 - - - 74,500 - 74,500 - - - - - 3,000 - 3,000 - - - - - 3,000 - 3,000 - - 12,000 - - - - 12,000 1713 - Durango Juvenile Detention Card Reader 1713 - Durango Juvenile Detention Fire Alarm Upgrades Provide one card reader and electrified hardware. Modify Alarm Enunciator in Control room. Install stand-alone camera and 1713 - Durango Juvenile monitoring system for pharmacy Detention Medical Clinic motion sensors. CDs controlled Video by clinic staff 654 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance Project Summary (Continued) PROJECT TITLE DESCRIPTION Replace the braided copper pipes at the locations of the domestic water lines where they 1961 - LBJ - Expansion cross the expansion joint with Joint Domestic Plumbing hard pipes. 1961 - LBJ - Shotcrete Riprap Remove existing damaged riprap and reinstall new riprap at 10 different locations Provide a water strainer in the water pipe before the mixing valve. There are twenty four (24) 1961 - LBJ - Strainer on locations, each containing a hot and cold water pipe. Domestic Water CURR. FCI EXP. FCI - na - na FY 2006-07 YEAR 1 $ FY 2007-08 YEAR 2 75,000 $ FY 2008-09 YEAR 3 - $ FY 2009-10 YEAR 4 - $ FY 2010-11 YEAR 5 - $ FIVE-YEAR TOTAL - $ 75,000 49,000 - - - - 49,000 - - 17,000 - - - - 17,000 - - 14,110 - - - - 14,110 Provide an additional sliding door 1962 - Distribution Refrigerated Warehouse for access to a refrigerated room. Door - - - - - 26,000 - 26,000 1962 - Distribution Shelter at East Dock Provide a shelter at the East Dock area of the Food Factory. - - 52,000 - - - - 52,000 1962 - Food Factory 1500 lb Equipment Lift Provide 1,500 pound lift on the top of the roof of the Central Services Facilities. - - - 21,000 - - - 21,000 1962 - Food Factory Additional Trash Compactor Provide an additional trash compactor at the Central Services location. - - - - - 110,000 - 110,000 1962 - Food Factory Cart Wash Steam Curtain and Repairs - - 50,000 - - - - 50,000 1962 - Food Factory East Dock Drain Upsizing 1962 - Food Factory East Dock Storm Drain Screening Provide an engineered solution to the excessive steam creation at the cart wash machine. Enlarge the drain and piping on the east dock to handle the amount of flow required to eliminate the cyclical overflow during every drain cycle. - - 23,000 - - - - 23,000 Provide a cleanable debris screen at the street drain - - 14,000 - - - - 14,000 1962 - Food Factory Evaporative Coolers in Refrigeration Replace existing evaporative cooler with new 100% out side air, rooftop chilled water plus DX air handler to temper and dehumidify outside air. - - 220,000 - - - - 220,000 1962 - Food Factory Ice Builder Drain Upsizing Provide an increased size of drain line to the two (2) ice builder machines. - - 23,500 - - - - 23,500 1962 - Food Factory Redundant Chilled Water System Installation of a new redundant cooling system with piping and connection to new equipment, pipe insulation and electrical, and cooling equipment. - - - 1,250,000 - - - 1,250,000 1962 - Food Factory Refrigerated Warehouse Provide an additional sliding door Door for access to warehouse room. - - 25,000 - - - - 25,000 - - 17,000 - - - - 17,000 1962 - Baler Shelter 1962 - Food Factory Relocate Cart Washer Drain Provide a sun shade over the area in front of the baler equipment for worker protection from the sun. Remove this machine and relocate the drain so that it is under the pop out area at the rear of the machine. Patch back to match existing. 655 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance Project Summary (Continued) PROJECT TITLE DESCRIPTION CURR. FCI EXP. FCI FY 2006-07 YEAR 1 FY 2007-08 YEAR 2 FY 2008-09 YEAR 3 FY 2009-10 YEAR 4 FY 2010-11 YEAR 5 FIVE-YEAR TOTAL 1962 - Food Factory Rework downdraft Exhausts Rework down draft exhaust ducting at the roof location so that the steam does not continue to degrade the roofing material. There are three (3) that cause excessive damage including mold growth. - - 1962 - Food Factory Roof Repairs and Walkway Run Provide and install walking pads in the high traffic areas around the equipment and the access hatch. Repair the roof in the locations that the mechanical penetrations and ducting are creating problems. - - 30,000 - - - - 30,000 - - - - - 71,000 - 71,000 - 20,000 - - - - 20,000 - 60,000 - - - - 60,000 14.27 12,000 - - - - 12,000 na - 25,000 - - - 25,000 na na 25,000 25,000 25,000 100,000 150,000 325,000 na na 100,000 100,000 100,000 800,000 800,000 1,900,000 na na 100,000 100,000 100,000 750,000 1,318,201 2,368,201 na na 100,000 100,000 100,000 100,000 300,000 700,000 na na Subtotal $ 100,000 4,523,290 6,569,000 $ 100,000 4,225,619 6,208,619 $ 100,000 3,898,181 4,598,181 $ 787,820 3,537,999 6,738,819 $ 1,300,000 3,141,799 7,200,000 $ 2,387,820 19,326,888 31,314,619 TOTAL FUND 255 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 7,500,000 $ 37,500,000 TOTAL GENERAL GOVERNMENT 470 $ 17,500,000 Install four (4) video cameras 1962 - Security Upgrade and a monitor with a recorder. Weather-strip the overhead 1962 - West End Gutters doors. Install a French drain and Awnings below the two overhead doors. Provide an air filtration system above the folding equipment at 1963 - Laundry Air Filter the laundry facility. Install stand-alone camera and monitoring system for pharmacy motion sensors. CDs controlled 2856 - SE Juvenile Detention Medical Video by clinic staff 14.27 Provide and install 10 concrete 2871 - SE Juvenile traffic bollards to alleviate Detention Traffic Barriers vehicular danger. na Building Assessments Projects Building Security Projects Code Compliance Reserve Energy Management Studies Life/Safety Projects Project Reserve Update 20% of assessments to a current Level 2 assessment Program to address various building security issues as identified Program to address various code compliance issues as identified Studies to enhance energy usage Program to address various life safety issues as identified na na $ 19,000 $ - $ - $ - $ - $ 19,000 $ 17,500,000 $ 17,500,000 $ 17,500,000 $ 17,500,000 $ 87,500,000 480 APPROPRIATED FUND BALANCE General Fund (100) Deferred Maintenance Southeast Superior Court, COSC COSC / County Attorney and County Attorney Interior interior remodel renovations Install additional electrical Elections Warehouse / generator to provide 100% electrical Generator backup. 3.26 3.26 - $ 75,000 $ - $ - $ - $ - $ 75,000 Subtotal $ 367,000 442,000 $ - $ - $ - $ $ - $ 367,000 442,000 656 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance Project Summary (Continued) PROJECT TITLE DESCRIPTION General Fund (100) Deferred Maintenance - FCI CURR. FCI EXP. FCI FY 2006-07 YEAR 1 FY 2007-08 YEAR 2 FY 2008-09 YEAR 3 FY 2009-10 YEAR 4 FY 2010-11 YEAR 5 FIVE-YEAR TOTAL 3301 - West Courts Basement Ceiling Renovation Replace ceiling tile, grid and light fixtures in the basement hallways of the West Courts building 47.43 46.18 114,000 - - - - 114,000 3301 - West Courts – Retrofit switch gear Provide a complete Power System Site Survey Engineering study. Replace existing 12.47 kV breakers with NEW Vacuum Replacement breakers in SES-1. Replace 480V breakers and components in SES-1 including. Service and inspect SES-1A and SES-1B. Test and perform maintenance on 12.47 kV / 480 V control transformer in SES-1 and advise as necessary. Test and perform maintenance on 12.47 kV / 480 V distribution transformer in SES-1 and advise as necessary. 47.43 41.98 1,130,000 - - - - 1,130,000 Complete renovation of the 5th & 3303 - East Courts 5th & 6th floor. (Phase I and II in East 6th Floor Upgrades Courts Building) 53.93 35.91 7,418,000 - - - - 7,418,000 Provide and install a redundant high voltage conductor for the central plant in the basement to three locations in the building, 47.17 45 550,000 - - - - 550,000 Continued interior remodel and 3310 - Admin – TI Phase interior structure upgrades of III floors one (1) through eight (8). 14.86 10.48 1,700,000 - - - - 1,700,000 25.01 23.56 167,000 - - - - 167,000 na na 125,000 - - - - 125,000 na na 600,000 - - - - 600,000 na na 891,000 - - - - 891,000 na na 1,349,000 - - - - 1,349,000 na na 274,000 - - - - 274,000 78.31 78.31 2,148,000 - - - - 2,148,000 3305 - Central Courts – Replace high voltage conduit Miscellaneous repairs, including weather stripping at windows and fire alarm troubleshoot. Demolish existing and provide and install new fire alarm 3817 - Garfield APO Fire system. Provide emergency Alarm lights and exit signage. 3401 - Old Courthouse Repair 4012 - 11th Ave Building Historic Restoration Apache Lake Aid Station and Boathouse Bartlett Lake Improvements Durango Building Demolition Renovate 6,000 square foot building into administrative space Replace existing Aid Station and Boathouse Replace existing Aid Station and Boathouse Demolition of various Durango north east complex buildings. Durango Juvenile Facility Infrastructure Juvenile Probation Interior Renovation and renovations and improvements Improvements to administrative areas Lake Pleasant Improvements PROJECT TITLE Replace existing Aid Station and Boathouse DESCRIPTION na CURR. FCI na Subtotal $ EXP. FCI 518,000 16,984,000 FY 2006-07 YEAR 1 657 - $ FY 2007-08 YEAR 2 - $ FY 2008-09 YEAR 3 - $ FY 2009-10 YEAR 4 - $ FY 2010-11 YEAR 5 $ 518,000 16,984,000 FIVE-YEAR TOTAL Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance Project Summary (Continued) General Fund (100) Facility Renovation 0701 - Canyon Lake Boathouse Replace 2856 - SE Court – Heating and Cooling St. Vincent de Paul Demolition Replace boathouse dock and slips. Demo existing piping and reinstall 2 new shut off valves. 1 new balancing valve. 1 new strainer. Install control valve (provided by others) and piping as required. Piping insulation. Start-up of new FCU’s. New duct as required. Test and balancing. Replace 30 units with new ones Demolish and haul off 28,000 square foot facility. Provide a level grade. na na 14.27 5.21 $ $ 817,000 na Subtotal $ na 700,000 - $ - - $ - - $ - - $ - 700,000 817,000 300,000 1,817,000 $ - $ - $ - $ - $ 300,000 1,817,000 $ 200,000 $ - $ - $ - $ - $ 200,000 Subtotal $ 350,000 550,000 $ - $ - $ - $ - $ 350,000 550,000 TOTAL FUND 100 $ 19,793,000 $ - $ - $ - $ - $ 19,793,000 663,000 $ - $ - $ - $ - $ 663,000 General Fund (100) Major Maintenance Provide an 800MHz bidirectional amplifier, cabling, one rooftop antenna, four internal building 3812 - Outlying Regional antenna, and one power splitter Justice Centers - Internal per Regional Justice Center Antenna Installations building. Forensic Science Building na na Install UPS and Backup generator. Carry over from CIP project - 480 APPROPRIATED FUND BALANCE Detention Fund (255) Deferred Maintenance - FCI 1403 - Estrella - Control Room Controls and Intercom 1403 Estrella Jail Infrastructure Improvements Replace the door controls and intercom system at Estrella Jail. 7.04 7.04 Renovation of interior including security upgrades. 3.76 3.76 24,000 - - - - 24,000 1613 - Towers - Water well doors repair There are 216 water well doors requiring varying degrees of repair due to damage from water leaks. Repair water damaged doors and frames. 47.73 47.73 3,393,000 - - - - 3,393,000 350,000 - - - - 350,000 1629 Pup Tent Restroom na na 2856 - SE JV Infrastructure Install new rest room facility Complete phase II, III, and IV of the plumbing infrastructure project. Phase II – Gym, Cafeteria, and the Infirmary. Phase III – Intake and Administration. Phase IV Judges restrooms 14.27 14.27 Durango Juvenile Infrastructure Improvements Interior renovations at locations na $ $ 1,967,000 $ - $ - $ - $ - $ 1,967,000 na Subtotal $ 1,790,000 8,187,000 $ $ - $ $ - $ $ - $ $ - $ 1,790,000 8,187,000 626,100 $ - $ - $ - $ - $ 626,100 Detention Fund (255) Facility Renovation 1403 - Estrella Jail Improvements Renovate the thirty five (35) existing sliding doors at the hallway and towers entrance locations, including security upgrades. 7.04 7.04 $ 658 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Major Maintenance Project Summary (Continued) PROJECT TITLE 1613 - Towers Jail Improvements Durango Jail Infrastructure Improvements DESCRIPTION CURR. FCI EXP. FCI Replace the three hundred and sixty (360) locksets at the Towers Jail facility at the cell doors and the twenty four (24) egress swinging door locksets between the towers, ceiling and lighting replacement, and door control replacement. Completion of controls project is also included. 47.73 47.73 FY 2006-07 YEAR 1 FY 2007-08 YEAR 2 FY 2008-09 YEAR 3 FY 2009-10 YEAR 4 FY 2010-11 YEAR 5 FIVE-YEAR TOTAL $ 1,698,000 $ - $ - $ - $ - $ 1,698,000 na $ Subtotal $ 41,000 2,365,100 $ $ - $ $ - $ $ - $ $ - $ $ 41,000 2,365,100 - $ Subtotal $ 3,563,500 3,563,500 $ $ - $ $ - $ $ - $ $ - $ $ 3,563,500 3,563,500 TOTAL FUND 255 $ 14,115,600 $ - $ - $ - $ - $ 14,115,600 TOTAL APPROPRIATED FUND BALANCE 480 $ 33,908,600 $ - $ - $ - $ - $ 33,908,600 Miscellaneous infrastructure improvements Detention Fund (255) Major Maintenance Extend one eighteen inch and one twenty four inch chilled water pipe across the Roosevelt Water District canal and up to Estrella 1962 - Lower Buckeye jail. Jail Central Plant na - 659 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Capital Improvement Projects A Capital Improvement Project is defined by County policy as a non-recurring project costing more than $150,000, resulting in the construction, renovation, or acquisition of land, infrastructure and/or building(s) with an expected useful life of many years. 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 include voter-approved 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 CIP spans a five-year period beginning with Fiscal Year 2006-07 and ending Fiscal Year 2010-11. The total anticipated cost for projects presented in the FY 2006-07 CIP is $595.1 million with the largest amount of planned spending, $216.7 million in Fiscal Year 2006-07 (see table that follows). CAPITAL IMPROVEMENT PROGRAM FY 2006-07 through FY 2010-11 ALL FUNDS $216,869,928 $136,704,070 $108,803,846 $81,356,346 $51,406,346 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 The largest portion of expenditures for the County’s five-year Capital Improvement Program is the Transportation Capital Fund with 65.9% of the total. The Detention Capital Projects Fund is next with 14.2%, followed by the General Fund County Improvement Fund at 10.2%. County Improvement Fund (COPs) comprises 7.2% of the total expenditures, and the Intergovernmental Capital Projects Fund follows with 2.5% of the CIP. 660 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs FY 2006-07 CAPITAL IMPROVEMENT PROGRAM Distinction by Fund INTERGOVERNMENTAL CAPITAL PROJECTS FUND 2.5% GENERAL FUND COUNTY IMPROVEMENT FUND 10.2% COUNTY IMPROVEMENT FUND 7.2% DETENTION CAPITAL PROJECTS FUND 14.2% TRANSPORTATION CAPITAL FUND 65.9% It should be noted that over the five-year period, the cost of a project and its projected 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 2005-06 Capital Improvement Program. FY 2006-07 CAPITAL IMPROVEMENT PROGRAM Five-Year Total By Fund CIP Allocation by Fund General Fund 445 GENERAL FUND CTY IMPROV 435 COUNTY IMPROVEMENT FUND 422 INTERGOVERNMENTAL CAP PROJ Subtotal General Fund Special Revenue 455 DETENTION CAPITAL PROJECTS 234 TRANSPORTATION CAPITAL PROJECT Subtotal Special Revenue TOTAL MARICOPA COUNTY REVISED ADOPTED FY 2005-06 THROUGH FY 2006-07 THROUGH FY 2009-10 FY 2010-11 $ 24,887,048 77,802,250 8,101,348 110,790,646 $ $ $ 92,792,383 384,909,054 477,701,437 $ 588,492,083 $ $ 661 (Increase)/ Decrease 60,570,782 43,015,231 14,624,318 118,210,331 $ $ $ 84,450,787 392,479,418 476,930,205 $ 8,341,596 (7,570,364) 771,232 $ 595,140,536 $ (6,648,453) $ $ (35,683,734) 34,787,019 (6,522,970) (7,419,685) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Capital Projects Budget The capital projects budget is the first year of the CIP. The recommended FY 2006-07 Maricopa County CIP budget is $216.9 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 2005-06 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FY 2005-06 FY 2005-06 ADOPTED REVISED FUND General Fund 445 GENERAL FUND CTY IMPROV $ 435 COUNTY IMPROVEMENT FUND 422 INTERGOVERNMENTAL CAP PROJ Subtotal General Fund $ 10,262,404 66,674,304 5,691,348 82,628,056 Special Revenue Funds 455 DETENTION CAPITAL PROJECTS $ 234 TRANSPORTATION CAPITAL PROJECT Subtotal Special Revenue Funds $ 22,800,000 110,634,054 133,434,054 $ TOTAL MARICOPA COUNTY $ 216,062,110 $ $ 14,762,048 73,837,250 5,691,348 94,290,646 FY 2005-06 PROJECTED $ $ FY 2006-07 ADOPTED 7,342,362 34,307,623 495,682 42,145,667 $ $ $ 19,550,787 119,194,034 138,744,821 $ 216,869,928 $ $ 22,799,883 110,634,054 133,433,937 $ 8,341,596 91,977,691 100,319,287 $ 227,724,583 $ 142,464,954 $ 35,680,782 34,489,709 7,954,616 78,125,107 Uses of Capital Funds - FY 2006-07 $216,869,928 Public Safety 32.2% Culture & Recreation 7.5% General Government 0.3% Education 0.0% Health, Welfare & Sanitation 5.0% Highways & Streets 55.0% 662 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating & Capital Budgets – Their Relationship A direct relationship exists between Maricopa County’s capital and operating budgets. Operating cost estimates are the anticipated annual costs to operate facilities and improvements upon completion or acquisition. Completed capital projects generally require additional operating budget resources for upkeep, maintenance, security, and other costs associated with additional acreage, mileage, or square footage. Future operating costs related to new facilities constructed or acquired through the CIP are carefully considered before project commitments are made. This is a particularly important budgetary consideration with the new jail and juvenile detention facilities. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be sufficient to support associated future operating costs. Operating costs associated with new facilities are budgeted by the user department in conjunction with the Facilities Management Department. Estimated operating costs, as well as anticipated savings in lease costs and operating costs of facilities to be replaced are factored into the County’s ten-year financial forecast. The estimated annual operating costs for the new general fund and detention facilities include utility costs, housekeeping staff, general maintenance commodities, e.g., janitorial supplies, and miscellaneous contract costs, e.g., janitorial contracts. Also included are user department operating net costs that may result from the construction of the project, such as additional staff and operating supplies and services. The following table illustrates the estimated ongoing operating costs associated with the new facilities constructed or acquired through the CIP. NEW FACILITY OPERATING COSTS FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 GENERAL FUND PROJECTS Buckeye Hills Shooting Range (Infrastructure) $ 238,446 $ 245,599 $ 252,967 $ 260,556 $ 268,373 Durango Animal Care & Control Facility 417,604 430,132 443,036 456,327 470,017 Downtown Justice Center 687,508 37,547 60,903 84,959 109,737 Human Services Campus 213,928 220,346 226,956 233,765 240,778 McDowell Mountain Regionl Park Competitive Track 1,500 1,500 1,500 1,500 Northeast Superior Court/Justice Court Expansion 321,551 336,093 351,071 366,498 382,389 Northwest Consolidated Justice Courts 280,580 303,477 326,784 350,789 375,515 Public Health Clinic 425,216 437,972 451,112 464,645 478,584 Santan Consolidated Justice Courts (109,646) (976,063) (975,227) (974,365) (973,477) Security Building 68,816 145,201 229,824 Southeast Justice Center 440,441 464,765 489,819 Southwest Consolidated Justice Courts 625,692 644,463 663,797 683,711 704,222 General Fund Subtotal $ 3,100,879 $ 1,681,066 $ 2,312,156 $ 2,538,351 $ 2,777,281 DETENTION FUND PROJECTS Durango Juvenile Detention/Treatment Center $ 1,475,742 Fourth Avenue Jail 18,119,958 Lower Buckeye Jail 12,723,089 Madison Street Jail Renovations 17,156,234 Detention Fund Subtotal $ 49,475,023 $ 1,520,014 18,663,557 13,104,782 17,670,921 $ 50,959,274 $ 1,565,615 19,223,463 13,497,925 18,201,049 $ 52,488,052 $ 1,612,583 19,800,167 13,902,863 18,747,080 $ 54,062,693 $ 1,660,961 20,394,172 14,319,948 19,309,493 $ 55,684,574 TOTAL FUNDS $ 52,575,902 $ 52,640,340 $ 54,800,208 $ 56,601,044 $ 58,461,855 663 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs County Departments Intergovernmental and County Improvement Capital Projects General Fund and Special Revenue Funds Summary In general, capital projects are budgeted separately from the operating budget in a series of capital project funds. During FY 1999-2000, the Board adopted a new policy (A1920), which may be found online at www.maricopa.gov/budget/policies/pdf/a1920.pdf, establishing a formal review and approval process for Capital Improvement Program project requests, excluding the Transportation Department, which has previously established processes for capital improvement plans. This policy requires each department to submit to the Facilities Review Committee (FRC) proposals for potential projects that may be undertaken during the next five-year period, regardless of the source of funds or building delivery method. The FRC is comprised of the Facilities Management Director, senior representatives from the Office of Management and Budget (OMB), representatives from the Judicial Branch and elected offices, and the Chief Financial Officer. The committee also includes an elected official and an at-large representative, both of whom are committee appointees. The process begins with the FRC approving instructions to be used for Capital Improvement Program project requests for the coming year. The instructions are typically provided no later than June 30th. By September 1st of each year, departmental requests need to be submitted to the FRC using the Justification Approval Request format. Departmental requests are not considered without an approved facilities master plan. There are five phases in the Capital Budget and Planning Process: 1. Justification 2. Concept 3. Design 4. Construction 5. Occupancy There are specific requirements for each phase as outlined in the aforementioned policy. Recommended projects are entered into the CIP in the latter portion of the concept phase and before the design phase. The new policy has resulted in more consistency and efficiency in capital project planning and implementation. It also ensures that projects are congruent with Countywide, long-term goals and initiatives. Project Detail A total of six (6) capital projects are identified and recommended to the Board for support from the Intergovernmental Capital Project Fund (Fund 422). A total of seven (7) capital projects are identified and recommended to the Board for support from the County Improvements Fund (Fund 435). A total of eighteen (18) projects are identified and recommended to the Board for support from the General Fund (Fund 445) by the Facilities Review Committee in the proposed CIP. The recommended projects are as follows. 664 Maricopa County, Arizona FY 2006-07 Annual Business Strategies 422 INTERGOVERNMENTAL CAPITAL PROJECTS FUND PRIOR YEARS Continuing Projects Buckeye Hills Shooting Range (Infrastructure) $ 98,676 Downtown Justice Center McDowell Mountain Regional Park Competitve Track San Tan Consolidated Justice Courts Southeast Justice Center Southwest Justice Center Project Reserve Subtotal $ 98,676 Completed Projects Comfort Station Improvements Environmental Services Facility Elections Facility Human Services Campus Northeast Superior Court/Justice Court Expansion Sheriff's Property & Evidence Warehouse Sheriff's Training Facility West Regional Center 435 COUNTY IMPROVEMENT FUND Continuing Projects Downtown Justice Center Durango Animal Care & Control Facility Human Services Campus Public Health Clinic San Tan Consolidated Justice Courts Southeast Justice Center Southwest Justice Courts Project Reserve $ PROJECTED FY 2005-06 $ $ $ Subtotal $ 204,000 2,402,152 3,081,881 6,996,000 2,000,000 6,691,568 3,666,301 2,677,513 27,719,415 TOTAL FUND 422 $ 27,818,091 PRIOR YEARS $ Major Maintenance and Capital Improvement Programs FY 2006-07 - $ 4,100 190,298 (3,402) 190,996 $ FY 2007-08 1,901,324 2,594,765 179,000 1,600,000 1,440,925 238,602 7,954,616 $ $ $ $ 204,000 100,686 304,686 $ - $ 495,682 $ 7,954,616 PROJECTED FY 2005-06 1,410,000 4,259,702 5,669,702 $ $ $ - $ 5,669,702 $ FY 2006-07 405,235 9,650,000 1,002,896 275,000 4,144,765 17,300,000 1,620,755 91,058 $ 34,489,709 $ Subtotal $ $ 24,995,922 50,000 4,400,000 114,517 849,183 849,183 849,183 849,183 $ 32,957,171 Completed Projects New Administrative Serv/Forensic Science Ctr. Parking $ Northwest Consolidated Justice Courts Clerk of the Court Service Center Cost of Issuance Downtown Development/Property Acquisition Facilities Management Building Jackson Street Garage Justice Court Co-location Projects Juvenile Detention 40-Bed Expansion Juvenile Detention 80-Bed Expansion Medical Examiner/Forensic Science Facility Mesa Justice Court Facility Muilti-purpose MMC Campus New Administrative Services Building Closeout Regional Land Acquisition Relocation of Scottsdale Justice Courts Security Building Sheriff Replacement Vehicles Spur Cross Ranch (SCAAP Grant) Subtotal $ 9,072,057 3,303,429 12,384,465 1,251,182 614,957 2,134,980 2,468,612 1,688,832 3,572,424 1,266,988 17,992,205 132,687 23,939 12,194,305 254,124 1,701,041 9,868,130 5,230,798 3,698,970 88,854,125 $ $ - $ TOTAL FUND 435 $ 118,314,315 $ 34,489,709 $ $ 36,539,057 $ $ $ $ $ - $ 1,000,000 $ FY 2008-09 7,230,000 1,295,522 8,525,522 $ $ $ - $ 8,525,522 $ 665 FY 2009-10 1,000,000 1,000,000 FY 2007-08 4,254,078 12,250,104 12,637,583 250,817 4,478 63,130 29,460,190 385,315 3,196,571 3,581,886 FY 2008-09 - $ $ $ - $ - $ FY 2009-10 - $ $ $ - $ - $ - $ $ $ - $ - $ $ $ $ - $ - 1,901,324 2,594,765 179,000 1,600,000 2,410,000 5,700,627 238,602 14,624,318 $ $ $ - $ 408,000 2,502,838 3,081,881 6,996,000 2,000,000 6,691,568 3,666,301 2,677,513 28,024,101 $ 14,624,318 $ 42,938,091 $ - $ $ $ - $ - $ $ 2,000,000 2,594,765 183,100 1,600,000 2,410,000 5,890,925 235,200 14,913,990 667 669 685 700 705 708 FIVE-YEAR TOTAL (FY 2007-11) TOTAL PROJECT Page FY 2010-11 - $ FIVE-YEAR TOTAL (FY 2007-11) TOTAL PROJECT Page FY 2010-11 405,235 16,880,000 1,002,896 275,000 4,144,765 18,595,522 1,620,755 91,058 43,015,231 $ $ $ - $ 9,457,372 6,500,000 12,384,465 1,251,182 614,957 2,134,980 2,468,612 1,688,832 3,572,424 1,266,988 17,992,205 132,687 23,939 12,194,305 254,124 1,701,041 9,868,130 5,230,798 3,698,970 92,436,011 $ 43,015,231 $ 195,637,169 $ $ 29,655,235 16,930,000 17,653,000 13,027,100 5,244,765 18,900,000 1,700,000 91,058 103,201,158 669 672 680 696 700 705 708 Maricopa County, Arizona FY 2006-07 Annual Business Strategies 445 GENERAL FUND COUNTY IMPROVEMENTS FUND PRIOR YEARS Continuing Projects Downtown Justice Center $ 341,288 Entry Stations, Monuments, and Restrooms Estrella Campground Design Estrella Mountain Irrigation System Maricopa Regional Trail System 20,315 McDowell Mountain Regional Park Competitive Track Northeast Superior Court/Justice Court Expansion 15,720,910 Northwest Consolidated Justice Courts 712,043 Parks Restroom Projects Phase 3 Parks System Master Plan Playground Shade Structures San Tan Justice Courts Security Building 4,869,034 Southeast Justice Center Southwest Justice Center Usery Mountain Water System Visitors Centers and Amphitheaters Vulture Mountain Study Project Reserve Subtotal $ 21,663,590 Completed Projects Comfort Station Improvements White Tank Dump Station (cancelled) Downtown Development/Property Acquisition Facilities Management Building Justice Courts Consolidation Land Acquisition near Lake Pleasant McDowell Mountain Regional Park Visitor Center Medical Examiner/Forensic Science Facility New Administrative Services Building Closeout New Administrative Services Parking Northwest Consolidated Justice Courts Relocation of Scottsdale Justice Courts San Tan Mountain Park Improvement Southeast Regional land Acquisition Spur Cross Ranch $ 860,647 832,908 213,916 70,530 951,315 81,976 224,045 2,793,707 893,930 320,762 130,632 601,829 11,000 3,698,967 Major Maintenance and Capital Improvement Programs PROJECTED FY 2005-06 $ $ $ FY 2006-07 FY 2007-08 FY 2008-09 388 86,662 125,000 61,030 19,492 837,845 5,352,025 55,000 6,537,442 $ 3,233,324 1,563,341 150,000 620,000 1,541,000 61,408 41,245 87,957 1,662,100 485,200 589,050 4,107,737 100,000 13,659,075 645,000 6,842,700 100,000 191,645 $ 35,680,782 $ 24,890,000 $ 24,890,000 $ 799,923 4,997 - $ $ $ - 666 - $ FY 2009-10 - $ - $ $ FIVE-YEAR TOTAL (FY 2007-11) TOTAL PROJECT Page FY 2010-11 - $ - $ $ - $ - $ $ 3,233,324 1,563,341 150,000 620,000 1,541,000 61,408 41,245 87,957 1,662,100 485,200 589,050 4,107,737 100,000 24,890,000 13,659,075 645,000 6,842,700 100,000 191,645 60,570,782 $ - $ $ 3,575,000 1,650,003 150,000 745,000 1,622,345 80,900 16,600,000 800,000 1,662,100 485,200 589,050 4,107,737 10,321,059 24,890,000 13,659,075 700,000 6,842,700 100,000 191,645 88,771,814 1,660,570 4,997 832,908 213,916 70,530 951,315 81,976 224,045 2,793,707 893,930 320,762 130,632 601,829 11,000 3,698,967 669 674 677 678 683 685 688 691 699 694 695 700 703 705 708 711 713 714 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Buckeye Hills Shooting Range (Infrastructure) User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Sheriff’s Office Buckeye Hills Recreation Area 5 Facilities Management Arizona State Parks and Salt River Project (SRP) June 2008 (Construction) Project Description This project involves two phases of construction. The first phase will cover infrastructure improvements for the general site and is estimated at $3,000,000. Additional funding beyond the current project budget of $1,500,000 will be required in order to complete the infrastructure. The second phase includes the construction of a regional facility for the Sheriff’s Office and other regional law enforcement agencies for firearms training and certification. The second phase has not been completely funded to date and has a shortfall $4.4 million. There may be a $500,000 contribution towards the second phase, which could be available once the County funds the project. In Fiscal Year 2006-07, this project’s funding will not cover the required work to be completed. Funding/Cost Summary Funding Source Intergovernmental Cap Proj (422) $ Other Sources Project Total $ Prior Yrs. Actual 98,676 98,676 FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 1,401,324 500,000 $ 1,901,324 Year 2 FY 07-08 $ $ - . 667 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,401,324 500,000 $ 1,901,324 Total Project $ 1,500,000 500,000 $ 2,000,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Buckeye Hills Shooting Range (Infrastructure) (Continued) Operating Cost Summary Current Year 1 Year FY 06-07 Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 37,336 Supplies & Services 201,110 Capital Outlay $ - $ 238,446 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 37,336 Supplies & Services 201,110 Capital Outlay $ - $ 238,446 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ - $ $ 37,336 201,110 238,446 Year 2 FY 07-08 $ $ $ $ $ $ 668 Year 3 FY 08-09 38,456 207,143 245,599 $ 38,456 207,143 245,599 $ 38,456 207,143 245,599 $ $ $ $ Year 4 FY 09-10 39,610 213,358 252,967 $ 39,610 213,358 252,967 $ 39,610 213,358 252,967 $ $ $ $ Year 5 FY 10-11 40,798 219,758 260,556 $ 40,798 219,758 260,556 $ 40,798 219,758 260,556 $ $ $ $ Total Project 42,022 226,351 268,373 $ 42,022 226,351 268,373 $ 42,022 226,351 268,373 $ $ $ $ 198,222 1,067,720 1,265,942 198,222 1,067,720 1,265,942 198,222 1,067,720 1,265,942 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Downtown Justice Center User Department: Trial Courts, Clerk of the Court, Adult Probation, ICJIS, Public Defender, Office of Contract Counsel Between 6th & 7th Ave, Jackson St & Madison St 5 Facilities Management Not Applicable November 2006 (Construction) Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Project Description The project includes the design and construction of the Maricopa County Downtown Regional Justice Center. The project will provide a single facility to house the Downtown Court, South Mountain Court, Encanto Court, West McDowell Court, and Arcadia Biltmore Court. The facility consists of approximately 250,000 square feet within a five story building including: five courts, judicial suites, and administrative space for Superior Court, Clerk of Superior Court, Public Defender and Integrated Criminal Justice Information Systems. Funding/Cost Summary Prior Yrs. Funding Source Actual Intergovernmental Cap Proj (422) $ County Improvement Fund (435) 4,254,078 General Fund Imp Fund (445) 341,288 Project Total $ 4,595,366 FY 05-06 Projected $ 24,995,922 388 $ 24,996,310 Year 1 FY 06-07 $ 2,594,765 405,235 3,233,324 $ 6,233,324 Year 2 FY 07-08 $ $ - 669 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 2,594,765 405,235 3,233,324 $ 6,233,324 Total Project $ 2,594,765 29,655,235 3,575,000 $ 35,825,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Downtown Justice Center (Continued) Operating Cost Summary Current Year Year 1 FY 06-07 Year 2 FY 07-08 Year 3 FY 08-09 Year 4 FY 09-10 Year 5 FY 10-11 Total Project 2,762,842 814,464 3,577,306 $ 3,104,721 821,681 $ 3,926,402 $ 3,197,863 821,681 $ 4,019,544 $ 3,293,799 821,681 $ 4,115,480 $ 3,392,612 821,681 $ 4,214,293 $ 3,494,391 821,681 $ 4,316,072 $ 19,246,227 4,922,869 $ 24,169,096 Post Construction User Department Operating Costs Personal Sevices $ 2,762,842 Supplies & Services 814,464 Capital Outlay $ 3,577,306 $ 3,104,721 459,534 $ 3,564,255 $ 2,895,249 80,697 $ 2,975,946 $ 2,982,106 80,697 $ 3,062,803 $ 3,071,569 80,697 $ 3,152,266 $ 3,163,716 80,697 $ 3,244,413 $ 17,980,203 1,596,786 $ 19,576,989 Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - $ - $ (302,614) $ (311,692) $ (321,043) $ (330,674) $ (1,266,024) (362,147) (740,984) (740,984) (740,984) (740,984) (3,326,083) $ (362,147) $ (1,043,598) $ (1,052,676) $ (1,062,027) $ (1,071,658) $ (4,592,107) Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 143,341 Supplies & Services 906,314 Capital Outlay $ - $ 1,049,655 $ $ - $ 147,641 933,503 $ 1,081,145 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 143,341 $ 147,641 Supplies & Services 906,314 933,503 Capital Outlay $ - $ 1,049,655 $ 1,081,145 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ - $ $ 143,341 544,167 687,508 $ $ $ $ - $ $ - $ $ - $ $ - $ 152,070 961,509 $ 1,113,579 $ 156,633 990,354 $ 1,146,986 $ 161,332 1,020,064 $ 1,181,396 761,017 4,811,744 $ 5,572,761 $ $ $ $ 152,070 961,509 $ 1,113,579 (154,973) $ 192,519 37,547 $ 156,633 990,354 $ 1,146,986 (159,622) $ 220,525 60,903 $ 161,332 1,020,064 $ 1,181,396 (164,411) $ 249,370 84,959 $ $ 761,017 4,811,744 $ 5,572,761 (169,343) $ (505,007) 279,080 1,485,661 109,737 $ 980,654 Managing for Results Purpose Statement The purpose of the Downtown Justice Center project is to co-locate existing justice courts from leased building spaces into County-owned and geographically co-located facilities for Maricopa County residents so their limited jurisdiction court needs can be handled in a more efficient and effective manner. 670 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Downtown Justice Center (Continued) Strategic Goals By June 2007, the Superior Court and Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established trial court and limited jurisdiction court standards. Strategic Plan Programs Supported • • • Case Management Court Information Services Court Operations Support Strategic Plan Activities Supported • • Justice Courts Caseflow Management Superior Court and Juvenile Court Caseflow Management Performance Measures FY 2005-06 YTD Actual Measure RESULT: Percent of Misdemeanor DUI cases resolved. OUTPUT: Number of Misdemeanor DUI cases resolved. DEMAND: Number of Misdemeanor DUI cases filed. EFFICIENCY: Cost per Misdemeanor DUI case resolved. $ RESULT: Percent of Civil Traffic cases resolved. OUTPUT: Number of Civil Traffic cases resolved. DEMAND: Number of Civil Traffic cases filed EFFICIENCY: Cost per Civil Traffic case resolved. FY 2005-06 Estimated 88.46% 88.46% 84.00% 5,750 11,500 10,500 6,500 13,000 12,500 - $ 99.43% $ FY 2006-07 Estimated with Capital Improvement - $ 99.43% 78.11 99.43% 87,000 174,000 174,000 87,500 175,000 175,000 - 671 $ - $ 24.73 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Durango Animal Care and Control Facility User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Animal Care and Control Durango Complex 5 Facilities Management Not Applicable June 2008 Project Description The Durango Animal Care and Control facility includes administrative offices, general public areas, business office, hospital, indoor kennels, kennel support area, field enforcement area, truck wash, and general building space. Site space will consist of parking and site considerations, outdoor kennels and patios, for a total of approximately 227,000 square feet. Funding/Cost Summary Prior Yrs. FY 05-06 Year 1 Funding Source Actual Projected FY 06-07 County Improvement Fund (435) $ - $ 50,000 $ 9,650,000 Project Total $ - $ 50,000 $ 9,650,000 Year 2 FY 07-08 $ 7,230,000 $ 7,230,000 Year 3 FY 08-09 $ $ Year 4 FY 09-10 - $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 16,880,000 $ 16,880,000 Total Project $ 16,930,000 $ 16,930,000 Operating Cost Summary Current Year 1 Year FY 06-07 Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ Year 2 FY 07-08 - $ Year 3 FY 08-09 - $ Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 47,869 $ 49,305 Supplies & Services 369,735 380,827 Capital Outlay $ - $ 417,604 $ 430,132 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 47,869 $ 49,305 Supplies & Services 369,735 380,827 Capital Outlay $ - $ 417,604 $ 430,132 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ - $ 47,869 Supplies & Services 369,735 Capital Outlay $ - $ 417,604 $ $ 49,305 380,827 430,132 672 $ $ $ $ $ $ $ $ Year 4 FY 09-10 - 50,784 392,252 443,036 50,784 392,252 443,036 50,784 392,252 443,036 $ $ $ $ $ $ $ $ Year 5 FY 10-11 - 52,308 404,019 456,327 52,308 404,019 456,327 52,308 404,019 456,327 $ $ $ $ $ $ $ $ Total Project - 53,877 416,140 470,017 53,877 416,140 470,017 53,877 416,140 470,017 $ $ $ $ $ $ $ $ - 254,143 1,962,973 2,217,116 254,143 1,962,973 2,217,116 254,143 1,962,973 2,217,116 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Managing for Results Purpose Statement The purpose of the Durango Animal Care and Control project is to provide facilities for animal licensing, sheltering, enforcement, and animal cruelty activities so that the spread of rabies can be controlled, citizens can recover lost pets, and animals can be held for final disposition. Strategic Goals Develop and obtain funding for a master plan to build new animal care centers by June 2006. Strategic Plan Programs Supported • • Animal Enforcement Animal Licensing and Sheltering Strategic Plan Activities Supported • • • • • • Animal Cruelty Enforcement Cat/Dog Adoption and Licensing Fostering Impoundment Quarantine Performance Measures Measure RESULT: Percent of animals impounded at MCACC facilities. OUTPUT: Number of animals impounded. DEMAND: Number of dogs and cats in Maricopa County. EFFICIENCY: Cost per impounded animal. $ FY 2005-06 YTD Actual FY 2005-06 Estimated 1.7% FY 2006-07 Estimated with Capital Improvement 1.3% 3% 27,715 50,000 50,000 1,599,122 1,599,122 1,599,122 36.34 673 $ 36.34 $ 32.25 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Entry Stations, Monuments, and Restrooms User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Maricopa County Parks and Recreation Department (MCPRD) Usery (1 entry station & monument sign), McDowell (1 monument sign and 1 comfort station) Cave Creek (1 entry station), Estrella (1 entry station and monument sign), and White Tank (1 entry station, 1 comfort station, and monument sign) Mountain Regional Parks 1, 2, 4, and 5 Parks and Recreation None June 2007 Project Description The purpose of this request is to fund the construction of entry station buildings, comfort stations, and monument signs throughout the Maricopa County Park System. The entry stations are the primary contact point for park visitors. The entry station attendants provide a vast variety of information to park visitors and potential park visitors, they direct park activity, encourage park use, sell annual passes, and direct all the participants in the many special events. From race participants to wedding parties to campers, all the questions and answers are received and answered by the entry station attendants when volunteer park hosts staff the entry station. The entry station, comfort station, and monument projects would include site adaptation, engineering, and construction of 4 new entry stations, 2 comfort stations, and 4 monuments signs, all of which have prototype plans. The old entry stations and comfort stations would be demolished and new structures built at approximately the same locations, and new monument signs constructed. MCPRD’s entry 674 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Entry Stations, Monuments, and Restrooms (Continued) stations and comfort stations are literally coming apart, are a danger to the public and attendants, are a maintenance and operation nuisance, and are a cost-consuming problem to the staff and park system. Adding new entry stations and comfort stations to the park system will reduce the maintenance costs and more importantly attract more visitors to the Maricopa County Parks System. The monument signs would be a welcoming structure to visitors. The project cost is estimated to be $1,650,003 for 4 entry station buildings, 2 comfort stations, and 4 monument signs. Funding/Cost Summary Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ 86,662 $ 86,662 Year 1 FY 06-07 $ 1,563,341 $ 1,563,341 Year 2 FY 07-08 $ $ - Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,563,341 $ 1,563,341 Total Project $ 1,650,003 $ 1,650,003 Operating Cost Summary Not applicable. Managing for Results Purpose Statement The purpose of the project is to enhance the park system for the citizens of Maricopa County and out of town visitors so they may have a pleasant outdoor experience. Strategic Goals By December 2006, in order to meet the increased park usage and demand for park services, we will identify a funding source for each of the capital projects in the improvement plan for the park system. Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. Improve the quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. Strategic Plan Programs Supported • • Park Education and Recreation Program Park Support Program Strategic Plan Activities Supported • • • • Community Resources Interpretive Services Recreation Maintenance and Development 675 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Performance Measures Entry Stations, Monuments, and Restrooms (Continued) Measure RESULT: Percent of demand met OUTPUT: Number of visitors at regional parks DEMAND: Number of expected number of all regional park users EFFICIENCY: Cost per output FY 2006-07 Estimated with Capital FY 2005-06 Improvement Estimated 100% 100% FY 2005-06 YTD Actual 100% $ 498,258 1,290,764 1,311,719 498,258 0.79 1,290,764 1.26 1,311,719 1.56 676 $ $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Estrella Mountain Regional Family Campground Design Update User Department: Project Location: Supervisor District: Managing Department: Project Partner(s): Completion Date: Maricopa County Parks and Recreation Department (MCPRD) Estrella Mountain Regional Park 5 Parks and Recreation None June 2007 Project Description: The Maricopa County Parks and Recreation Department (MCPRD) Visitor Study, September 2003, conducted by Arizona State University Department of Recreation Management and Tourism, states that camping is one of the leading activities in our parks for our visitors. Further, Estrella staff receives frequent requests for a family campground. The campground construction will include building 88 camp sites, 4 park host sites, 4 restrooms with showers, a playground, 10 walk-in campsites, and a RV dump station. Adding a family campground to the Estrella Park will provide new overnight opportunities because camping at sites with water and electric do not exist at the park. The revenue to the park is estimated to increase by 50% because camping is MCPRD’s highest source of revenue. In 2006 dollars, the project cost is estimated to be $9,700,000, the engineering contract is approximately 2.5% of the project total, and the in-house project manager is approximately 4%, which is approximately $378,300 of the construction cost. The design update is estimated to cost $150,000 and will include updating the construction documents and preparing the project for the construction bidding process so that in Fiscal Year 2007-08, the MCPRD will be granted the construction funds. Funding/Cost Summary: Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 150,000 $ 150,000 Year 2 FY 07-08 $ $ - Operating Cost Summary: Not applicable. 677 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 150,000 $ 150,000 Total Project $ 150,000 $ 150,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Estrella Mountain Irrigation System User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Maricopa County Parks and Recreation Department (MCPRD) Estrella Mountain Regional Park 5 Parks and Recreation None September 2006 Project Description The purpose of this request is to fund the design and construction of a new irrigation system in the picnic loop, which has 60 acres of turf that is required to be irrigated. The irrigation system was installed in the 1960’s. There are many problems with the existing system such as the irrigation concrete vault is falling apart, the pumps are corroded, gophers destroy the solenoid valve control lines, the system is water inefficient, and often requires high maintenance & repair costs. In 2003, the irrigation system used 71,440,000 gallons of water; that is 7,144 –10,000 gallon swimming pools. A $7,000 irrigation strainer was added to system as a bandage repair the summer of 2003. With a new irrigation system, the water usage would be cut in half, which would be a 50% cost savings and a 50% ground water savings. Further, The Maricopa County Parks and Recreation Department Visitor Study, September 2003, conducted by Arizona State University Department of Recreation Management and Tourism, states that picnicking at 59% is the highest participating activity at Estrella. As a result a beautiful, healthy, green lawn is important to the visitors and vital to the economics and revenue of Estrella Mountain Regional Park. The project cost is $745,000. Funding/Cost Summary Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ 125,000 $ 125,000 Year 1 FY 06-07 $ 620,000 $ 620,000 Year 2 FY 07-08 $ $ - Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 620,000 $ 620,000 Total Project $ 745,000 $ 745,000 Operating Cost Summary Not applicable. Managing for Results Purpose Statement The purpose of the project is to enhance the park system for the citizens of Maricopa County and out of town visitors so they may have a pleasant outdoor experience. Strategic Goals By December 2006, in order to meet the increased park usage and demand for park services, we will identify a funding source for each of the capital projects in the improvement plan for the park system. 678 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Estrella Mountain Irrigation System (Continued) Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. Improve the quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. Strategic Plan Programs Supported • • Park Education and Recreation Program Park Support Program Strategic Plan Activities Supported • • • • Community Resources Interpretive Services Recreation Maintenance and Development Performance Measures Measure RESULT: Percent of demand met OUTPUT: Number of visitors at regional parks DEMAND: Number of expected number of all regional park users EFFICIENCY: Cost per output FY 2005-06 YTD Actual 100% $ FY 2005-06 Estimated 100% FY 2006-07 Estimated with Capital Improvement 100% 498,258 1,290,764 1,311,719 498,258 0.79 1,290,764 1.26 1,311,719 1.56 679 $ $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Human Services Campus User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Public Health Between 9th & 13th Ave, Madison St & Jackson St 5 Facilities Management Human Services Campus LLC June 2007 Phase II Project Description The project is split into two phases. The first phase is complete as of November 2005. The second phase is the completion of the NOVA Safe Haven building. NOVA has started construction on the existing CASS building site. The NOVA building is dependent upon public donations for funding. Funding/Cost Summary Prior Yrs. Funding Source Actual Intergovernmental Cap Proj (422) $ 6,996,000 County Improvement Fund (435) 12,250,104 Project Total $ 19,246,104 FY 05-06 Projected $ 4,400,000 $ 4,400,000 Year 1 FY 06-07 $ 1,002,896 $ 1,002,896 Year 2 FY 07-08 $ $ - 680 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,002,896 $ 1,002,896 Total Project $ 6,996,000 17,653,000 $ 24,649,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Human Services Campus (Continued) Operating Cost Summary Current Year 1 Year FY 06-07 Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - Year 2 FY 07-08 Year 3 FY 08-09 Year 4 FY 09-10 Year 5 FY 10-11 $ $ $ $ $ - $ - $ - $ Total Project - $ $ Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 47,394 $ 48,816 Supplies & Services 166,534 171,530 Capital Outlay $ - $ 213,928 $ 220,346 $ 50,280 176,676 $ 226,956 $ 51,789 181,976 $ 233,765 $ 53,342 187,435 $ 240,778 $ Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 47,394 $ 48,816 Supplies & Services 166,534 171,530 Capital Outlay $ - $ 213,928 $ 220,346 $ 50,280 176,676 $ 226,956 $ 51,789 181,976 $ 233,765 $ 53,342 187,435 $ 240,778 $ Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ $ 50,280 176,676 $ 226,956 $ 51,789 181,976 $ 233,765 $ 53,342 187,435 $ 240,778 $ - $ 47,394 166,534 $ 213,928 $ 48,816 171,530 $ 220,346 - 251,621 884,152 $ 1,135,773 251,621 884,152 $ 1,135,773 251,621 884,152 $ 1,135,773 Managing for Results Purpose Statement The purpose of the Human Services Campus project is to deliver high-quality human services for the homeless and working poor in downtown Phoenix so the cycle of homelessness and poverty can be broken. Strategic Goals By June 2007, develop public health facilities that will ensure that client service needs are met in safe, efficient and regionally located working environments. Strategic Plan Programs Supported • Healthcare for Homeless Individuals Strategic Plan Activities Supported • Primary Care Clinic for the Homeless 681 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Human Services Campus (Continued) Performance Measures FY 2005-06 YTD Actual Measure RESULT: Percent of homeless in Phoenix area seen at least once. OUTPUT: Number of homeless people seen. DEMAND: Number of homeless people in the Phoenix area. EFFICIENCY: Cost per encounter. FY 2005-06 Estimated 23% $ FY 2006-07 Estimated with Capital Improvement 51% 52% 2,432 5,200 5,350 13,000 13,000 13,000 69.00 682 $ 61.00 $ 59.00 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Maricopa Regional Trail System User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Parks and Recreation Multiple Locations All Parks and Recreation Department Not Applicable August 2013 Project Description The Maricopa Trail program will design and build a regional trail system to connect the Maricopa County Parks with a shared use, non-motorized recreational linear park experience. It will link and assist communities to become more livable and will create open space corridors to protect natural and cultural resources. It will provide an enhanced health, informed education and increased recreational opportunity and park amenity. The Maricopa Trail was initiated and recommended by the Board of Supervisors in 2000. Funding/Cost Summary Funding Source General Fund Imp Fund (445) Prior Yrs. Actual Project Total $ FY 05-06 Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Projected FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 Total Project $ 40,715 $ 1,541,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,541,000 $ 5,581,715 - $ 40,715 $ 1,541,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,541,000 $ 5,581,715 Operating Cost Summary Not applicable. 683 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Maricopa Regional Trail System (Continued) Managing for Results Purpose Statement The purpose of the project is to build a trail system for the citizens of Maricopa County and out of town visitors so they may have a pleasant outdoor experience. Strategic Goals By December 2006, in order to meet the increased park usage and demand for park services, we will identify a funding source for each of the capital projects in the improvement plan for the park system. Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. Improve the quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. Strategic Plan Programs Supported • • Park Education and Recreation Program Park Support Program Strategic Plan Activities Supported • • • • Community Resources Interpretive Services Recreation Maintenance and Development Performance Measures Measure RESULT: Percent of demand met OUTPUT: Number of visitors at regional parks DEMAND: Number of expected number of all regional park users EFFICIENCY: Cost per output FY 2006-07 Estimated with Capital FY 2005-06 Improvement Estimated 100% 100% FY 2005-06 YTD Actual 100% 498,258 $ 498,258 0.79 684 1,290,764 $ 1,290,764 1.26 1,311,719 $ 1,311,719 1.56 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs McDowell Mountain Regional Park Competitive Track User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Parks and Recreation McDowell Mountain Regional Park 2 Parks and Recreation Arizona State Parks and Salt River Project June 2007 Project Description The purpose of this request is to fund the construction of a restroom building with showers at the McDowell Mountain Regional Park Competitive Track. The multi-use track is used frequently by casual recreational users and for special racing events and is composed of three routes of varying difficulty and length. The 2.9-mile technical loop is most difficult; the 3.0-mile Sport Loop is designed for beginners and intermediate riders and the 8.2-mile Long Loop is an intermediate test for all riders. Together, the 14.3 miles of track may be used in various combinations to test all riders from beginners to the local elite athletes who regularly use the track for training. It was completed in 1998 and immediately used to host the Cactus Cup Mountain Bike Race. It continues to host a stop on the Dust Devil Mountain Bike Series; 24-Hours of Adrenalin; and other locally sponsored races. The Maricopa County Parks and Recreation Department (MCPRD) Visitor Study, September 2003, conducted by Arizona State University Department of Recreation Management and Tourism, states that restrooms are the highest amenity requested by those surveyed. Also, the study shows that 58.1% of McDowell Park visitors come to mountain bike. This project is a grant project and MCPRD staff, as a partial grant match, will provide site adaptation design, and construction administration and the comfort station construction will include constructing a new comfort station with showers. Adding a new comfort station to the McDowell competitive track, will provide new opportunities for more local and national events, such as mountain biking races, and increased day use activity by allowing visitors to come early, ride, and then shower before going to work; thus increasing revenue. The grant award is $150,000 by Arizona State Parks Local, Regional, and State Parks Heritage Fund; MCPRD will do a 50% match with $69,100 in labor value and $80,900 in monetary contribution. Further, Salt River Project will donate the installation of power to the new restroom building. This project is highly needed because currently the closest restroom facility to this highly used track is 2.5 miles away. The park installs port-a-johns for large events but the capacity is such that these temporary restrooms are not sufficient to meet the demand and there is no available drinking fountain. The first and most important impact of not building a restroom facility would be the continued unsanitary conditions. Many competitive track users use the parking lot and desert as an alternative to the port-ajohns and this is hazardous to park staff cleaning up the human waste and to the desert where waste is washed into the surface and ground water and may contaminate the water system. Second, the competitive track restroom facility would serve a large recreating public that has not had access to reasonable restroom facilities; last year McDowell Mountain Regional Park (MMPR) had 60,550 visitors. Third, the negative impact of not having the restroom facility funded would cause MMPR to lose the economic opportunities to host local and national events that are profitable and vital to the park’s operating budget. Last, the Maricopa County Parks and Recreation Department would not be meeting their mission statement to provide recreational and educational opportunities while protecting park resources for residents and visitors so they can enjoy a safe and meaningful outdoor experience. 685 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs McDowell Mountain Regional Park Competitive Track (Continued) Funding/Cost Summary Prior Yrs. Funding Source Actual Grant Funds $ General Fund Imp Fund (445) Intergovernmental Cap Proj (422) Project Total $ - FY 05-06 Projected 19,492 4,100 23,592 $ Year 1 FY 06-07 $ 150,000 61,408 29,000 $ 240,408 Year 2 FY 07-08 $ $ - Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 150,000 61,408 29,000 $ 240,408 Total Project $ 150,000 80,900 33,100 $ 264,000 Operating Cost Summary Current Year Year 1 FY 06-07 Year 2 FY 07-08 Year 3 FY 08-09 Year 4 FY 09-10 Year 5 FY 10-11 Total Project 219,630 52,764 272,394 $ 237,588 109,070 $ 346,658 $ 237,588 109,070 $ 346,658 $ 237,588 109,070 $ 346,658 $ 237,588 109,070 $ 346,658 $ 237,588 109,070 $ 346,658 $ 1,407,570 598,114 $ 2,005,684 Post Construction User Department Operating Costs Personal Sevices $ 219,630 Supplies & Services 52,764 Capital Outlay $ 272,394 $ 237,588 109,070 $ 346,658 $ 237,588 110,570 $ 348,158 $ 237,588 110,570 $ 348,158 $ 237,588 110,570 $ 348,158 $ 237,588 110,570 $ 348,158 $ 1,407,570 604,114 $ 2,011,684 $ $ $ $ $ $ Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - $ - $ 1,500 1,500 $ 1,500 1,500 $ 1,500 1,500 $ 1,500 1,500 $ 6,000 6,000 Managing for Results Strategic Goals By December 2006, in order to meet the increased park usage and demand for park services, we will identify a funding source for each of the capital projects in the improvement plan for the park system. Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. Improve the quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. Strategic Plan Programs Supported • • Park Education and Recreation Program Park Support Program 686 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs McDowell Mountain Regional Park Competitive Track (Continued) Strategic Plan Activities Supported • • • • Community Resources Interpretive Services Recreation Maintenance and Development Performance Measures Measure RESULT: Percent of demand met OUTPUT: Number of visitors at regional parks DEMAND: Number of expected number of all regional park users EFFICIENCY: Cost per output FY 2005-06 YTD Actual 100% FY 2005-06 Estimated 100% 498,258 $ 498,258 0.79 687 FY 2006-07 Estimated with Capital Improvement 100% 1,290,764 $ 1,290,764 1.26 1,311,719 $ 1,311,719 1.56 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Northeast Superior Court/Justice Court Expansion User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Trial Courts, Superior Courts and Clerk of the Court Union Hills Rd and 40th St 3 Facilities Management Not Applicable June 2005 (Construction) Project Description The Northeast Superior Court Project is Phase I of what is planned to eventually become the Northeast Regional Center for Maricopa County. The facility houses 12 Superior Court courtrooms including court administration and support space in approximately 73,500 square feet. Four new justice courts are also included in the building with required support space. The total building square footage is 104,900. The facility became operational during Fiscal Year 2005-06. In Fiscal Year 2006-07, funding for this project will be for warranty and closeout items. Funding/Cost Summary Prior Yrs. Funding Source Actual Intergovernmental Cap Proj (422) $ 2,000,000 General Fund Imp Fund (445) 15,720,910 Project Total $ 17,720,910 FY 05-06 Projected $ 837,845 $ 837,845 Year 1 FY 06-07 $ 41,245 $ 41,245 Year 2 FY 07-08 $ $ - 688 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ $ 41,245 41,245 Total Project $ 2,000,000 16,600,000 $ 18,600,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Northeast Superior Court/Justice Court Expansion (Continued) Operating Cost Summary Current Year Year 1 FY 06-07 Year 2 FY 07-08 Year 3 FY 08-09 Year 4 FY 09-10 Year 5 FY 10-11 Total Project 1,704,061 205,523 1,909,584 $ 1,860,441 212,446 $ 2,072,887 $ 1,916,254 212,446 $ 2,128,700 $ 1,973,742 212,446 $ 2,186,188 $ 2,032,954 212,446 $ 2,245,400 $ 2,093,943 212,446 $ 2,306,389 $ 11,581,395 212,446 $ 11,793,841 Post Construction User Department Operating Costs Personal Sevices $ 1,584,661 Supplies & Services 42,346 Capital Outlay $ 1,627,007 $ 1,741,041 49,269 $ 1,790,310 $ 1,793,272 49,269 $ 1,842,541 $ 1,847,070 49,269 $ 1,896,339 $ 1,902,483 49,269 $ 1,951,752 $ 1,959,557 49,269 $ 2,008,826 $ 10,828,084 49,269 $ 10,877,353 Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Net User Department Operating Costs (post less current) Personal Sevices $ (119,400) $ Supplies & Services (163,177) Capital Outlay $ (282,577) $ Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ (119,400) $ (122,982) $ (163,177) (163,177) (282,577) $ (286,159) $ - Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 95,605 Supplies & Services 508,523 Capital Outlay $ - $ 604,128 $ $ $ $ - $ $ $ 98,473 523,779 622,252 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 95,605 $ Supplies & Services 508,523 Capital Outlay $ - $ 604,128 $ 98,473 523,779 622,252 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ (119,400) $ Supplies & Services (163,177) Capital Outlay $ (282,577) $ (24,509) $ 360,602 336,093 $ (23,795) $ 345,346 321,551 $ $ $ $ $ (126,671) $ (130,472) $ (134,386) $ (753,311) (163,177) (163,177) (163,177) (979,062) (289,848) $ (293,649) $ (297,563) $ (1,732,373) - 101,427 539,492 640,919 101,427 539,492 640,919 $ $ $ $ $ $ (25,244) $ 376,315 351,071 $ - 104,470 555,677 660,147 104,470 555,677 660,147 $ $ $ $ $ $ (26,001) $ 392,500 366,498 $ - $ $ - 107,604 572,347 679,951 $ 507,580 2,699,818 $ 3,207,398 107,604 572,347 679,951 $ 507,580 2,699,818 $ 3,207,398 (26,781) $ (245,731) 409,170 1,720,756 382,389 $ 1,475,025 Managing for Results Purpose Statement The purpose of the project is to provide cost-efficient expansion space for the Superior Court and consolidated space for Justice Courts so that they may provide best in class services to Maricopa County residents. 689 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Northeast Superior Court/Justice Court Expansion (Continued) Strategic Goals By June 2007, the Superior Court and Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established trial court and limited jurisdiction court standards. Strategic Plan Programs Supported • • • Case Management Court Information Services Court Operations Support Strategic Plan Activities Supported • • Justice Courts Caseflow Management Superior Court and Juvenile Court Caseflow Management Performance Measures FY 2005-06 YTD Actual Measure RESULT: Percent of Misdemeanor DUI cases resolved. OUTPUT: Number of Misdemeanor DUI cases resolved. DEMAND: Number of Misdemeanor DUI cases filed. EFFICIENCY: Cost per Misdemeanor DUI case resolved. $ RESULT: Percent of Civil Traffic cases resolved. OUTPUT: Number of Civil Traffic cases resolved. DEMAND: Number of Civil Traffic cases filed EFFICIENCY: Cost per Civil Traffic case resolved. FY 2005-06 Estimated 88.46% 88.46% 84.00% 5,750 11,500 10,500 6,500 13,000 12,500 - $ 99.43% $ FY 2006-07 Estimated with Capital Improvement - $ 99.43% 78.11 99.43% 87,000 174,000 174,000 87,500 175,000 175,000 - 690 $ - $ 24.73 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Northwest Consolidated Justice Courts User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Trial Courts and Clerk of the Court Statler Blvd & Tierra Buena Ln 4 Facilities Management Not Applicable October 2005 (Construction) Project Description The Northwest Consolidated Justice Courts will serve the Lake Pleasant, North Valley, Manistee, and Hassayampa Justice Courts. The project is a 35,271 square foot building which includes four courts, Clerk of the Court, Constables, and Court administration space. The facility became operational during Fiscal Year 2005-06. In Fiscal Year 2006-07, funding for this project will be for warranty and close-out items. Funding/Cost Summary Funding Source County Improvement Fund (435) $ General Fund Imp Fund (445) Project Total $ Prior Yrs. Actual 3,303,429 712,043 4,015,472 FY 05-06 Projected $ 3,196,571 $ 3,196,571 Year 1 FY 06-07 $ $ Year 2 FY 07-08 87,957 87,957 $ $ 691 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ $ 87,957 87,957 Total Project $ 6,500,000 800,000 $ 7,300,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Northwest Consolidated Justice Courts (Continued) Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Year 1 FY 06-07 1,896,718 425,069 2,321,787 Post Construction User Department Operating Costs Personal Sevices $ 1,896,718 Supplies & Services 425,069 Capital Outlay $ 2,321,787 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - $ $ $ $ $ $ Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ Year 2 FY 07-08 2,329,810 565,119 2,894,929 $ 2,155,410 91,723 2,247,133 $ - Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 143,341 Supplies & Services 785,305 Capital Outlay $ - $ 928,646 - $ $ $ (174,400) $ (473,396) (647,796) $ Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 143,341 Supplies & Services 785,305 Capital Outlay $ - $ 928,646 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ $ $ $ $ $ $ $ (31,059) $ 311,909 280,850 $ Year 3 FY 08-09 2,399,704 565,119 2,964,823 $ 2,220,072 91,723 2,311,795 $ $ $ (179,632) $ (473,396) (653,028) $ - $ 147,641 808,864 956,505 $ 147,641 808,864 956,505 $ $ $ $ (31,991) $ 335,468 303,477 $ Year 4 FY 09-10 2,471,695 565,119 3,036,814 $ 2,286,674 91,723 2,378,397 $ $ $ (185,021) $ (473,396) (658,417) $ - $ 152,070 833,130 985,201 $ 152,070 833,130 985,201 $ $ $ $ (32,950) $ 359,734 326,784 $ Year 5 FY 10-11 2,545,846 565,119 3,110,965 $ 2,355,275 91,723 2,446,998 $ $ $ (190,572) $ (473,396) (663,968) $ - $ 156,633 858,124 1,014,757 $ 156,633 858,124 1,014,757 $ $ $ $ (33,939) $ 384,728 350,789 $ Total Project 2,622,222 565,119 3,187,341 $ 2,425,933 91,723 2,517,656 $ $ $ (196,289) $ (473,396) (669,685) $ - $ 161,332 883,868 1,045,199 $ 161,332 883,868 1,045,199 $ $ $ $ (34,957) $ 410,472 375,515 $ 14,265,996 3,250,664 17,516,660 13,340,082 883,684 14,223,766 (925,913) (2,366,980) (3,292,893) - 761,017 4,169,291 4,930,308 761,017 4,169,291 4,930,308 (164,896) 1,802,311 1,637,414 Managing for Results Purpose Statement The purpose of the Northwest Consolidated Justice Courts project is to provide cost efficient expansion space for the Superior Court and consolidated space for Justice Courts so that they may provide best in class services to Maricopa County residents. Strategic Goals By June 2007, the Superior Court and Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established trial court and limited jurisdiction court standards. 692 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Northwest Consolidated Justice Courts (Continued) Strategic Plan Programs Supported • • • Case Management Court Information Services Court Operations Support Strategic Plan Activities Supported • • Justice Courts Caseflow Management Superior Court and Juvenile Court Caseflow Management Performance Measures FY 2005-06 YTD Actual Measure RESULT: Percent of Misdemeanor DUI cases resolved. OUTPUT: Number of Misdemeanor DUI cases resolved. DEMAND: Number of Misdemeanor DUI cases filed. EFFICIENCY: Cost per Misdemeanor DUI case resolved. $ RESULT: Percent of Civil Traffic cases resolved. OUTPUT: Number of Civil Traffic cases resolved. DEMAND: Number of Civil Traffic cases filed EFFICIENCY: Cost per Civil Traffic case resolved. FY 2005-06 Estimated 88.46% 88.46% 84.00% 5,750 11,500 10,500 6,500 13,000 12,500 - $ 99.43% $ FY 2006-07 Estimated with Capital Improvement - $ 99.43% 78.11 99.43% 87,000 174,000 174,000 87,500 175,000 175,000 - 693 $ - $ 24.73 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Park System Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Maricopa County Parks and Recreation Department (MCPRD) All Maricopa County Parks 1 through 5 Parks and Recreation None Fall 2008 Project Description In 1965, the Maricopa County Board of Supervisors approved the Maricopa County Regional Park System Plan. Since then, Maricopa County has grown tremendously in population, transportation, and economics to name a few factors. Park design, planning, and philosophy have also changed along with time and because of this, the Maricopa County Parks and Recreation Department (MCPRD) System Plan is outdated and portions are no longer applicable to the overall park system. Parks like Casey Abbot Semi Regional Park and Thunderbird Semi Regional were part of the system in 1965 but have been transferred to other agencies. In the past 41 years, many of MCPRD Parks have expanded their boundaries such as Lake Pleasant Regional Park and White Tank Mountain Regional Park. MCPRD has acquired new parks and a conservation area in the past decade, for example, San Tan Mountain Regional Park, Adobe Dam Regional Park, and Spur Cross Ranch Conservation Area. A new and updated master plan is needed to guide future policies, procedures, standards and potential recreation opportunities for all these changes. The master plan would further identify a long-term and flexible approach to providing recreational opportunities in the parks development, while appropriately managing park resources. The master planning estimated cost is $485,200, including some in-house project management costs. Funding/Cost Summary Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 485,200 $ 485,200 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ . Operating Cost Summary There will be no operating costs associated with this project. 694 - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 485,200 $ 485,200 Total Project $ 485,200 $ 485,200 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Playground Shade Structures User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Maricopa County Parks and Recreation Department (MCPRD) Cave Creek Regional Park, McDowell Mountain Regional Park, Usery Mountain Regional Park, White Tank Mountain Regional Park. 2, 4 Parks and Recreation None June 2007 Project Description The purpose of this request is to fund the design and construction of new playground shade structures at Cave Creek Regional Park (2), McDowell Mountain Regional Park (3), Usery Mountain Regional Park (3) and White Tank Mountain Regional Park (3). The addition of new playground shade structures will provide a safe environment for children to play by keeping the playground equipment shaded from the hot Arizona sun. This will also enhance visitors overall experience by allowing use of the playgrounds during the summer months and peak daylight hours. The total project cost is estimated to be $ 589,050. Funding/Cost Summary Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 589,050 $ 589,050 Year 2 FY 07-08 $ $ - Year 3 FY 08-09 $ $ - Operating Cost Summary There is no additional operating cost for the shade structure project. 695 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 589,050 $ 589,050 Total Project $ 589,050 $ 589,050 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Public Health Clinic User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Public Health and Environmental Services 16th St & Roosevelt St 5 Facilities Management Not Applicable June 2007 Project Description The Public Health Clinic upgrades and replaces an aging clinical facility for Public Health. The site is located near the current public health facility, which is one-half mile south of the freeway and in close proximity to other downtown facilities. Client visits to the Public Health Clinic are high volume yearround, peaking June through September for childhood immunizations. The building is approximately 53,500 square feet, which includes 2,492 square feet for the Environmental Services Facility (completed under a separate project). The facility also includes approximately 200 underground parking spaces. Fiscal Year 2006-07 funds will be used to complete the remodel of the information technology room relocation from the garage to the second floor. Funding/Cost Summary Prior Yrs. Funding Source Actual County Improvement Fund (435) $ 12,637,583 Project Total $ 12,637,583 FY 05-06 Projected $ 114,517 $ 114,517 Year 1 FY 06-07 $ 275,000 $ 275,000 Year 2 FY 07-08 $ $ Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 275,000 $ 275,000 Total Project $ 13,027,100 $ 13,027,100 Operating Cost Summary Current Year Current Facilities Management Department Operating Costs Personal Services $ Supplies & Services Capital Outlay $ Year 1 FY 06-07 - $ $ Post Construction Facilities Management Department Operating Costs Personal Services $ - $ Supplies & Services Capital Outlay $ - $ Year 2 FY 07-08 - $ 47,869 377,347 425,216 $ Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 47,869 Supplies & Services 377,347 Capital Outlay $ - $ 425,216 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ - $ 47,869 377,347.00 $ 425,216 Year 3 FY 08-09 - $ 49,305 388,667 437,972 $ 49,305 388,667 437,972 $ 49,305 388,667.41 $ 437,972 $ $ $ $ $ $ 696 Year 4 FY 09-10 - $ 50,784 400,327 451,112 $ 50,784 400,327 451,112 $ 50,784 400,327.43 $ 451,112 $ $ $ $ Year 5 FY 10-11 - $ 52,308 412,337 464,645 $ 52,308 412,337 464,645 $ 52,308 412,337.26 $ 464,645 $ $ $ $ Total Project - $ 53,877 424,707 478,584 $ 53,877 424,707 478,584 $ 53,877 424,707.37 $ 478,584 $ $ $ $ $ $ $ - 254,143 2,003,386 2,257,529 254,143 2,003,386 2,257,529 254,143 2,003,386.47 $ 2,257,529 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Public Health Clinic (Continued) Managing for Results Purpose Statement The purpose of the Public Health Clinic Project is to construct a new facility that meets the requirements for the Public Health Department to serve County residents so functions are provided in an efficient manner. Strategic Goals By June 2007, develop public health facilities that will ensure that client service needs are met in safe, efficient and regionally located working environments. Strategic Plan Programs Supported • • • • • • • • • • Bio-Defense Preparedness and Response Chronic Disease and Tobacco Control Community Development Family Health HIV/HCV Services Immunization Services Infectious Disease Control and Treatment Nutrition Oral Health Birth and Death Certificates Strategic Plan Activities Supported • • • • • • • • • • • • • • Bio-Defense Intelligence Gathering Planning and Training Cardiovascular Disease Education Childhood Injury Prevention and General Health Education Tobacco Use Prevention Women Together for Health HIV Community Education and Support HIV Counseling Minority and Community Health Family Planning Lead Hazard Reduction Newborn Intensive Care Adult and Child Immunizations Public Health Lab and Pharmacy 697 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Public Health Clinic (Continued) Performance Measures FY 2005-06 YTD Actual Measure RESULT: Percent of adults/students who received tobacco cessation or prevention education OUTPUT: Number of adults/students receiving cessation or prevention education DEMAND: Number of adults/students requesting cessation or prevention education EFFICIENCY: Cost per student/adult. $ RESULT: Percent of copies of birth and death certificates requested. OUTPUT: Number of birth and death certificates provided. DEMAND: Number of birth and death certificates requested. EFFICIENCY: Cost per certificate. FY 2005-06 Estimated 100% 100% 100% 5,900 11,800 11,800 5,900 11,800 11,800 287.18 $ 100% $ FY 2006-07 Estimated with Capital Improvement 287.18 $ 100% 280.02 100% 145,214.00 288,026 298,107 145,214.00 288,026 298,107 2.46 698 $ 3.04 $ 3.04 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Restroom Projects – Phase 3 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Maricopa County Parks and Recreation Department (MCPRD) Usery (2), McDowell (2) 1, 2 Parks and Recreation None June, 2008 Project Description The purpose of this request is to fund the construction of replacement restroom buildings throughout the Maricopa County Park System. The Maricopa County Parks and Recreation Department (MCPRD) Visitor Study, September 2003, conducted by Arizona State University Department of Recreation Management and Tourism, states that restrooms are the amenity most requested by those surveyed. Restroom improvements will include site planning, engineering, and construction of 4 new restrooms. The old restrooms will be demolished and new, modern structures will be built. The parks’ restrooms are literally coming apart, are a danger to the public, are a maintenance and operation nuisance, and are a cost-consuming problem to the staff and park system. Adding new restrooms to the park system will reduce the maintenance costs and more importantly attract more visitors to the parks. The project cost is estimated to be $1,662,100, the architectural contract and in-house project management is approximately 11% of the project total, which is approximately $183,940, of the total project cost, leaving $1,478,160 for construction. Funding/Cost Summary Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 1,662,100 $ 1,662,100 Year 2 FY 07-08 $ $ - . Operating Cost Summary Not Applicable. 699 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,662,100 $ 1,662,100 Total Project $ 1,662,100 $ 1,662,100 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs San Tan Justice Courts User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Trial Courts and Clerk of the Court City of Chandler 1 Facilities Management Not Applicable February 2007 (Construction) Project Description The project includes the design and construction of the Maricopa County Santan Consolidated Justice Courts. The project will house the San Marcos, Santan, University Lakes, and Kyrene Justice Courts. The project is located at the Chandler Civic Center. Funding/Cost Summary Prior Yrs. Funding Source Actual Intergovernmental Cap Proj (422) $ County Improvement Fund (435) 250,817 General Fund Imp Fund (445) Project Total $ 250,817 FY 05-06 Projected $ 849,183 $ 849,183 Year 1 FY 06-07 $ 1,600,000 4,144,765 4,107,737 $ 9,852,502 Year 2 FY 07-08 $ $ . 700 - Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,600,000 4,144,765 4,107,737 $ 9,852,502 Total Project $ 1,600,000 5,244,765 4,107,737 $ 10,952,502 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs San Tan Justice Courts (Continued) Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Year 1 FY 06-07 2,190,544 791,563 2,982,107 Post Construction User Department Operating Costs Personal Sevices $ 2,190,544 Supplies & Services 791,563 Capital Outlay $ 2,982,107 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - $ $ $ $ $ $ Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ Year 2 FY 07-08 2,522,259 1,076,120 3,598,379 2,522,259 729,290 3,251,549 $ $ $ $ Year 3 FY 08-09 2,597,927 1,076,120 3,674,047 2,381,524 72,160 2,453,684 - $ $ $ Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 47,869 $ Supplies & Services 189,315 Capital Outlay $ - $ 237,184 $ 49,305 194,994 244,300 $ $ $ $ - 49,305 194,994 244,300 - $ $ $ 2,675,865 1,076,120 3,751,985 2,452,969 72,160 2,525,129 $ $ $ $ Year 5 FY 10-11 2,756,141 1,076,120 3,832,261 2,526,559 72,160 2,598,719 $ $ $ $ Total Project 2,838,825 1,076,120 3,914,945 $ 15,581,560 6,172,163 $ 21,753,723 2,602,355 72,160 2,674,515 $ 14,676,210 1,809,493 $ 16,485,703 - $ (216,403) $ (222,895) $ (229,582) $ (236,469) $ (346,830) (1,003,960) (1,003,960) (1,003,960) (1,003,960) (346,830) $ (1,220,363) $ (1,226,855) $ (1,233,542) $ (1,240,429) $ Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 47,869 Supplies & Services 189,315 Capital Outlay $ - $ 237,184 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ $ Year 4 FY 09-10 47,869 $ (157,515) (109,646) $ 701 $ $ $ $ $ $ (167,098) $ (808,966) (976,063) $ - 50,784 200,844 251,629 50,784 200,844 251,629 $ $ $ $ $ $ (172,111) $ (803,116) (975,227) $ - 52,308 206,870 259,177 52,308 206,870 259,177 $ $ $ $ $ $ (177,274) $ (797,090) (974,365) $ - 53,877 213,076 266,953 53,877 213,076 266,953 $ $ $ $ $ $ (182,592) $ (790,884) (973,477) $ (905,349) (4,362,670) (5,268,019) - 254,143 1,005,099 1,259,242 254,143 1,005,099 1,259,242 (651,206) (3,357,571) (4,008,777) Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs San Tan Justice Courts (Continued) Managing for Results Purpose Statement The purpose of the Santan Justice Center project is to co-locate existing justice courts from leased building spaces into County-owned and geographically co-located facilities for Maricopa County residents so their limited jurisdiction court needs can be handled in a more efficient and effective manner. Strategic Goals By June 2007, the Superior Court and Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established trial court and limited jurisdiction court standards. Strategic Plan Programs Supported • • • Case Management Court Information Services Court Operations Support Strategic Plan Activities Supported • • Justice Courts Caseflow Management Superior Court and Juvenile Court Caseflow Management Performance Measures FY 2005-06 YTD Actual Measure RESULT: Percent of Misdemeanor DUI cases resolved. OUTPUT: Number of Misdemeanor DUI cases resolved. DEMAND: Number of Misdemeanor DUI cases filed. EFFICIENCY: Cost per Misdemeanor DUI case resolved. $ RESULT: Percent of Civil Traffic cases resolved. OUTPUT: Number of Civil Traffic cases resolved. DEMAND: Number of Civil Traffic cases filed EFFICIENCY: Cost per Civil Traffic case resolved. FY 2005-06 Estimated 88.46% 88.46% 84.00% 5,750 11,500 10,500 6,500 13,000 12,500 - $ 99.43% $ FY 2006-07 Estimated with Capital Improvement - $ 99.43% 78.11 99.43% 87,000 174,000 174,000 87,500 175,000 175,000 - 702 $ - $ 24.73 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Security Building User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Various County Departments 234 N Central Ave 5 Facilities Management Not Applicable June 2007 (Construction) Project Description This project covers Phase III closeout costs for tenant improvements within the Security Building including exterior east elevation renovated to the original historic condition at the front entry area. Funding/Cost Summary Funding Source General Fund Imp Fund (445) $ Project Total $ Prior Yrs. Actual 4,869,034 4,869,034 FY 05-06 Projected $ 5,352,025 $ 5,352,025 Year 1 FY 06-07 $ 100,000 $ 100,000 Year 2 FY 07-08 $ $ 703 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 100,000 $ 100,000 Total Project $ 10,321,059 $ 10,321,059 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Security Building (Continued) Operating Cost Summary Current Year 1 Year FY 06-07 Current Facilities Management Department Operating Costs Personal Sevices $ 238,813 $ 245,977 Supplies & Services 1,058,495 1,090,250 Capital Outlay $ 1,297,308 $ 1,336,227 Post Construction Facilities Management Department Operating Costs Personal Sevices $ 238,813 $ 245,977 Supplies & Services 1,058,495 1,090,250 Capital Outlay $ 1,297,308 $ 1,336,227 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ - $ $ - Year 2 FY 07-08 $ $ $ $ $ $ $ $ 704 Year 3 FY 08-09 253,357 1,122,957 1,376,314 $ 253,357 1,122,957 1,376,314 $ - $ - $ $ $ $ $ Year 4 FY 09-10 260,957 1,156,646 1 1,417,604 $ 273,625 1,212,794 1,486,419 $ 12,668 56,148 68,816 $ 12,668 56,148 68,816 $ $ $ $ $ Year 5 FY 10-11 268,786 1,191,345 2 1,460,134 $ 295,515 1,309,817 1,605,333 $ 26,729 118,472 145,201 $ 26,729 118,472 145,201 $ $ $ $ $ Total Project 276,850 1,227,086 3 1,503,939 $ 319,156 1,414,603 1,733,759 $ 42,307 187,517 229,824 $ 42,307 187,517 229,824 $ $ $ $ $ 1,544,740 6,846,780 6 8,391,526 1,626,444 7,208,916 8,835,361 81,704 362,137 443,841 81,704 362,137 443,841 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Southeast Justice Center User Department: Trial Courts, Sheriff’s Office, Adult Probation, Assessor East Maricopa County 2 Facilities Management Not Applicable May 2008 (Construction) Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Project Description The project will include the design and construction of the Southeast Consolidated Justice Center and Parking Garage. The project will house the North Mesa, East Mesa, West Mesa, and an expansion Justice Court; three Early Disposition Courts/Regional Court Center (EDC/RCC); combining Sheriff’s Office substation functions within the holding and detention areas associated with the Justice and EDC/RCC courts; providing offices for Adult Probation; providing regional space for the Assessor’s Office, and an 800 space parking garage. The project will be located at the current County Southeast Facility in Mesa. Funding/Cost Summary Funding Source Intergovernmental Cap Proj (422) $ County Improvement Fund (435) General Fund Imp Fund (445) Project Total $ Prior Yrs. Actual 4,478 4,478 FY 05-06 Projected $ $ 300,000 300,000 Year 1 FY 06-07 $ 17,300,000 $ 17,300,000 Year 2 FY 07-08 $ 1,410,000 1,295,522 24,890,000 $ 27,595,522 705 Year 3 FY 08-09 $ 1,000,000 $ 1,000,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 2,410,000 18,595,522 24,890,000 $ 45,895,522 Total Project $ 2,410,000 18,900,000 24,890,000 $ 46,200,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Southeast Justice Center (Continued) Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ Year 1 FY 06-07 1,818,133 370,357 2,188,490 $ 1,818,133 370,357 2,188,490 $ $ $ - Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - $ Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - $ $ 1,729,123 354,005 2,083,128 Post Construction User Department Operating Costs Personal Sevices $ 1,729,123 Supplies & Services 354,005 Capital Outlay $ 2,083,128 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - $ Year 2 FY 07-08 $ $ $ $ Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ - $ $ - $ $ $ $ $ $ $ $ $ Year 3 FY 08-09 1,872,677 370,357 2,243,034 $ 1,872,677 370,357 2,243,034 $ - $ - $ - $ - $ - $ $ $ $ $ $ $ $ Year 4 FY 09-10 1,928,857 370,357 2,299,214 $ 1,754,457 1,754,457 $ $ $ (174,400) $ (370,357) (544,757) $ - $ 152,141 833,057 985,198 $ 152,141 833,057 985,198 $ $ $ $ (22,259) $ 462,700 440,441 $ Year 5 FY 10-11 1,986,723 370,357 2,357,080 $ 1,807,091 1,807,091 $ $ $ (179,632) $ (370,357) (549,989) $ - $ 156,705 858,049 1,014,754 $ 156,705 858,049 1,014,754 $ $ $ $ (22,927) $ 487,692 464,765 $ Total Project 2,046,325 370,357 2,416,682 $ 1,861,304 1,861,304 $ $ $ (185,021) $ (370,357) (555,378) $ - $ 161,406 883,790 1,045,197 $ 161,406 883,790 1,045,197 $ $ $ $ (23,615) $ 513,433 489,819 $ 11,381,838 2,205,790 13,587,628 10,842,785 1,094,719 11,937,504 (539,053) (1,111,071) (1,650,124) - 470,253 2,574,896 3,045,148 470,253 2,574,896 3,045,148 (68,800) 1,463,825 1,395,025 Managing for Results Purpose Statement The purpose of the Southeast Consolidated Justice Courts project is to co-locate existing justice courts from leased building spaces into County-owned and geographically co-located facilities for Maricopa Countyresidents so their limited jurisdiction court needs can be handled in a more efficient and effective manner. 706 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Southeast Justice Center (Continued) Strategic Goals By June 2007, the Superior Court and Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established trial court and limited jurisdiction court standards. Strategic Plan Programs Supported • • • Case Management Court Information Services Court Operations Support Strategic Plan Activities Supported • • Justice Courts Caseflow Management Superior Court and Juvenile Court Caseflow Management Performance Measures FY 2005-06 YTD Actual Measure RESULT: Percent of Misdemeanor DUI cases resolved. OUTPUT: Number of Misdemeanor DUI cases resolved. DEMAND: Number of Misdemeanor DUI cases filed. EFFICIENCY: Cost per Misdemeanor DUI case resolved. $ RESULT: Percent of Civil Traffic cases resolved. OUTPUT: Number of Civil Traffic cases resolved. DEMAND: Number of Civil Traffic cases filed EFFICIENCY: Cost per Civil Traffic case resolved. FY 2005-06 Estimated 88.46% 88.46% 84.00% 5,750 11,500 10,500 6,500 13,000 12,500 - $ 99.43% $ FY 2006-07 Estimated with Capital Improvement - $ 99.43% 78.11 99.43% 87,000 174,000 174,000 87,500 175,000 175,000 - 707 $ - $ 24.73 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Southwest Justice Center User Department: Trial Courts, Clerk of the Court, Sheriff’s Office, Adult Probation City of Avondale 4 Facilities Management Not Applicable June 2008 (Construction) Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Project Description The project will include the design and construction of the Maricopa County Southwest Justice Center. The project will house the Estrella Mountain, Ironwood, Maryvale, Agua Fria Courts, an expansion Justice Court; three Early Disposition Courts/Regional Court Centers (EDC/RCC); combined Sheriff’s Office substation functions within the holding and detention areas associated with the Justice and EDC/RCC courts and Adult Probation. Currently, a new site location for this project is being determined. The project is scheduled to start in Fiscal Year 2006-07. Funding/Cost Summary Funding Source Intergovernmental Cap Proj (422) $ County Improvement Fund (435) General Fund Imp Fund (445) Project Total $ Prior Yrs. Actual 63,130 63,130 FY 05-06 Projected $ 190,298 16,115 $ 206,413 Year 1 FY 06-07 $ 1,440,925 1,620,755 13,659,075 $ 16,720,755 Year 2 FY 07-08 $ 4,259,702 $ 4,259,702 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 5,700,627 1,620,755 13,659,075 $ 20,980,457 Total Project $ 5,890,925 1,700,000 13,659,075 $ 21,250,000 Operating Cost Summary Current Year 1 Year FY 06-07 Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ Year 2 FY 07-08 - Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 95,605 Supplies & Services 530,087 Capital Outlay $ - $ 625,692 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 95,605 Supplies & Services 530,087 Capital Outlay $ - $ 625,692 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ Supplies & Services Capital Outlay $ - $ $ 95,605 530,087 625,692 $ $ $ $ $ $ $ $ 708 Year 3 FY 08-09 - $ 98,473 545,990 644,463 $ 98,473 545,990 644,463 $ 98,473 545,990 644,463 $ $ $ $ $ Year 4 FY 09-10 - $ 101,427 562,369 663,797 $ 101,427 562,369 663,797 $ 101,427 562,369 663,797 $ $ $ $ $ Year 5 FY 10-11 - $ 104,470 579,240 683,711 $ 104,470 579,240 683,711 $ 104,470 579,240 683,711 $ $ $ $ $ Total Project - $ 107,604 596,618 704,222 $ 107,604 596,618 704,222 $ 107,604 596,618 704,222 $ $ $ $ $ - 507,580 2,814,304 3,321,884 507,580 2,814,304 3,321,884 507,580 2,814,304 3,321,884 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Southwest Justice Center (Continued) Managing for Results Purpose Statement The purpose of the Southwest Consolidated Justice Courts project is to co-locate existing justice courts from leased building spaces into County-owned and geographically co-located facilities for Maricopa County residents so their limited jurisdiction court needs can be handled in a more efficient and effective manner. Strategic Goals By June 2007, the Superior Court and Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 95% of all Court cases in compliance with established trial court and limited jurisdiction court standards. Strategic Plan Programs Supported • • • Case Management Court Information Services Court Operations Support Strategic Plan Activities Supported • • Justice Courts Caseflow Management Superior Court and Juvenile Court Caseflow Management 709 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Southwest Justice Center (Continued) Performance Measures FY 2005-06 YTD Actual Measure RESULT: Percent of Misdemeanor DUI cases resolved. OUTPUT: Number of Misdemeanor DUI cases resolved. DEMAND: Number of Misdemeanor DUI cases filed. EFFICIENCY: Cost per Misdemeanor DUI case resolved. $ RESULT: Percent of Civil Traffic cases resolved. OUTPUT: Number of Civil Traffic cases resolved. DEMAND: Number of Civil Traffic cases filed EFFICIENCY: Cost per Civil Traffic case resolved. FY 2005-06 Estimated 88.46% 88.46% 84.00% 5,750 11,500 10,500 6,500 13,000 12,500 - $ 99.43% $ FY 2006-07 Estimated with Capital Improvement - $ 99.43% 78.11 99.43% 87,000 174,000 174,000 87,500 175,000 175,000 - 710 $ - $ 24.73 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Usery Mountain Water System User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Maricopa County Parks and Recreation Department (MCPRD) Usery Mountain Regional Park Supervisor Fulton Brock Parks and Recreation None June 2007 Project Description The purpose of this request is to fund the design and construction of a new water system through the park. Per Facilities Management Department (FMD), the water system is developing leaks at least once per month, sometimes more often. For example, one stretch of water line had 8 leaks in just 5 months last year. Consequently, a large amount of water is lost each week and unfortunately leaks in remote areas are not discovered until the water bill is received the following month. Further, water line breaks are a major nuisance to our park visitors when the water needs to shut off and restrooms closed to repair the water lines. The project cost is $700,000. Funding/Cost Summary Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ 55,000 $ 55,000 Year 1 FY 06-07 $ 645,000 $ 645,000 Year 2 FY 07-08 $ $ - Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 645,000 $ 645,000 Total Project $ 700,000 $ 700,000 Operating Cost Summary Not applicable. Managing for Results Purpose Statement The purpose of the project is to enhance the park system for the citizens of Maricopa County and out of town visitors so they may have a pleasant outdoor experience. Strategic Goals By December 2006, in order to meet the increased park usage and demand for park services, we will identify a funding source for each of the capital projects in the improvement plan for the park system. Educate the public about how to achieve a healthy lifestyle and increase participation in educational and recreational opportunities provided in the County. 711 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Usery Mountain Water System (Continued) Improve the quality of life in Maricopa County by building a regional trail system, enhancing our parks, supporting noise and pollution reduction efforts, and encouraging developers to construct environmentally friendly buildings. Strategic Plan Programs Supported • • Park Education and Recreation Program Park Support Program Strategic Plan Activities Supported • • • • Community Resources Interpretive Services Recreation Maintenance and Development Performance Measures Measure RESULT: Percent of demand met OUTPUT: Number of visitors at regional parks DEMAND: Number of expected number of all regional park users EFFICIENCY: Cost per output FY 2006-07 Estimated with Capital FY 2005-06 Improvement Estimated 100% 100% FY 2005-06 YTD Actual 100% $ 498,258 1,290,764 1,311,719 498,258 0.79 1,290,764 1.26 1,311,719 1.56 712 $ $ Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Visitor Centers/Amphitheaters User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Maricopa County Parks and Recreation Department Cave Creek Regional Park, McDowell Mountain Regional Park, Usery Mountain Regional Park, Estrella Mountain Regional Park, White Tank Mountain Regional Park and Lake Pleasant Regional Park 2, 4 and 5 Maricopa County Parks and Recreation Department N/A Estimated January 31, 2008 Project Description The purpose of this request is to fund the design and construction of new Visitor Center buildings and Amphitheaters at Cave Creek Regional Park, McDowell Mountain Regional Park, Usery Mountain Regional Park and White Tank Mountain Regional Park. Additionally, it is to fund the design and construction of a new Visitor Center at Estrella Mountain Regional Park and a new Amphitheater at Lake Pleasant Regional Park. The addition of new visitor centers and amphitheaters will attract more visitors to the parks and enhance their overall learning experience. The total project cost is estimated to be $6,842,700 and the architectural contract is approximately 10% of the project total cost at $683,500. The remaining $6,159,200 allows $5,200,700 for the estimated cost of the 5 Visitor Centers and $958,500 for 5 Amphitheaters. Funding/Cost Summary Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 6,842,700 $ 6,842,700 Year 2 FY 07-08 $ $ - Operating Cost Summary Not applicable. 713 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 6,842,700 $ 6,842,700 Total Project $ 6,842,700 $ 6,842,700 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Vulture Mountain Study User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Parks & Recreation Vulture Mountains south of Wickenburg 4 Parks & Recreation Bureau of Land Management (BLM) 2008 Project Description In order to assess the potential for patenting the Bureau of Land Management (BLM) property in the Vulture Mountain area near Wickenburg, the BLM is required to undergo several assessments. The BLM has indicated that it may take up to two years for their staff to prepare these studies. The purpose of this request is to provide funding to allow BLM to expedite these studies through private contractors. The land itself will likely remain with BLM and be managed in a cooperative agreement similar to that of most of San Tan Mountain Regional Park, pending Recreational Management & Public Purposes (RM&PP) acquisition. The park will include, at a minimum, trails and trailheads but will probably include some of the facilities found at other Regional Parks. Initial study costs are estimated at $100,000. Funding/Cost Summary Prior Yrs. Funding Source Actual General Fund Imp Fund (445) $ Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 100,000 $ 100,000 Year 2 FY 07-08 $ $ - Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 100,000 $ 100,000 Operating Cost Summary There are no operational costs associated with Vulture Mountain acquisition at this time. 714 Total Project $ 100,000 $ 100,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Detention Fund Summary Criminal Justice Facilities Capital Improvement Projects for adult jails and juvenile detention total $84.5 million over five years, 10% of the recommended five-year CIP. These projects are funded by a sales tax increase approved by voters in November 1998 and again in 2002. The programming phase, based on the Jail Master Plan, was finalized in July 1999, and the design phase was completed in 2001. The construction closeout phase for three projects continues into 2005 and includes completion of all work and closeout of contracts. In addition to the Facilities Review Committee (FRC) process, a Citizens’ Jail Oversight Committee (CJOC) reviews projects funded by the Jail Excise Tax. In 1997, a nine-member Citizens Advisory Committee on Jail Planning was appointed by the Maricopa County Board of Supervisors, the County Attorney, the Presiding Judge of the Superior Court, and the Sheriff for the purpose of conducting a criminal justice system Master Plan. The Committee selected a nationally recognized jail-planning consultant to assist in studying the subject of the Committee’s charge. RNL Design, in association with Chinn Planning, Inc. and Liebert & Associates, was contracted by Maricopa County to complete a needs assessment and master plan of the adult and juvenile criminal justice detention system. The Committee met on 15 occasions from March 21, 1997 to November 13, 1997. Meetings were conducted in each of the Board Districts. In the fall of 1997, RNL Design completed its final report, “The Maricopa County Report on Jail Planning”, dated November 12, 1997. This comprehensive planning effort covered 15 years in the future and identified some $1.4 billion in needs. The Committee then used this report as the basis for four hearings conducted throughout the County. The final report of the Committee, the “Citizens Advisory Committee Report on Jail Planning”, dated November 18, 1997 is based on the Executive Summary of the consultants’ final report. The consultants gave the Committee permission to revise the Executive Summary to reflect the Committee’s conclusions and recommendations. The Committee made certain changes and modifications to the consultants’ work, which are reflected in its Final Report and in the budget figures attached to its Final Report. The consultants’ work is contained in Volumes 1-5 of the Committee’s Final Report, which constitutes the Maricopa County Criminal Justice System Master Plan. In November 2002, the Maricopa County voters approved an extension of the November 1998 voter approved jail tax for an additional 20 years. 715 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Project Detail A total of six (6) capital projects are identified and recommended to the Board for support from the Detention Fund by the Facilities Review Committee in the proposed CIP. The recommended projects are noted in the table below. PROJECTED FY 2005-06 455 DETENTION CAPITAL PROJECTS FUND PRIOR YEARS FY 2006-07 FY 2007-08 Continuing Projects Durango Jail Demolition $ - $ - $ - $ 50,000 Durango Juvenile Detention/Treatment Center 80,225,285 3,104,478 7,995,522 Fourth Avenue Jail 139,392,912 1,700,000 1,000,000 Lower Buckeye Jail 222,709,652 3,000,000 1,000,000 Madison Street Jail Renovations 7,617 437,118 9,555,265 24,857,500 Project Reserve 3,000,000 Subtotal $ 442,335,466 $ 8,341,596 $ 19,550,787 $ 27,907,500 Completed Projects FMD Operations and Maintenance Building Towers Jail Renovations (withdrawn) Jackson Street Garage Mesa Juvenile Detention Center Sheriff's Training Facility Southeast Regional Courtroom Buildout $ $ Subtotal $ 4,710,164 10,954,751 23,705,476 8,764,831 427,601 48,562,823 $ 100,000 100,000 TOTAL FUND 455 $ 490,898,289 $ 8,441,596 $ $ - $ 19,550,787 $ $ - $ 27,907,500 716 FY 2008-09 FY 2009-10 $ 2,000,000 24,992,500 10,000,000 $ 36,992,500 $ $ - $ $ 36,992,500 $ - $ $ $ - $ - $ FIVE-YEAR TOTAL (FY 2007-11) TOTAL PROJECT Page FY 2010-11 - $ $ $ - $ - $ $ 2,050,000 $ 7,995,522 1,000,000 1,000,000 59,405,265 13,000,000 84,450,787 $ 2,050,000 91,325,285 142,092,912 226,709,652 59,850,000 13,100,000 535,227,849 $ $ - $ 4,710,164 100,000 10,954,751 23,705,476 8,764,831 427,601 48,662,823 $ 84,450,787 $ 583,890,672 717 718 721 724 727 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Durango Jail Demolition User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Sheriff’s Office, Correctional Health 3225 W. Gibson Ln 5 Facilities Management Not Applicable June 2009 Project Description This project is for the abatement and demolition of the Durango Jail. Planning for a replacement facility will be funded from a separate project--the Jail Master Plan Update. Funding/Cost Summary Prior Yrs. Funding Source Actual Detention Fund (455) $ Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ $ - Year 2 FY 07-08 $ 50,000 $ 50,000 Operating Cost Summary Not applicable. 717 Year 3 FY 08-09 $ 2,000,000 $ 2,000,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 2,050,000 $ 2,050,000 Total Project $ 2,050,000 $ 2,050,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Durango Juvenile Detention/Treatment Center User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Juvenile Probation South of Durango St between 27th & 35th Ave 5 Facilities Management Not Applicable June 2007 Project Description The approximately 270,000 square foot project contains 220 beds, 12 new courts with judicial suites and associated office space for support staff and related functions. The Court building is currently open and occupied. The project includes the site improvements around the project, including repaving and realignment of Gibson Lane and the new Gibson Lane Bridge. The total project is scheduled to complete in Fiscal Year 2006-07. This facility became operational during Fiscal Year 2003-04. In Fiscal Year 2006-07, funding is for closeout costs associated with the project construction contract. Funding/Cost Summary Prior Yrs. Funding Source Actual Detention Fund (455) $ 80,225,285 Project Total $ 80,225,285 FY 05-06 Projected $ 3,104,478 $ 3,104,478 Year 1 FY 06-07 $ 7,995,522 $ 7,995,522 Year 2 FY 07-08 $ $ - 718 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 7,995,522 $ 7,995,522 Total Project $ 91,325,285 $ 91,325,285 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Durango Juvenile Detention/Treatment Center (Continued) Operating Cost Summary Current Year Year 1 FY 06-07 Year 2 FY 07-08 Year 3 FY 08-09 Year 4 FY 09-10 Year 5 FY 10-11 Total Project $ 25,004,687 5,240,766 226,202 $ 30,471,655 $ 26,451,133 6,314,300 231,187 $ 32,996,620 $ 27,218,216 6,497,415 237,891 $ 33,953,522 $ 28,007,544 6,685,840 244,790 $ 34,938,174 $ 28,819,763 6,879,729 251,889 $ 35,951,381 $ 29,655,536 7,079,241 259,194 $ 36,993,971 $ 165,156,879 38,697,291 1,451,154 $ 205,305,323 Post Construction User Department Operating Costs Personal Sevices $ 25,632,219 Supplies & Services 5,247,765 Capital Outlay 219,202 $ 31,099,186 $ 26,451,133 6,314,300 231,187 $ 32,996,620 $ 27,218,216 6,497,415 237,891 $ 33,953,522 $ 28,007,544 6,685,840 244,790 $ 34,938,174 $ 28,819,763 6,879,729 251,889 $ 35,951,381 $ 29,655,536 7,079,241 259,194 $ 36,993,971 $ 165,784,411 38,704,290 1,444,154 $ 205,932,854 - $ - $ - $ - $ - $ - $ - $ $ $ - 245,977 1,274,037 1,520,014 $ 253,357 1,312,258 1,565,615 $ $ $ 268,786 1,392,174 1,660,961 245,977 1,274,037 1,520,014 $ 253,357 1,312,258 1,565,615 $ 268,786 1,392,174 1,660,961 $ 245,977 1,274,037 1,520,014 $ 253,357 1,312,258 1,565,615 $ 268,786 1,392,174 1,660,961 $ Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay Net User Department Operating Costs (post less current) Personal Sevices $ 627,532 $ Supplies & Services 6,999 Capital Outlay (7,000) $ 627,531 $ - $ Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - $ Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 238,813 Supplies & Services 1,236,929 Capital Outlay $ - $ 1,475,742 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 238,813 Supplies & Services 1,236,929 Capital Outlay $ - $ 1,475,742 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ 627,532 $ Supplies & Services 6,999 Capital Outlay (7,000) $ 627,531 $ 238,813 1,236,929 1,475,742 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 260,957 1,351,626 1,612,583 $ 260,957 1,351,626 1,612,583 $ 260,957 1,351,626 1,612,583 $ $ $ $ $ $ $ $ 627,532 6,999 (7,000) 627,531 - 1,267,891 6,567,024 7,834,915 1,267,891 6,567,024 7,834,915 1,895,423 6,574,023 (7,000) 8,462,446 Managing for Results Purpose Statement The purpose of the Juvenile Facility is to expand the number of beds available in detention for juveniles awaiting a court hearing or as a disposition alternative for judicial officers so juveniles can become responsible citizens and public safety is enhanced. Strategic Goals To reduce the dangers to children and staff and the increased expenses resulting from overcrowding, by July 2006 our detention facilities will be at or below capacity every day. 719 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Durango Juvenile Detention/Treatment Center (Continued) Strategic Plan Program Supported • Juvenile Detention Program Strategic Activities Supported • • • • • Juvenile Detention Assessment Juvenile Detention Medical Assessment Juvenile Pre-Disposition Secure Care Juvenile Detention Behavioral Health Juvenile Post-Disposition Secure Care Performance Measures Measure RESULT: Percent of juvenile offenders who are detained. OUTPUT: Number of juvenile offenders who are assessed. DEMAND: Number of juvenile offenders brought to detention by local law enforcement or court order. EFFICIENCY: Cost per juvenile assessed. FY 2005-06 YTD Actual FY 2005-06 Estimated 87% $ FY 2006-07 Estimated with Capital Improvement 89% 89% 3,531 7,062 7,062 4,921 9,842 9,842 94.53 720 $ 128.92 $ 150.69 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Fourth Avenue Jail User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Sheriff’s Office and Trial Courts 4th Ave and Madison St 5 Facilities Management Not Applicable June 2007 Project Description This project resulted in an approximate 560,000 square foot mid-rise jail in downtown Phoenix that consists of a basement, ground level and three levels with mezzanines. The jail accommodates 2,100 pre-trial jail beds, an intake-processing center, two initial appearance courtrooms, two early disposition courtrooms and administrative support space. A tunnel system connects the new facility with the existing Madison Street Jail and courts. This facility became operational during Fiscal Year 2004-05. Funds for Fiscal Year 2006-07 will be for miscellaneous close-out costs for this project. 721 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Fourth Avenue Jail (Continued) Funding/Cost Summary Prior Yrs. Funding Source Actual Detention Fund (455) $ 139,392,912 Project Total $ 139,392,912 FY 05-06 Projected $ 1,700,000 $ 1,700,000 Year 1 FY 06-07 $ 1,000,000 $ 1,000,000 Year 2 FY 07-08 $ $ - Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,000,000 $ 1,000,000 Total Project $ 142,092,912 $ 142,092,912 Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Year 1 FY 06-07 - $ $ Year 2 FY 07-08 - $ $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ Total Project - $ $ Post Construction User Department Operating Costs Personal Sevices $ 11,629,463 Supplies & Services 688,885 Capital Outlay $ 12,318,348 $ 14,216,161 556,275 $ 14,772,436 $ 14,642,646 572,963 $ 15,215,609 $ 15,081,925 590,152 $ 15,672,077 $ 15,534,383 607,857 $ 16,142,240 $ 16,000,414 626,092 $ 16,626,507 $ Net User Department Operating Costs (post less current) Personal Sevices $ 11,629,463 Supplies & Services 688,885 Capital Outlay $ 12,318,348 $ 14,216,161 556,275 $ 14,772,436 $ 14,642,646 572,963 $ 15,215,609 $ 15,081,925 590,152 $ 15,672,077 $ 15,534,383 607,857 $ 16,142,240 $ 16,000,414 626,092 $ 16,626,507 $ $ - $ - $ - $ - $ 540,986 2,906,962 3,447,948 $ 557,215 2,994,171 3,551,386 $ 573,932 3,083,996 3,657,928 $ 591,150 3,176,516 3,767,666 $ 540,986 2,906,962 3,447,948 $ 557,215 2,994,171 3,551,386 $ 573,932 3,083,996 3,657,928 $ 591,150 3,176,516 3,767,666 $ $ 16,591,564 3,802,608 $ 20,394,172 $ Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 525,229 Supplies & Services 2,822,293 Capital Outlay $ - $ 3,347,522 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 525,229 Supplies & Services 2,822,293 Capital Outlay $ - $ 3,347,522 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ 11,629,463 Supplies & Services 688,885 Capital Outlay $ 12,318,348 $ 14,741,390 3,378,568 $ 18,119,958 $ $ $ $ $ $ 15,183,632 3,479,925 $ 18,663,557 722 $ $ $ $ 15,639,141 3,584,323 $ 19,223,463 $ $ $ $ 16,108,315 3,691,852 $ 19,800,167 $ $ $ $ $ $ $ $ - 87,104,992 3,642,225 90,747,217 87,104,992 3,642,225 90,747,217 - 2,788,512 14,983,937 17,772,449 2,788,512 14,983,937 17,772,449 89,893,505 18,626,161 $ 108,519,666 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Fourth Avenue Jail (Continued) Managing for Results Purpose Statement The purpose of the Fourth Avenue Jail project is to expand Maricopa County Jail Facilities for the general population so that the increased number of inmates processed through the judicial system can be detained in a controlled, secure, and safe environment for staff. Strategic Goals The Maricopa County Sheriff’s Office will always meet constitutional standards for care, custody and control of inmates as well as a safe environment for staff. Strategic Plan Programs Supported • Custody Management Strategic Activities Supported • • • • • • Detention Management Inmate Canteen Inmate Fingerprinting Identification Inmate Processing Mandated Inmate Programs and Services Meals Performance Measures Measure RESULT: Percent of inmates requiring detention. OUTPUT: Number of inmates detained. DEMAND: Number of inmates requiring detention. EFFICIENCY: Cost per inmate detained. FY 2005-06 YTD Actual FY 2005-06 Estimated 100% $ FY 2006-07 Estimated with Capital Improvement 100% 100% 502 10,045 10,506 502 10,045 10,506 7,444.32 723 $ 7,444.32 $ 7,317.69 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Lower Buckeye Jail User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Sheriff’s Office and Correctional Health Lower Buckeye Rd, East of 35th Ave 5 Facilities Management Not Applicable June 2007 Project Description The Lower Buckeye Jail contains 2,449 beds including maximum custody adult beds, minimum custody adult beds, remanded juvenile beds, psychiatric beds, and infirmary beds. The Lower Buckeye Jail also includes intake, jail command offices, Correctional Health Services offices, a central infirmary and pharmacy, and Central Services (laundry, stores, warehouse/food factory and central plant). This facility became operational during Fiscal Year 2004-05. Funding for Fiscal Year 2006-07 will be for miscellaneous closeout costs and settlement of an SRP easement issue. Funding/Cost Summary Prior Yrs. Funding Source Actual Detention Fund (455) $ 222,709,652 Project Total $ 222,709,652 FY 05-06 Projected $ 3,000,000 $ 3,000,000 Year 1 FY 06-07 $ 1,000,000 $ 1,000,000 Year 2 FY 07-08 $ $ - 724 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,000,000 $ 1,000,000 Total Project $ 226,709,652 $ 226,709,652 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Lower Buckeye Jail (Continued) Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ Year 1 FY 06-07 - $ 8,409,782 429,716 8,839,498 $ $ $ 8,409,782 429,716 8,839,498 Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - $ $ - Post Construction User Department Operating Costs Personal Sevices $ 8,214,071 Supplies & Services 391,987 Capital Outlay $ 8,606,058 Net User Department Operating Costs (post less current) Personal Sevices $ 8,214,071 Supplies & Services 391,987 Capital Outlay $ 8,606,058 $ Year 2 FY 07-08 $ $ $ $ Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 572,965 Supplies & Services 3,310,626 Capital Outlay $ - $ 3,883,591 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 572,965 Supplies & Services 3,310,626 Capital Outlay $ - $ 3,883,591 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ 8,214,071 Supplies & Services 391,987 Capital Outlay $ 8,606,058 $ 8,982,747 3,740,342 $ 12,723,089 Year 3 FY 08-09 - $ 8,662,075 442,607 9,104,683 $ 8,662,075 442,607 9,104,683 $ - $ 590,154 3,409,945 4,000,099 $ 590,154 3,409,945 4,000,099 $ 9,252,229 3,852,552 $ 13,104,782 $ $ $ $ $ $ $ $ $ $ 725 Year 4 FY 09-10 - $ 8,921,938 455,886 9,377,823 $ 8,921,938 455,886 9,377,823 $ - $ 607,859 3,512,243 4,120,102 $ 607,859 3,512,243 4,120,102 $ 9,529,796 3,968,129 $ 13,497,925 $ $ $ $ $ $ $ $ $ $ $ $ $ Year 5 FY 10-11 - $ 9,189,596 469,562 9,659,158 $ 9,189,596 469,562 9,659,158 $ - $ 626,094 3,617,610 4,243,705 $ 626,094 3,617,610 4,243,705 $ 9,815,690 4,087,173 $ 13,902,863 Total Project - $ 9,465,284 483,649 9,948,933 $ 9,465,284 483,649 9,948,933 $ - $ 644,877 3,726,138 4,371,015 $ 644,877 3,726,138 4,371,015 $ $ 10,110,161 4,209,787 $ 14,319,948 $ $ $ $ $ $ $ $ $ $ $ $ $ $ - 52,862,746 2,673,408 55,536,153 52,862,746 2,673,408 55,536,153 - 3,041,949 17,576,562 20,618,511 3,041,949 17,576,562 20,618,511 55,904,695 20,249,970 76,154,665 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Lower Buckeye Jail (Continued) Managing for Results Purpose Statement The purpose of the Lower Buckeye Jail project is to expand Maricopa County Jail Facilities for the general population so that the increased number of inmates processed through the judicial system can be detained in a controlled, secure, and safe environment for staff. Strategic Goals The Maricopa County Sheriff’s Office will always meet constitutional standards for care, custody and control of inmates as well as a safe environment for staff. Strategic Plan Programs Supported • Custody Management Strategic Activities Supported • • • • • • Detention Management Inmate Canteen Inmate Fingerprinting Identification Inmate Processing Mandated Inmate Programs and Services Meals Performance Measures Measure RESULT: Percent of inmates requiring detention. OUTPUT: Number of inmates detained. DEMAND: Number of inmates requiring detention. EFFICIENCY: Cost per inmate detained. FY 2005-06 YTD Actual FY 2005-06 Estimated 100% $ FY 2006-07 Estimated with Capital Improvement 100% 100% 502 10,045 10,506 502 10,045 10,506 7,444.32 726 $ 7,444.32 $ 7,317.69 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Madison Street Jail Renovations User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Sheriff’s Office and Correctional Health 225 W Madison St 5 Facilities Management Not Applicable June 2009 Project Description The first year will provide an analysis of facility upgrades and needs as well as a determination of how to best approach this future work. In addition, the design phase will be completed. Years two and three will provide construction of necessary renovations based on the results of facility analysis and design. Funding/Cost Summary Funding Source Detention Fund (455) $ Project Total $ Prior Yrs. Actual 7,617 7,617 FY 05-06 Year 1 Projected FY 06-07 $437,118 $ 9,555,265 $437,118 $ 9,555,265 Year 2 FY 07-08 $ 24,857,500 $ 24,857,500 727 Year 3 FY 08-09 $ 24,992,500 $ 24,992,500 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total 59,405,265 $ 59,405,265 Total Project 59,850,000 $ 59,850,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Madison Street Jail Renovations (Continued) Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Year 1 FY 06-07 - $ $ Year 2 FY 07-08 - $ $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ Total Project - $ $ Post Construction User Department Operating Costs Personal Sevices $ 14,837,328 Supplies & Services 50,852 Capital Outlay $ 14,888,180 $ 15,269,898 45,429 $ 15,315,327 $ 15,727,995 46,792 $ 15,774,787 $ 16,199,835 48,196 $ 16,248,030 $ 16,685,830 49,641 $ 16,735,471 $ 17,186,405 51,131 $ 17,237,535 $ Net User Department Operating Costs (post less current) Personal Sevices $ 14,837,328 Supplies & Services 50,852 Capital Outlay $ 14,888,180 $ 15,269,898 45,429 $ 15,315,327 $ 15,727,995 46,792 $ 15,774,787 $ 16,199,835 48,196 $ 16,248,030 $ 16,685,830 49,641 $ 16,735,471 $ 17,186,405 51,131 $ 17,237,535 $ $ - $ - $ - $ - $ 245,977 1,650,157 1,896,134 $ 253,357 1,699,662 1,953,018 $ 260,957 1,750,651 2,011,609 $ 268,786 1,803,171 2,071,957 $ 245,977 1,650,157 1,896,134 $ 253,357 1,699,662 1,953,018 $ 260,957 1,750,651 2,011,609 $ 268,786 1,803,171 2,071,957 $ $ 17,455,191 1,854,302 $ 19,309,493 $ Current Facilities Management Department Operating Costs Personal Sevices $ - $ Supplies & Services Capital Outlay $ - $ - Post Construction Facilities Management Department Operating Costs Personal Sevices $ - $ 238,813 Supplies & Services 1,602,094 Capital Outlay $ - $ 1,840,907 Net Facilities Management Department Operating Costs (post less current) Personal Sevices $ - $ 238,813 Supplies & Services 1,602,094 Capital Outlay $ - $ 1,840,907 Total User and FMD Net Operating Costs (net plus net) Personal Sevices $ 14,837,328 Supplies & Services 50,852 Capital Outlay $ 14,888,180 $ 15,508,711 1,647,523 $ 17,156,234 $ $ $ $ $ $ 15,973,972 1,696,949 $ 17,670,921 $ $ $ $ 16,453,191 1,747,857 $ 18,201,049 $ $ $ $ 16,946,787 1,800,293 $ 18,747,080 $ $ $ - $ $ 95,907,290 292,041 96,199,331 95,907,290 292,041 96,199,331 - $ $ $ 1,267,891 8,505,735 9,773,625 1,267,891 8,505,735 9,773,625 97,175,181 8,797,775 $ 105,972,956 Managing for Results Strategic Goals The Maricopa County Sheriff’s Office will always meet constitutional standards for care, custody and control of inmates as well as a safe environment for staff. Strategic Plan Programs Supported • Custody Management Strategic Activities Supported • • Detention Management Inmate Canteen 728 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Madison Street Jail Renovations (Continued) • • • • Inmate Fingerprinting Identification Inmate Processing Mandated Inmate Programs and Services Meals Performance Measures Measure RESULT: Percent of inmates requiring detention. OUTPUT: Number of inmates detained. DEMAND: Number of inmates requiring detention. EFFICIENCY: Cost per inmate detained. FY 2005-06 YTD Actual FY 2005-06 Estimated 100% $ FY 2006-07 Estimated with Capital Improvement 100% 100% 502 10,045 10,506 502 10,045 10,506 7,444.32 729 $ 7,444.32 $ 7,317.69 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Maricopa County Department of Transportation Summary The Maricopa County Department of Transportation (MCDOT) employs an objective planning procedure for evaluating and ranking potential projects for inclusion in its five-year Transportation Improvement Program (TIP). This procedure includes using equally weighted, objective criteria to score and rank potential projects. The ranking criteria used by the Department of Transportation 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 benefit/cost 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. 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. The BOS makes the final decision regarding projects to be included in the TIP. MCDOT funds the TIP through several resources. The primary source is the Highway User Revenue Fund (HURF). 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, and the Federal Emergency Management Administration (FEMA). Other funding sources arise through partnerships with local jurisdictions, federal, state agencies, or private corporations. 730 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Project Detail A total of 110 capital projects are identified and recommended to the Board from MCDOT. The recommended projects are as follows: 234 TRANSPORTATION CAPITAL PROJECTS 7THST:CAREFREEHWY-DESERT HILLS 51ST AVE: BROADWAY - BASELINE 51ST AVE: SANTA CRUZ-GRIC BDRY 67TH AVE: PINNACLE P - HAPPY V 75TH AVE: MC 85 - VAN BUREN 99TH AVE AT PALMERAS 115TH AVE BRIDGE AT GILA RIVER ALABAMA AT 111TH AVE ALMA SCH:MCLELLAN - MCKELLIPS APACHE BL BRIDGE/TEMPE CANAL AZTECH SMART CORRIDORS PH III BEARDSLEY RD @ AGUA FRIA RIVER BELL RD AT R H JOHNSON BELL RD: SR 303 -L101 ITS IMP BELL RD:SR303L /GRAND AV (ITS) BUSH HWY: USERY - STEWART MTN CAMELBACK AT AGUA FRIA DCR CAMELBACK AT LITCHFIELD CAMELBACK AT WIGWAM CREEK BLVD CAMINO DEL SOL AT SPANISH GDN CANDIDATE ASSESSMENT REPORTS CAVE CRK LONE MT - CRFREE HWY CHAND HGTS AT SANOKI WASH CHANDLER HTS RD @ 124TH ST COTTON LANE AT MCDOWELL COTTON LN BRIDGE @ GILA RIVER DEER VALLEY @ AGUA FRIA RIVER DEER VALLEY RD: 83RD - 91ST AV DEER VALLEY: EL MIRAGE TO LK P DESERT HILLS @ SKUNK CREEK DOBSON RD BRIDGE @ SALT RIVER DYNAMITE BLVD: CC RD - 56TH ST DYSART BRIDGE @ COLTER CHANNEL EAST VALLEY SIG MOD 6 EL MIRAGE : BEARDSLEY - LP 303 EL MIRAGE : BELL - BEARDSLEY EL MIRAGE:NORTH'N/BELL ELLSWORTH GERMAN - BASELINE ELLSWORTH RD: HUNT HWY - RIGGS ELLSWORTH: HUNT TO CHNDLR HTS ELLSWORTH: UIV - MCLELLAN FIG SPRINGS: NEW RVR - TNF FOREST RD MCDOWELL - RIO VERDE GALIVAN PK: CLOUD TO JOY RNCH GENERAL CIVIL ENGINEERING GILBERT RD:MCDOWELL - SR 87 GLENDALE AVE AT AGRA FRIA HONDA BOW: 7TH AVE TO 11TH AVE HUNT HWY AT HAWES INDIAN SCH: LITCHFIELD-DYSART INDIAN SCHOOL AT OLD LITCHFIELD INDIAN SCHOOL RD SIG MOD LOW VOLUME ROADS PROGRAM LOWER BUCKEYE RD @ 67TH AVE MC 85 AT 119TH AVE MC 85 AT EL MIRAGE MC 85 EXT: SR 85 TO TURNER RD MC 85: 107TH AVE - 91ST AVE MC 85: 91ST AVE - 75TH AVE MC 85: COTTON LN-ESTRELLA PKWY MC85: JACKRABBIT - PERRYVILLE MC85: PERRYVILLE - COTTON LN MCDOWELL: SHOULDERS WIDENING MEEKER AT CAMINO DEL SOL MINGUS AT 25TH AVENUE NORTHERN AVE @ 107TH AVE NORTHERN AVE: SR 303 TO GRAND OCOTILLO RD: EOM - PALO VERDE OLD STAGE: N RVR - COYOTE PASS OLD US 80 BRIDGE @ GILA RIVER PRIOR YRS. $ 1,956,289 120,333 2,125 446,809 9,688,511 160,937 98,529 191,710 93,526 3,372 36,940 1,043,421 1,008,833 208,419 36,220 3,000,447 96,602 21,420 47,282 2,233,782 4,159,302 2,793 6,782,078 230 3,989,974 24,559 786,644 7,163,483 52,172 1,233,838 40,680 500,342 628,748 313,998 1,207,349 871 1,262 171,054 34,461 197,641 32,383 - FY 2005-06 PROJECTED $ 470,545 2,946,000 85,000 103,604 2,670,000 100,000 2,000 259,524 1,000 248,007 343,169 450,977 1,022,749 5,963 31,200 789,030 1,000 148,547 137,600 6,226 4,625,287 269,500 85,000 160,000 280,000 332,596 320,000 4,661 226,033 14,202,007 269,127 5,475,105 91,061 215,055 12,543,318 85,000 1,095,821 1,853 2,049,226 193,807 9,174 1,598,680 456,697 925,232 1,241,385 1,000 1,000 29,365 19,177 235,165 510,000 69,951 185,448 FY 2006-07 $ 890,000 2,946,000 10,000 340,000 2,651,000 650,000 2,000 275,000 625,000 501,000 180,000 10,000 1,195,000 140,000 80,000 60,000 110,000 295,000 285,000 1,800,000 1,000 80,000 205,000 60,000 42,800,000 10,000 20,000 40,000 80,000 1,050,000 205,000 70,000 10,000 65,000 65,000 30,000 10,860,000 30,000 70,000 1,504,500 10,000 80,000 500,000 270,000 35,000 865,000 810,000 60,000 10,000 3,020,000 239,000 220,000 280,000 2,182,000 2,910,000 180,000 855,000 225,000 440,000 1,320,000 275,000 390,000 507,500 2,040,000 1,000 10,000 525,000 FY 2007-08 $ 731 770,000 2,000 1,500,000 10,000 1,050,000 1,600,000 2,230,000 7,900,000 1,140,000 65,000 1,050,000 500,000 25,000 55,000 280,000 2,000,000 10,000 575,000 4,935,000 240,000 3,020,000 1,010,000 40,000 4,380,000 5,000 2,030,000 501,000 280,000 FY 2008-09 $ 1,640,000 1,500,000 10,000 1,600,000 1,130,000 200,000 25,000 25,000 200,000 1,080,000 2,000,000 590,000 3,020,000 7,451,000 2,130,000 2,030,000 6,650,000 FY 2009-10 $ 8,050,000 500,000 1,600,000 2,450,000 2,925,000 25,000 25,000 250,000 2,000,000 3,020,000 6,030,000 2,030,000 - 5-YEAR TOTAL (FY 2007-2011) FY 2010-11 $ 1,600,000 30,600,000 6,850,000 7,850,000 540,000 4,000,000 3,020,000 2,030,000 - $ 11,350,000 2,946,000 10,000 340,000 2,651,000 650,000 4,000 275,000 625,000 501,000 1,680,000 10,000 1,195,000 140,000 1,590,000 1,110,000 510,000 110,000 295,000 285,000 8,200,000 1,000 2,310,000 205,000 60,000 50,700,000 10,000 20,000 35,360,000 3,270,000 2,100,000 205,000 70,000 510,000 6,990,000 8,020,000 30,000 10,860,000 30,000 70,000 1,504,500 10,000 990,000 1,440,000 10,500,000 270,000 600,000 35,000 1,440,000 5,745,000 60,000 250,000 15,100,000 239,000 220,000 280,000 2,182,000 11,371,000 8,380,000 5,235,000 230,000 440,000 1,320,000 275,000 390,000 507,500 10,160,000 502,000 10,000 7,455,000 Page Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Project Detail (Continued) 234 TRANSPORTATION CAPITAL PROJECTS PRIOR YRS. OLIVE AT 103RD AVE OLIVE AT LITCHFIELD RD OLIVE AT REEMS OLIVE AVE @ BEARDSLEY CANAL OLIVE AVE AT AGUA FRIA PEORIA AT LITCHFIELD RD PINNACLE PK AT 83RD & 91ST AVE PINNACLE PK: LK PLEASNT - 83RD AVE 133,047 PM10 PROGRAM 1,569,146 PM10: (PH3) NE AREA 710,799 PM10: (PH4) IN SE VALLEY 585,065 PM10: (PH4) IN SW VALLEY 258,118 PM10: BOX BAR & NEEDLE ROCK 290,256 POWER RD: ELLIOT TO GUADALUPE 438 POWER RD: GUADALUPE - BSELINE 1,383,475 PREVIOUS YEAR'S PROJECTS 3,149,170 PROJECT RESERVES ACCOUNT 981,224 PROP MGMT/PRIOR YEARS PROJECTS 94,062 QUEEN CRK RD: AZ AVE - MCQUEEN 1,909,087 R H JOHNSON AT MEEKER R.H. JOHNSON AT STARDUST RIGGS RD: GILBERT TO VAL VISTA RIGGS: ELLSWORTH TO MERIDIAN RIO VERDE DR: FOREST TO 136TH ROW IN-FILL/ROAD INVENTORY SYS 15,721,096 SIGNAL MODERNIZATION SC 1 SIGNAL MODERNIZATION SC/SCW 2 SIGNAL MODERNIZATION SCW 3 SIGNAL MODERNIZATION SCW 4 SIGNAL MODERNIZATION SCW 5 SMALL CITIES ASSIST PROG 1,292,446 SONOMA AT DYSART SPECIAL PROJECTS 12,521 SR303 AT WADDELL SR303 RAMP AT GRAND SUN CITY MILL & OVERLAY: PH 2 SUN CITY MILL & OVERLAY: PH 3 SUN CITY MILL & OVERLAY: PH 4 TIP DEVELOPMENT 1,006,222 UNALLOCATED FORCE ACCOUNT 76,398 UNION HILLS MULTI-USE PATH VAL VISTA GERMANN TO RAY VAL VISTA: THOMAS TO SOUTHERN 149,372 WARNER RD AT POWER RD WARRANTED TRAFFIC IMPROVEMENTS 2,358 WILLIAMS FLD AT HIGLEY 885,175 WILLIAMS FLD: GILBERT -LINDSAY 148,112 NON-PROJECT 1,152,622 TOTAL FUND 234 $ 127,271,145 FY 2005-06 PROJECTED 220 193,000 28,598 203,453 455 106,826 202,822 739,338 205,759 127,016 771,095 564,750 479,786 51,436 554,972 11,636 202,570 1,812,040 301,312 122,715 565 363,045 205,332 27,306 570,000 20,000 897,172 $ 91,982,942 FY 2006-07 275,000 230,000 1,160,000 92,000 10,000 230,000 940,000 710,000 1,200,000 190,000 950,000 400,000 10,000 450,000 925,000 350,000 8,235,000 50,000 530,000 250,000 90,000 10,000 405,000 40,000 250,000 10,000 10,000 10,000 10,000 10,000 400,000 295,000 1,000,000 385,000 180,000 3,520,000 500,000 1,274,034 150,000 401,000 275,000 3,000,000 690,000 532,000 $ 119,194,034 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 100,000 500,000 650,000 1,125,000 5,025,000 350,000 5,915,000 50,000 190,000 10,000 270,000 2,500,000 780,000 725,000 750,000 750,000 750,000 400,000 1,000,000 2,220,000 300,000 1,863,346 3,000,000 910,000 2,375,000 $ 69,711,346 3,150,000 350,000 5,915,000 50,000 3,340,000 6,110,000 1,180,000 2,500,000 400,000 1,000,000 1,920,000 300,000 2,635,346 3,000,000 5,700,000 1,980,000 $ 70,811,346 3,000,000 350,000 5,915,000 50,000 2,500,000 400,000 1,000,000 300,000 3,136,346 3,000,000 2,850,000 $ 51,406,346 3,000,000 350,000 5,925,000 50,000 2,500,000 400,000 1,000,000 300,000 3,165,346 1,601,000 3,000,000 3,575,000 $ 81,356,346 5-YEAR TOTAL (FY 2007-2011) 275,000 230,000 1,160,000 192,000 510,000 230,000 940,000 710,000 11,000,000 190,000 950,000 400,000 1,135,000 450,000 5,950,000 1,750,000 31,905,000 250,000 4,060,000 250,000 90,000 6,130,000 405,000 1,490,000 10,250,000 790,000 735,000 760,000 760,000 760,000 2,000,000 295,000 5,000,000 385,000 180,000 3,520,000 2,220,000 1,920,000 1,700,000 12,074,418 150,000 1,601,000 401,000 275,000 15,000,000 690,000 7,142,000 10,780,000 $ 392,479,418 Page Managing for Results Purpose Statement The purpose of the Build Roads and Bridges program is to provide design and construction of roads and bridges for the traveling public so that they can get to their destination in a safe and efficient manner. Strategic Goals By June 2009, MCDOT will annually complete 85% of planned transportation infrastructure projects on time and within budget. By December 2006, MCDOT will complete a transportation system plan update, including specific policies and strategies that support the delivery of significant, major regional transportation facilities and services. By December 2006, MCDOT will demonstrate support for the MAG Regional Transportation Plan and cooperation with our regional partners by proactively establishing partnerships with other local governments on the regional arterial projects contained in the Plan. 732 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Strategic Plan Programs Supported • • Engineer Roads and Structures Build Roads and Structures Strategic Plan Activities Supported • • • • • • • • • • Design Right of Way Utilities Relocation Project Management Roadway Construction Program Management and Support Construction Management and Engineering Construction Inspection Survey Quality Assurance/Control Performance Measures Measure RESULT: Percent of planned transportation projects completed OUTPUT: Number of planned transportation projects completed DEMAND: Number of transportation projects anticipated to be completed EFFICIENCY: Cost per planned transportation projects completed $ RESULT: Percent of planned transportation projects completed on time & within budget OUTPUT: Number of planned transportation projects completed on time & within budget DEMAND: Number of transportation projects anticipated to be completed on time & within budget EFFICIENCY: Cost per planned transportation projects completed on time & within budget $ FY 2005-06 YTD Actual FY 2006-07 Estimated with Capital Improvement FY 2005-06 Estimated 45.0% 67.7% 75.0% 9 21 30 20 31 40 12,292,673 $ 5,268,288 $ 3,973,134 30.0% 38.7% 75.0% 6 12 30 20 31 40 18,439,009 733 $ 9,219,505 $ 3,973,134 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs 7th St: Carefree Hwy – Desert Hills Dr User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation 7th St: Carefree Hwy - Desert Hills Dr 3 Transportation Not Applicable 2010 Project Description The purpose of this project is to widen the roadway from two to four lanes, increasing the capacity and safety of the roadway. Total length of the project is approximately 3 miles. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 470,545 $ 470,545 Year 1 FY 06-07 $ 890,000 $ 890,000 Year 2 FY 07-08 $ 770,000 $ 770,000 734 Year 3 FY 08-09 $ 1,640,000 $ 1,640,000 Year 4 FY 09-10 $ 8,050,000 $ 8,050,000 Year 5 FY 10-11 $ $ - 5-Year Total $ 11,350,000 $ 11,350,000 Total Project $ 11,820,545 $ 11,820,545 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 735 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 5 FY 10-11 - $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,511 27,806 4,867 55,183 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs 51st Ave: Broadway Rd – Baseline Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation 51st Ave: Broadway Rd - Baseline Rd 5 Transportation City of Phoenix 2007 Project Description The purpose of this project is to widen the road with two additional through lanes and a center left-turn lane. The City of Phoenix is the lead agency with the County contributing $2,945,000 toward construction. Total length of the project is 1.8 miles. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that the wider road will have increased capacity and with improved drainage and be safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,956,289 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,956,289 FY 05-06 Projected $ 2,946,000 $ 2,946,000 Year 1 FY 06-07 $ 2,946,000 $ 2,946,000 Year 2 FY 07-08 $ $ Operating Cost Summary Not applicable; the City of Phoenix maintains the road. 736 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 2,946,000 $ 2,946,000 Total Project $ 7,848,289 $ 7,848,289 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs 51st Ave: Santa Cruz Rd – Gila River Indian Community Boundary Corridor Study User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation 51st Ave: Santa Cruz – Gila River Indian Community Boundary 5 Transportation Not Applicable 2007 Project Description The purpose of this corridor study is to examine current and proposed development along the corridor to identify what type and when roadway improvements will be required for widening the roadway for the traveling public so that right-of-way and roadway needs can be identified and used for future planning and programming. The Gila River Indian Community is the lead agency on the study. Total length of the study is approximately 4 miles. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that not only does it identify future roadway improvement phasing requirements so that when the roadway is eventually widened the traveling public will have a roadway that is smoother, safer, less congested and more economical to travel, it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 120,333 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 120,333 FY 05-06 Projected $ 85,000 $ 85,000 Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ $ 737 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 10,000 $ 10,000 Total Project $ 215,333 $ 215,333 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 738 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs 67th Ave: Pinnacle Peak Rd – Happy Valley Rd DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation 67th Ave: Pinnacle Peak Rd – Happy Valley Rd 4 Transportation Not Applicable 2007 Project Description The purpose of this project was to develop a design concept report (DCR) to establish design parameters for widening the roadway for the traveling public so that right-of-way and roadway needs can be identified and planned, and accurate cost estimates can be made for increasing the capacity and safety of the roadway. In conjunction with the study it was agreed to provide an interim solution by adding additional lanes to relieve the congestion. Total length of the study is approximately 1.0 miles. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it provides a temporary solution until a more permanent fix can be funded. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 2,125 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 2,125 FY 05-06 Projected $ 103,604 $ 103,604 Year 1 FY 06-07 $ 340,000 $ 340,000 Year 2 FY 07-08 $ $ 739 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 340,000 $ 340,000 Total Project $ 445,728 $ 445,728 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ 4,471 5,523 967 10,960 $ Year 3 FY 08-09 $ $ Year 2 FY 07-08 $ $ 740 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 27,245 33,653 5,891 66,789 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs 75th Ave: MC 85 – Van Buren St User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation 75th Ave: MC 85 – Van Buren St 5 Transportation City of Phoenix 2007 Project Description This project will result in the reconstruction of 75th Avenue from two lanes to five lanes including a continuous left-turn lane. It also includes utility relocations and upgrades to the Southern Pacific Railroad crossing. The City of Phoenix will construct a storm sewer along 75th Ave and has requested to assume project lead. The County’s portion of the project will be a cash contribution of $2,650,000. Total length of the project is approximately 1.0 mile. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that the wider road will have increased capacity and with improved drainage and be safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 446,808 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 446,808 FY 05-06 Projected $ 2,670,000 $ 2,670,000 Year 1 FY 06-07 $ 2,651,000 $ 2,651,000 Year 2 FY 07-08 $ $ Operating Cost Summary The City of Phoenix will maintain the road. 741 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 2,651,000 $ 2,651,000 Total Project $ 5,767,808 $ 5,767,808 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs 99th Ave at Palmeras User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation 99th Ave at Palmeras 4 Transportation None 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 100,000 $ 100,000 Year 1 FY 06-07 $ 650,000 $ 650,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 650,000 $ 650,000 - Total Project $ 750,000 $ 750,000 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 742 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs 115th Ave Bridge at Gila River User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation 115th Ave Bridge at Gila River 5 Transportation State of Arizona and City of Avondale 2008 Project Description The purpose of this project is to monitor for intergovernmental agreement (IGA) compliance of annual deferred payments from the State of Arizona and the City of Avondale for cost sharing in the bridge as constructed in FY 1999. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it provides better fiscal management by providing a means to track payments. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 9,164,844 Partnership Contributions/IGA/IDA 523,667 Federal Funds Project Total $ 9,688,511 FY 05-06 Year 1 Year 2 Year 3 Year 4 Year 5 Projected FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 $ (521,667) $ (521,667) $ (521,667) $ (523,667) $ (523,667) $ 523,667 523,667 523,667 523,667 523,667 $ 2,000 $ 2,000 $ 2,000 $ - $ - $ - 5-Year Total Total Project $ (2,090,668) $ 6,552,509 2,094,668 3,142,001 $ 4,000 $ 9,694,511 Negative amounts indicate repayment of previous expenditures Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 743 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Alabama at 11th Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation None 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 275,000 $ 275,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 275,000 $ 275,000 Total Project $ 275,000 $ 275,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 744 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Alma School Rd: McLellan Rd – McKellips Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Alma School Rd: McLellan Rd – McKellips Rd 1&2 Transportation Not Applicable 2007 Project Description This project was to widen the south bridge over the Salt River on Alma School Road from McLellan Road to the North Bridge. Changes in traffic patterns indicate the widening is not needed. The bridge scour protection will be completed to protect the bridge during flooding. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that the bridge will have increased protection during floods making it available to the public for travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 160,937 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 160,937 FY 05-06 Projected $ 259,524 $ 259,524 Year 1 FY 06-07 $ 625,000 $ 625,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 625,000 $ 625,000 - Total Project $ 1,045,461 $ 1,045,461 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 745 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Apache Blvd Bridge at Tempe Canal User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Apache Blvd Bridge at Tempe Canal 1 Transportation Not Applicable 2007 Project Description The Apache Road Bridge over the Tempe Canal must be strengthened before the light rail line can use the bridge. Rather than reinforce the existing bridge it was decided to replace the bridge with a stronger wider bridge. Valley Metro Rail will replace the bridge with the County contributing $500,000 to the project. The funding agreement has been completed and signed by the Board of Supervisors. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once constructed the new bridge will allow the light rail line traffic. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 1,000 $ 1,000 Year 1 FY 06-07 $ 501,000 $ 501,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 501,000 $ 501,000 - Total Project $ 502,000 $ 502,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 746 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs AZTECH Smart Corridors Phase III User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Various 4 Transportation Cities of Mesa and Glendale 2007 Project Description The purpose of this project is to install an Intelligent Transportation System (ITS) “Smart Instrumentation” along corridors in both Glendale and Mesa. The project will involve design of vehicle detection systems (VDS), closed circuit TV (CCTV) and changeable message sign (CMS) and communications. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it provides real time traffic data to the cities and the county so that signal adjustments can be made and information provided to commuters so that they have a faster and safer commute. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 248,007 $ 248,007 Year 1 FY 06-07 $ 180,000 $ 180,000 Year 2 Year 3 FY 07-08 FY 08-09 $ (200,000) $ 1,700,000 $ 1,500,000 $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total Total Project $ (20,000) $ 228,007 1,700,000 1,700,000 $ 1,680,000 $ 1,928,007 - Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 747 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Beardsley Rd at Agua Fria River DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Beardsley Rd at Agua Fria River 4 Transportation Not Applicable 2007 Project Description The purpose of this project was to prepare a Design Concept Report (DCR) on the feasibility of constructing a bridge over the Agua Fria River at Beardsley Road to improve traffic conditions in the Sun City West/Surprise Bell Road corridor. Construction is not anticipated at this time. It was determined that the Deer Valley Road location was the preferred location for a new bridge in the near future. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and preferred location for the bridge it allows area residents and other concerned individuals an opportunity to express their view on the proposed bridge and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 98,529 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 98,529 FY 05-06 Projected $ 343,169 $ 343,169 Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ $ Operating Cost Summary Not Applicable. 748 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 10,000 $ 10,000 Total Project $ 451,698 $ 451,698 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Bell Rd at R H Johnson Blvd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Bell Rd at R H Johnson Blvd 4 Transportation City of Surprise 2007 Project Description The purpose of this project is to design a dedicated right-turn lane and other safety improvements for the traveling public so that an effective roadway design will be developed so that when constructed, the improved roadway will reduce congestion and increase safety. The City of Surprise has annexed this portion of Bell Road and will contribute $550,000 toward construction. Construction was intentionally delayed until the summer months when traffic volume is reduced and there is less impact on the traveling public. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will improve traffic flow through the intersection by providing a dedicated right turn lane for traffic going into Sun City West so that the current curb lane can be used for through traffic. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 191,711 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 191,711 FY 05-06 Year 1 Projected FY 06-07 $ (99,023) $ 645,000 550,000 550,000 $ 450,977 $ 1,195,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 645,000 550,000 $ 1,195,000 - Total Project $ 737,688 1,100,000 $ 1,837,688 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 749 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,900 28,286 4,951 56,137 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 750 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Bell Rd: SR 303 – Loop 101 (ITS) User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Bell Rd: SR 303 – Loop 101 4 Transportation City of Peoria and City of Surprise 2009 Project Description The purpose of this project is to design and install an Intelligent Transportation System (ITS) “Smart Instrumentation”. The project will involve design of vehicle detection systems (VDS), closed circuit TV (CCTV) and changeable message sign (CMS) and communications. This project will be funded from Highway User Revenue Funds (HURF), fund 234, and from Federal monies. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will provide technological improvements to county roads for the traveling public so that congestion will be reduced and safety will be improved. Funding/Cost Summary Prior Yrs. FY 05-06 Funding Source Actual Projected Highway User Revenue Funds $ (164,628) $ 5,963 Partnership Contributions/IGA/IDA Federal Funds 168,000 Project Total $ 3,372 $ 5,963 Year 1 Year 2 FY 06-07 FY 07-08 $ (64,000) $ 10,000 144,000 $ 80,000 $ 10,000 Year 3 FY 08-09 $ 500,000 1,000,000 $ 1,500,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 446,000 1,144,000 $ 1,590,000 - Total Project $ 287,336 1,312,000 $ 1,599,336 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 751 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Bell Rd: SR 303 – Grand Ave (ITS) User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Bell Rd: SR 303L – Grand Ave 4 Transportation Federal Highway Administration 2009 Project Description The purpose of this project is to design and install an Intelligent Transportation System (ITS) “Smart Instrumentation”. The project will involve design of vehicle detection systems (VDS), closed circuit TV (CCTV) and changeable message sign (CMS) and communications. This project will be funded from Highway User Revenue Funds (HURF), fund 234, and from Federal monies. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will provide technological improvements to county roads for the traveling public so that congestion will be reduced and safety will be improved. Funding/Cost Summary Prior Yrs. FY 05-06 Funding Source Actual Projected Highway User Revenue Funds $ (164,628) $ 5,963 Partnership Contributions/IGA/IDA Federal Funds 168,000 Project Total $ 3,372 $ 5,963 Year 1 Year 2 FY 06-07 FY 07-08 $ (64,000) $ 10,000 144,000 $ 80,000 $ 10,000 Year 3 FY 08-09 $ 500,000 1,000,000 $ 1,500,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 446,000 1,144,000 $ 1,590,000 - Total Project $ 287,336 1,312,000 $ 1,599,336 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 752 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Bush Hwy: Usery Pass Rd – Stewart Mountain Dam Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Bush Hwy: Usery Pass Rd – Stewart Mountain Dam Rd 2 Transportation Not Applicable 2008 Project Description The purpose of this project is to widen the road to add bicycle lanes for the traveling public so that traffic congestion will be reduced and safety improved. The Maricopa County Transportation Advisory Board recommended construction of this project with construction contingent on receiving federal funding which now have been allocated for reimbursement in FY 08. The benefit to the public is that it will add paved shoulders for bicycle lanes on this popular bicycling route increasing safety for cyclists and motorists. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 36,941 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 36,941 FY 05-06 Projected $ 31,200 $ 31,200 Year 1 FY 06-07 $ 60,000 $ 60,000 Year 2 FY 07-08 $ 550,000 500,000 $ 1,050,000 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 610,000 500,000 $ 1,110,000 - Total Project $ 678,141 500,000 $ 1,178,141 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 753 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 754 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Camelback Ave at Agua Fria DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Camelback Ave at Agua Fria River 4 Transportation None 2007 Project Description The purpose of this project was to prepare a Design Concept Report (DCR) on the feasibility of constructing a bridge over the Agua Fria River at Camelback Ave. Construction is not anticipated at this time. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that not only does it identify the cost and design parameters for construction, but it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ Year 2 FY 07-08 - $ $ - $ Year 3 FY 08-09 $ 10,000 $ 10,000 Year 4 FY 09-10 $ 500,000 $ 500,000 Year 5 FY 10-11 $ $ - 5-Year Total $ 510,000 $ 510,000 Total Project $ 510,000 $ 510,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 755 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Camelback at Litchfield Road User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation None 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 110,000 $ 110,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 110,000 $ 110,000 Total Project $ 110,000 $ 110,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 756 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Camelback at Wigwam Creek Blvd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 295,000 $ 295,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 295,000 $ 295,000 Total Project $ 295,000 $ 295,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 757 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Camino Del Sol at Spanish Garden User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 285,000 $ 285,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 285,000 $ 285,000 Total Project $ 285,000 $ 285,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 758 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Candidate Assessment Reports User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Various All Transportation Not Applicable Ongoing Project Description The purpose of this fund is to reserve monies for advance planning studies and an initial assessment of potential projects (candidate assessment reports or CARS) so that sufficient information is developed to make further program development decisions. This Maricopa County Transportation Advisory Board recommended this fund. The benefit to the public is that it provides a funding for advance planning and more accurate initial assessments of projects, which results in a better use of public funds. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,043,421 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,043,421 FY 05-06 Projected $ 789,030 $ 789,030 Year 1 FY 06-07 $ 1,800,000 $ 1,800,000 Year 2 FY 07-08 $ 1,600,000 $ 1,600,000 Operating Cost Summary Not applicable. 759 Year 3 FY 08-09 $ 1,600,000 $ 1,600,000 Year 4 FY 09-10 $ 1,600,000 $ 1,600,000 Year 5 FY 10-11 $ 1,600,000 $ 1,600,000 5-Year Total $ 8,200,000 $ 8,200,000 Total Project $ 10,032,451 $ 10,032,451 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Cave Creek Rd: Lone Mountain Rd – Carefree Hwy User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Cave Creek Rd: Lone Mountain Rd – Carefree Hwy 3 Transportation Town of Cave Creek 2008 Project Description The purpose of this project is to monitor for intergovernmental agreement (IGA) compliance of annual deferred payments from the Town of Cave Creek for construction completed in FY 2002. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it allowed early construction of improvements on Cave Creek Road making the road safer and easier to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 891,378 Partnership Contributions/IGA/IDA 117,455 Federal Funds Project Total $ 1,008,833 FY 05-06 Year 1 Year 2 Year 3 Projected FY 06-07 FY 07-08 FY 08-09 $ (44,455) $ (44,455) $ (45,455) $ 45,455 45,455 45,455 $ 1,000 $ 1,000 $ - $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total Total Project $ (89,910) $ 757,013 90,910 253,820 $ 1,000 $ 1,010,833 - Negative numbers indicate repayment of funds expended in an earlier year. Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 760 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Chandler Heights Rd at Sonoqui Wash User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Chandler Heights Rd at Sonoqui Wash 1 Transportation Not Applicable 2008 Project Description The purpose of this project is to construct a five-lane bridge (68’ wide) over Sonoqui Wash. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it will provide an all weather crossing making travel safer. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 208,419 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 208,419 FY 05-06 Projected $ 148,547 $ 148,547 Year 1 FY 06-07 $ 80,000 $ 80,000 Year 2 FY 07-08 $ 2,230,000 $ 2,230,000 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 2,310,000 $ 2,310,000 - Total Project $ 2,666,966 $ 2,666,966 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ $ Year 2 FY 07-08 $ $ 761 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 22,774 28,130 4,924 55,828 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Chandler Heights Rd at 124th St User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Chandler Heights Rd at 124th St 1 Transportation Not Applicable 2007 Project Description The purpose of this project is to install traffic signals at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 36,220 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 36,220 FY 05-06 Projected $ 137,600 $ 137,600 Year 1 FY 06-07 $ 205,000 $ 205,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 205,000 $ 205,000 - Total Project $ 378,820 $ 378,820 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 762 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Cotton Lane at McDowell User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Cotton Lane at McDowell 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 6,226 $ 6,226 Year 1 FY 06-07 $ 60,000 $ 60,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 60,000 $ 60,000 - Total Project $ 66,226 $ 66,226 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 763 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Cotton Lane Bridge at Gila River User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85 & Cotton Lane across the Gila River to Estrella Parkway 5 Transportation City of Goodyear 2008 Project Description The purpose of this project is to construct a new bridge over the Gila River on the Cotton lane alignment along with a new road beginning at MC 85 and extending to Estrella Parkway. At both MC 85 and at Estrella Parkway, new intersections will be constructed. The City of Goodyear will provide up to $42,000,000 in funding for construction and will assume maintenance responsibilities upon completion. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it provides another bridge crossing of the Gila River in the southwest valley so that the traveling public living south of the river in a rapidly developing area will have a safe and reliable commute. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 3,000,448 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 3,000,448 FY 05-06 Projected $ 4,625,287 $ 4,625,287 Year 1 FY 06-07 $ 14,800,000 28,000,000 $ 42,800,000 Year 2 FY 07-08 $ 900,000 7,000,000 $ 7,900,000 Operating Cost Summary The City of Goodyear will annex and maintain. 764 Year 3 Year 4 FY 08-09 FY 09-10 $ (7,000,000) $ 7,000,000 $ - $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 8,700,000 42,000,000 $ 50,700,000 Total Project $ 16,325,736 42,000,000 $ 58,325,736 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Deer Valley Road Bridge at Agua Fria River DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Deer Valley Road at the Agua Fria River 4 Transportation None at this time 2007 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) on the feasibility of constructing a bridge over the Agua Fria River at Deer Valley Road to improve traffic conditions in the Sun City West/Surprise Bell Road corridor. Once the study is finalized, planning will begin on construction of the bridge as a separate project. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and preferred location for the bridge it allows area residents and other concerned individuals an opportunity to express their view on the proposed bridge and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 96,602 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 96,602 FY 05-06 Projected $ 269,500 $ 269,500 Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ $ Operating Cost Summary Not applicable. 765 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 10,000 $ 10,000 Total Project $ 376,102 $ 376,102 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Deer Valley Rd: 83rd Ave – 91st Ave DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Deer Valley Rd: 83rd Ave – 91st Ave 4 Transportation Not Applicable 2007 Project Description The purpose of this project is to complete a Design Concept Report (DCR) to establish design parameters for paving the roadway for the traveling public so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. The City of Peoria will conduct the study and the County will contribute financially to the study plus review and comment. Total length of the study area is approximately 1 mile. This project is adjacent to an area being studied by the Flood Control District. The results of their study may impact the DCR results. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 21,420 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 21,420 FY 05-06 Projected $ 85,000 $ 85,000 Year 1 FY 06-07 $ 20,000 $ 20,000 Year 2 FY 07-08 $ $ 766 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 20,000 $ 20,000 Total Project $ 126,420 $ 126,420 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ 4,471 5,523 967 10,960 $ Year 3 FY 08-09 $ $ Year 2 FY 07-08 $ $ 767 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 27,245 33,653 5,891 66,789 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Deer Valley Road: El Mirage to Lake Pleasant User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Deer Valley Road at the Agua Fria River 4 Transportation None at this time 2011 . Project Description The purpose of this project is to construct a bridge over the Agua Fria River at Deer Valley Road to improve traffic conditions in the Sun City West/Surprise Bell Road corridor. Total length of the project is 2.6 miles. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that the new bridge will improve traffic flow in the Sun City West/Surprise Bell Road corridor by providing the traveling public with an alternate route across the Agua Fria River. Funding/Cost Summary The FY 07 funding is to begin planning the project. Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 40,000 $ 40,000 Year 2 FY 07-08 $ 1,140,000 $ 1,140,000 Operating Cost Summary Not applicable. 768 Year 3 FY 08-09 $ 1,130,000 $ 1,130,000 Year 4 FY 09-10 $ 2,450,000 $ 2,450,000 Year 5 FY 10-11 $ 30,600,000 $ 30,600,000 5-Year Total $ 35,360,000 $ 35,360,000 Total Project $ 35,360,000 $ 35,360,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Desert Hills Dr at Skunk Creek DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Desert Hills Drive west of 7th Ave 3 Transportation Not Applicable 2007 Project Description The purpose of this project is to construct an all weather crossing replacing the dip crossing, which during heavy storms prevents emergency vehicles and school busses to cross. Total length of the project is approximately 0.1 miles. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it will provide an all weather crossing at Skunk Creek making travel easier and safer. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 160,000 $ 160,000 Year 1 FY 06-07 $ 80,000 $ 80,000 Year 2 FY 07-08 $ 65,000 $ 65,000 Year 3 FY 08-09 $ 200,000 $ 200,000 Year 4 FY 09-10 $ 2,925,000 $ 2,925,000 Year 5 FY 10-11 $ - $ 5-Year Total $ 3,270,000 $ 3,270,000 Total Project $ 3,430,000 $ 3,430,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 769 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 5 FY 10-11 - $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,511 27,806 4,867 55,183 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Dobson Rd Bridge at Salt River User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Dobson Rd Bridge at Salt River 1&2 Transportation Salt River Pima Maricopa Indian Community, City of Mesa and Maricopa Association of Governments 2013 Project Description This project will construct a new bridge across the Salt River from the current end of Dobson Rd to McKellips Rd. Total project length is approximately three miles. This project is included in the Regional Transportation Plan as a phase I project with $15.3 million allocated to the project. Salt River Pima Maricopa Indian Community, City of Mesa and the County will provide additional local funding. The initial cost of the project is estimated to be $25 million. The first step will be the completion of an environmental assessment and a design concept report (DCR) to identify the preferred bridge location and design. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 280,000 $ 280,000 Year 1 FY 06-07 $ 1,050,000 $ 1,050,000 Year 2 FY 07-08 $ 1,050,000 $ 1,050,000 770 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 2,100,000 $ 2,100,000 Total Project $ 2,380,000 $ 2,380,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 771 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Dynamite Blvd: Cave Creek Rd – 56th St DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Dynamite Blvd: Cave Creek Rd – 56th St 3 Transportation Not Applicable 2007 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) to establish design parameters for paving the roadway for the traveling public so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. Currently, the road is two lanes and is in poor condition due to high traffic volume resulting from development in the area. The City of Phoenix is a potential funding partner. The study was started last year, but the City requested that it be delayed until they completed their study of the Sonoran Parkway which will impact the study results. Total length of the project is approximately 2.2 miles. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 47,282 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 47,282 FY 05-06 Projected $ 332,596 $ 332,596 Year 1 FY 06-07 $ 205,000 $ 205,000 Year 2 FY 07-08 $ $ 772 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 205,000 $ 205,000 Total Project $ 584,878 $ 584,878 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 773 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Dysart Road Bridge at Colter Channel User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation On Dysart Rd north of Camelback Rd 4 Transportation Not Applicable 2007 Project Description The purpose of this project is to replace the existing two-lane bridge with a new bridge that will accommodate four lanes of traffic. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once constructed the new bridge will not create a bottleneck as development occurs. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 320,000 $ 320,000 Year 1 FY 06-07 $ 70,000 $ 70,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 70,000 $ 70,000 - Total Project $ 390,000 $ 390,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 774 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs East Valley Signal Modernization: Phase 6 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation East Maricopa County 1 Transportation 2008 Project Description The purpose of this project is to replace obsolete traffic signals at selected intersections to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it provides real time traffic data so that signal adjustments can be made so that commuters experience less travel delay and have a faster and safer commute. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 500,000 $ 500,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 510,000 $ 510,000 Total Project $ 510,000 $ 510,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 775 Year 3 FY 08-09 - $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs El Mirage: Beardsley to Loop 303 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation El Mirage: Beardsley to Loop 303 4 Transportation None 2011 Project Description This project will result in the construction of a new four-lane road between Beardsley road and S R 303. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that once constructed the traveling public will have a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. FY 05-06 Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actual Projected FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 Total Project Highway User Revenue Funds $ 2,233,782 $ 4,661 $ 65,000 $ 25,000 $ 25,000 $ 25,000 $ 6,850,000 $ 6,990,000 $ 9,228,442 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 2,233,782 $ 4,661 $ 65,000 $ 25,000 $ 25,000 $ 25,000 $ 6,850,000 $ 6,990,000 $ 9,228,442 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 776 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ Total Project - $ $ 22,374 27,636 4,837 54,847 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 777 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs El Mirage: Bell to Beardsley User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation El Mirage: Bell to Beardsley 4 Transportation N/A 2011 Project Description This project will result in the construction of a new four-lane road between Bell Road and Beardsley Road. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that once constructed the traveling public will have a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. FY 05-06 Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actual Projected FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 Total Project Highway User Revenue Funds $ 4,159,302 $ - $ 65,000 $ 55,000 $ 25,000 $ 25,000 $ 7,850,000 $ 8,020,000 $ 12,179,302 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 4,159,302 $ - $ 65,000 $ 55,000 $ 25,000 $ 25,000 $ 7,850,000 $ 8,020,000 $ 12,179,302 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ 4,471 5,523 967 10,960 $ Year 3 FY 08-09 $ $ Year 2 FY 07-08 $ $ 778 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ Total Project - $ $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 22,374 27,636 4,837 54,847 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs El Mirage Rd: Northern Ave – Bell Rd Corridor Study User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation El Mirage Rd: Northern Ave – Bell Rd 4 Transportation Not Applicable 2007 Project Description The purpose of this corridor study is to examine current and proposed development along the corridor to identify what type and when roadway improvements will be required for widening the roadway for the traveling public so that right-of-way and roadway needs can be identified and used for future planning and programming. Total length of the study area is approximately 6 miles. Construction is not scheduled at this time. The study results will identify future required projects. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify future roadway improvement phasing requirements so that when the roadway is eventually widened the traveling public will have a roadway that is smoother, safer, less congested and more economical to travel, it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 2,793 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 2,793 FY 05-06 Projected $ 226,033 $ 226,033 Year 1 FY 06-07 $ 30,000 $ 30,000 Year 2 FY 07-08 $ $ 779 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 30,000 $ 30,000 Total Project $ 258,826 $ 258,826 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Corridor Study - Portions of the corridor do not have an existing roadway Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 780 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Ellsworth Rd: Germann Rd – Elliot User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Ellsworth Rd: Germann Rd – Elliot 1&2 Transportation City of Mesa and Maricopa County Flood Control District 2007 Project Description This project will reconstruct and widen the existing two-lane road to provide four travel lanes with a raised median. The west half of the roadway between Pecos Road and the Powerline Floodway will be constructed with a third travel lane in the southbound direction. Other improvements include box culverts, a storm drain system, landscaping and two fully signalized intersections (one at Elliot Road and one at Germann Road). The project will be constructed in two phases. Phase I is from Germann to Ray Rd. Phase II is from Ray to Elliot Rd. Both phases are under construction. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that the wider road will have increased capacity and with improved drainage and with signalized intersections be safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 4,971,692 Partnership Contributions/IGA/IDA 1,810,386 Federal Funds Project Total $ 6,782,078 FY 05-06 Projected $ 9,004,207 5,197,800 $ 14,202,007 Year 1 FY 06-07 $ 8,374,800 2,485,200 $ 10,860,000 Year 2 FY 07-08 $ $ 781 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 8,374,800 2,485,200 $ 10,860,000 Total Project $ 22,350,699 9,493,386 $ 31,844,085 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 $ 4,471 5,523 967 10,960 $ Year 3 FY 08-09 $ $ Year 2 FY 07-08 $ $ 782 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 22,900 28,286 4,951 56,137 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Ellsworth Rd: Hunt Hwy – Riggs Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Ellsworth Rd: Hunt Hwy – Riggs Rd 1 Transportation Not Applicable 2007 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) to establish design parameters for an all weather crossing so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. Total length of the project is approximately 1 mile. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that not only does it identify the cost and design parameters for construction, but it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 230 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 230 FY 05-06 Projected $ 269,127 $ 269,127 Year 1 FY 06-07 $ 30,000 $ 30,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 30,000 $ 30,000 - Total Project $ 299,356 $ 299,356 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 783 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Ellsworth Rd: Hunt Hwy to south of Chandler Hts DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Southeast Maricopa County 1 Transportation None 2007 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) to establish design parameters for paving the roadway for the traveling public so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. Total length of the project is approximately 1.5 miles. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 70,000 $ 70,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 70,000 $ 70,000 Total Project $ 70,000 $ 70,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 784 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Ellsworth Rd: University Dr – McLellan Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Ellsworth Rd: University Dr – McLellan Rd 2 Transportation City of Mesa 2007 Project Description This project will reconstruct and widen the existing two-lane road to provide four travel lanes (two in each direction) with a raised center median. Selected segments fronting new residential development will be constructed with a third travel lane in either the north or southbound direction, as appropriate. Additional improvements include a traffic signal at Brown Road, a storm drain system, street lighting, curb, gutter, sidewalk and landscaping. This will also reconstruct ¼ mile of Adobe Road. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that once constructed the traveling public will have a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 3,974,598 Partnership Contributions/IGA/IDA 15,376 Federal Funds Project Total $ 3,989,974 FY 05-06 Projected $ 2,318,617 3,156,488 $ 5,475,105 Year 1 Year 2 FY 06-07 FY 07-08 $ (75,000) $ 1,579,500 $ 1,504,500 $ Year 3 FY 08-09 - $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total Total Project $ (75,000) $ 6,218,215 1,579,500 4,751,364 $ 1,504,500 $ 10,969,579 - Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 785 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 786 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Fig Springs Rd: New River Rd – Tonto National Forest DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Fig Springs Rd: New River Rd – Tonto National Forest 3 Transportation Not Applicable 2007 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) to establish design parameters for paving the roadway for the traveling public so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. Total length of the project is approximately 1.75 miles. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 24,558 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 24,558 FY 05-06 Projected $ 91,061 $ 91,061 Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 10,000 $ 10,000 - Total Project $ 125,619 $ 125,619 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 787 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Forest Road: McDowell to Rio Verde Drive User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northeast Maricopa County 2 Transportation Federal Highway Administration 2011 Project Description Forest Road is part of a popular bicycling route. The project will widen the existing road to provide adequate shoulders for use as a bicycle path. Federal funding has been allocated for this project. Construction is planned for FY 2011 when the federal funding is available. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once constructed both motorists and bicyclists will have a roadway that is safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ Year 2 FY 07-08 - $ $ - $ Year 3 FY 08-09 $ 200,000 $ 200,000 Year 4 FY 09-10 $ 250,000 $ 250,000 Year 5 FY 10-11 $ 140,000 400,000 $ 540,000 5-Year Total $ 590,000 400,000 $ 990,000 Total Project $ 590,000 400,000 $ 990,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 788 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Gavilan Peak Parkway: Cloud to Joy Ranch User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation North Central Maricopa County 3 Transportation None 2010 Project Description The purpose of this project is to construct a two lane roadway connecting the existing Gavilan Parkway with Cloud Road, which will provide an alternate route to Anthem from Carefree Highway. Total length of the project is approximately one mile. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that the new road will reduce congestion, be safe and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 80,000 $ 80,000 Year 2 FY 07-08 $ 280,000 $ 280,000 Year 3 FY 08-09 $ 1,080,000 $ 1,080,000 Year 4 FY 09-10 $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 1,440,000 $ 1,440,000 Total Project $ 1,440,000 $ 1,440,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ Supplies & Services Capital Outlay Total $ Year 1 FY 06-07 - $ $ Year 2 FY 07-08 - $ $ 789 Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 9,606 11,865 2,077 23,547 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs General Civil Engineering User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation General Civil Engineering All Transportation Not Applicable Ongoing Project Description The purpose of this reserve fund is to reserve monies for hiring on-call civil engineering consultants for MCDOT project designers so that project designs won’t be delayed due to the need for unforeseen civil engineering work. The Maricopa County Transportation Advisory Board recommended this fund. The benefit to the public is that it provides better fiscal management by providing a mechanism for funding unexpected work, reducing costly delays in projects. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 786,644 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 786,644 FY 05-06 Projected $ 215,055 $ 215,055 Year 1 FY 06-07 $ 500,000 $ 500,000 Year 2 FY 07-08 $ 2,000,000 $ 2,000,000 Operating Cost Summary Not applicable. 790 Year 3 FY 08-09 $ 2,000,000 $ 2,000,000 Year 4 FY 09-10 $ 2,000,000 $ 2,000,000 Year 5 FY 10-11 $ 4,000,000 $ 4,000,000 5-Year Total $ 10,500,000 $ 10,500,000 Total Project $ 11,501,699 $ 11,501,699 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Gilbert Rd: McDowell Rd – SR 87 with LWC User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Gilbert Rd: McDowell Rd – SR 87 2 Transportation City of Mesa, Salt River Pima Maricopa Indian Community and Arizona Department of Transportation 2007 Project Description This project will result in the widening of Gilbert Road from McDowell Road to State Route 87. The roadway is to be built to the “Road of Regional Significance” standard, which is seven lanes with a curbed median or continuous two way left-turn lane. This project includes a low-water crossing over the Salt River and a sound wall along McDowell Rd. It includes the future purchase of right-of-way along Gilbert Rd. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 7,000,666 Partnership Contributions/IGA/IDA 162,817 Federal Funds Project Total $ 7,163,482 FY 05-06 Projected $ 10,535,653 2,007,665 $ 12,543,318 Year 1 Year 2 FY 06-07 FY 07-08 $ (230,000) $ 500,000 $ 270,000 $ Year 3 FY 08-09 - $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total Total Project $ (230,000) $ 17,306,319 500,000 2,670,482 $ 270,000 $ 19,976,800 - Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 $ 4,471 5,523 967 10,960 $ Year 3 FY 08-09 $ $ Year 2 FY 07-08 $ $ 791 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 22,900 28,286 4,951 56,137 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Glendale Ave at Agua Fria DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Glendale Ave at Agua Fria River 4 Transportation 2007 Project Description The purpose of this project was to prepare a Design Concept Report (DCR) on the feasibility of constructing a bridge over the Agua Fria River at Glendale Ave. Construction is not anticipated at this time. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that not only does it identify the cost and design parameters for construction, but it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ - $ Year 2 FY 07-08 $ 10,000 $ 10,000 Year 3 FY 08-09 $ 590,000 $ 590,000 Year 4 FY 09-10 $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 600,000 $ 600,000 Total Project $ 600,000 $ 600,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 792 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Honda Bow Rd: 7th Ave – 11th Ave DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Honda Bow Rd: 7th Ave – 11th Ave 3 Transportation Not Applicable 2007 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) to establish design parameters for paving the roadway so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. At Skunk Creek there is a dip crossing, which during heavy storms prevents emergency vehicles and school busses to cross. Total length of the project is approximately 0.5 miles. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 85,000 $ 85,000 Year 1 FY 06-07 $ 35,000 $ 35,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 35,000 $ 35,000 - Total Project $ 120,000 $ 120,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 793 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Hunt Highway at Hawes Road User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Southeast Maricopa County 1 Transportation Town of Queen Creek, Pinal County 2008 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 865,000 $ 865,000 Year 2 FY 07-08 $ 575,000 $ 575,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 1,440,000 $ 1,440,000 Total Project $ 1,440,000 $ 1,440,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 794 3,834 6,685 10,519 Year 3 FY 08-09 $ $ Year 4 FY 09-10 - $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Indian School Rd: Litchfield Rd – Dysart Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Indian School Rd: Litchfield Rd – Dysart Rd 4 Transportation Not Applicable 2008 Project Description The purpose of this project is to widen Indian School Road from the current two lanes to four lanes plus a center dual left turn lane. A Design Concept Report (DCR) has been prepared to establish design parameters, right-of-way, drainage, utility relocation and environmental requirements with a cost estimate for increasing the capacity and safety of the roadway. The City of Litchfield Park borders the roadway on the north and the City of Avondale borders the roadway on the south. Neither city has committed to be construction funding partners. Total length of the project is approximately 1.4 miles. Construction is planned to begin during FY 2007 using design-build procurement method once right-ofway and utility issues are resolved. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once constructed it eliminates a congested portion of Indian School the traveling public will have a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 52,173 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 52,173 FY 05-06 Projected $ 1,095,821 $ 1,095,821 Year 1 FY 06-07 $ 810,000 $ 810,000 Year 2 FY 07-08 $ 4,935,000 $ 4,935,000 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 5,745,000 $ 5,745,000 - Total Project $ 6,892,994 $ 6,892,994 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 795 Year 3 FY 08-09 - $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,774 28,130 4,924 55,828 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Indian School at Old Litchfield User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Indian School at Old Litchfield 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary The FY 07 funding is to complete the project. Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 1,853 $ 1,853 Year 1 FY 06-07 $ 60,000 $ 60,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 60,000 $ 60,000 - Total Project $ 61,853 $ 61,853 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 796 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Indian School Road Signal Modernization User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2008 Project Description The purpose of this project is to replace obsolete traffic signals at selected intersections on Indian School Road to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it provides real time traffic data so that signal adjustments can be made so that commuters experience less travel delay and have a faster and safer commute. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 240,000 $ 240,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 250,000 $ 250,000 Total Project $ 250,000 $ 250,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 Year 3 FY 08-09 - 797 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Low Volume Roads Program User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Various locations to be determined All Transportation Not Applicable Annual Program Project Description The purpose of this program is to pave dirt roads that do not qualify for federal funding inside and outside of the PM10 Non-Attainment area for dust mitigation and drainage improvements for the traveling public so that safety will be improved and dust problems will be reduced. Presently, a consultant is identifying and prioritizing all dirt roads in the county that meets the criteria for paving. Once completed specific roads will be identified. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once repairs are completed to reduce dust particulate (PM10) pollution for the traveling public and improve safety so that the traveling public will have a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,233,839 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,233,839 FY 05-06 Projected $ 2,049,226 $ 2,049,226 Year 1 FY 06-07 $ 3,020,000 $ 3,020,000 Year 2 FY 07-08 $ 3,020,000 $ 3,020,000 Year 3 FY 08-09 $ 3,020,000 $ 3,020,000 Year 4 FY 09-10 $ 3,020,000 $ 3,020,000 Year 5 FY 10-11 $ 3,020,000 $ 3,020,000 5-Year Total $ 15,100,000 $ 15,100,000 Total Project $ 18,383,065 $ 18,383,065 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 798 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Lower Buckeye Rd at 67th Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Lower Buckeye Rd at 67th Ave 5 Transportation Not Applicable 2007 Project Description The purpose of this project is to install traffic signals at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that this intersection improvement project provides traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 40,680 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 40,680 FY 05-06 Projected $ 193,807 $ 193,807 Year 1 FY 06-07 $ 239,000 $ 239,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 239,000 $ 239,000 - Total Project $ 473,487 $ 473,487 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 799 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs MC 85 at 119th Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85 at 119th Ave 5 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 9,174 $ 9,174 Year 1 FY 06-07 $ 220,000 $ 220,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 220,000 $ 220,000 - Total Project $ 229,174 $ 229,174 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 800 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs MC 85 at El Mirage User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85 at El Mirage 5 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 280,000 $ 280,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 280,000 $ 280,000 - Total Project $ 280,000 $ 280,000 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 801 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs MC 85 Extension: SR 85 – Turner Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85 Extension: SR 85 – Turner Rd 4 Transportation Arizona Department of Transportation 2007 Project Description The intent of this project is to construct a new two-lane paved road to provide for local traffic to traverse between MC 85 and Old US 80. Presently, the traveling public and area residents use SR 85 to interconnect between these two roadways. The Arizona State Department of Transportation (ADOT) in the process of improving SR 85 to a higher speed, multi-lane, controlled access facility, and desires to have this slower moving local traffic rerouted. ADOT will contribute up to $2,100,000 towards construction to build the MC 85 Extension. Irrigation relocation will be involved. Construction is planned so that the annual irrigation dry-up will coincide with the irrigation relocation. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that by building the extension it eliminates a potential hazardous intersection and improves safety on both MC 85 and SR 85. Total length of the project is approximately 1.0 mile. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 131,342 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 131,342 FY 05-06 Projected $ 1,598,680 $ 1,598,680 Year 1 FY 06-07 $ 479,086 1,702,914 $ 2,182,000 Year 2 FY 07-08 $ $ 802 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 479,086 1,702,914 $ 2,182,000 Total Project $ 2,209,108 1,702,914 $ 3,912,022 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices Supplies & Services Capital Outlay Total $ - Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Maintenance on this new road will begin approximately one year after completion. 803 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 18,677 23,070 4,038 45,786 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs MC 85: 107th Ave – 91st Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85: 107th Ave – 91st Ave 5 Transportation Not Applicable 2009 Project Description This project will design and construct a four-lane roadway with a raised center median. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that, once constructed, motorists will have a roadway that is safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 628,748 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 628,748 FY 05-06 Projected $ 456,697 $ 456,697 Year 1 FY 06-07 $ 2,910,000 $ 2,910,000 Year 2 FY 07-08 $ 1,010,000 $ 1,010,000 Year 3 FY 08-09 $ 7,451,000 $ 7,451,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 11,371,000 $ 11,371,000 - Total Project $ 12,456,445 $ 12,456,445 Operating Cost Summary Current Year 1 Year FY 06-07 Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 $ 4,345 Supplies & Services 5,216 5,367 Capital Outlay 913 939 Total $ 10,351 $ 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ Year 3 FY 08-09 4,471 5,523 967 $ 10,960 Year 2 FY 07-08 $ $ $ $ . 804 3,834 6,685 10,519 Year 4 FY 09-10 Total Project - $ 4,734 5,848 1,024 $ 11,605 Year 4 FY 09-10 $ 4,871 6,017 1,053 $ 11,942 Year 5 FY 10-11 $ 3,945 6,879 10,824 $ $ $ $ Year 3 FY 08-09 $ Year 5 FY 10-11 $ 4,059 7,078 11,138 $ 4,177 7,283 11,461 22,644 27,970 4,896 $ 55,510 Total Project $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs MC 85: 91st Ave – 75th Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85: 91st Ave – 75th Ave 5 Transportation Not Applicable 2010 Project Description The project will design and construct a four-lane roadway with a raised center median. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 313,998 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 313,998 FY 05-06 Projected $ 925,232 $ 925,232 Year 1 FY 06-07 $ 180,000 $ 180,000 Year 2 FY 07-08 $ 40,000 $ 40,000 Year 3 FY 08-09 $ 2,130,000 $ 2,130,000 Year 4 FY 09-10 $ 6,030,000 $ 6,030,000 Year 5 FY 10-11 $ - $ 5-Year Total $ 8,380,000 $ 8,380,000 Total Project $ 9,619,231 $ 9,619,231 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 805 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 5 FY 10-11 - $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,511 27,806 4,867 55,183 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 806 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs MC 85: Cotton Ln – Estrella Pkwy User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85: Cotton Ln – Estrella Pkwy 4 Transportation Not Applicable 2008 Project Description This project will result in the widening of the MC 85 from a two-lane arterial roadway to four lanes with a continuous left-turn lane and bike lanes. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,207,349 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,207,349 FY 05-06 Projected $ 1,241,385 $ 1,241,385 Year 1 FY 06-07 $ 855,000 $ 855,000 Year 2 FY 07-08 $ 4,380,000 $ 4,380,000 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 5,235,000 $ 5,235,000 - Total Project $ 7,683,734 $ 7,683,734 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 807 Year 3 FY 08-09 - $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,774 28,130 4,924 55,828 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 808 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs MC 85: Jackrabbit Tr – Perryville Rd DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85: Jackrabbit Tr – Perryville Rd 4 Transportation Not Applicable 2008 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) to establish design parameters so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. Total length of the project is approximately 1 mile. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 871 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 871 FY 05-06 Projected $ 1,000 $ 1,000 Year 1 FY 06-07 $ 225,000 $ 225,000 Year 2 FY 07-08 $ 5,000 $ 5,000 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 230,000 $ 230,000 - Total Project $ 231,871 $ 231,871 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ 4,471 5,523 967 10,960 $ Year 3 FY 08-09 $ $ Year 2 FY 07-08 $ $ 809 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 27,245 33,653 5,891 66,789 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs MC 85: Perryville Rd – Cotton Ln User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation MC 85: Perryville Rd – Cotton Ln 4 Transportation Not Applicable 2007 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) to establish design parameters so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. Total length of the project is approximately 2 miles. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,262 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,262 FY 05-06 Projected $ 1,000 $ 1,000 Year 1 FY 06-07 $ 440,000 $ 440,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 440,000 $ 440,000 - Total Project $ 442,262 $ 442,262 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ 4,471 5,523 967 10,960 $ Year 3 FY 08-09 $ $ Year 2 FY 07-08 $ $ 810 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 27,245 33,653 5,891 66,789 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs McDowell Mountain Rd: Shoulders Widening User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation McDowell Mountain Rd North of Fountain Hills 2 Transportation Not Applicable 2008 Project Description This project consists of widening the existing pavement by five feet on each side of the roadway from Fountain Hills City Limits to Forest Road to create room for bicycle lanes on this popular bicycle route. Federal Funds will be used to help pay for construction. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that once constructed motorists and cyclists will have a roadway that is safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 171,054 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 171,054 FY 05-06 Projected $ 29,365 $ 29,365 Year 1 FY 06-07 $ 825,130 494,870 $ 1,320,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 825,130 494,870 $ 1,320,000 - Total Project $ 1,025,549 494,870 $ 1,520,419 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 811 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 812 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Meeker at Camino Del Sol User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 275,000 $ 275,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 275,000 $ 275,000 Total Project $ 275,000 $ 275,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 813 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Mingus at 25th Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Mingus at 25th Ave 4 Transportation 2007 Project Description The purpose of this project is to replace an undersized pipe with a box culvert to improve safety, reduce local flooding, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is a reduction in the number of road closures due to flooding so that the traveling public have a safer commute and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 19,177 $ 19,177 Year 1 FY 06-07 $ 390,000 $ 390,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 390,000 $ 390,000 - Total Project $ 409,177 $ 409,177 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 814 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Northern Ave at 107th Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northern Ave at 107th Ave 4 Transportation City of Glendale and City of Peoria 2007 Project Description The purpose of this project is to install traffic signals at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. FY 05-06 Funding Source Actual Projected Highway User Revenue Funds $ (106,124) $ 235,165 Partnership Contributions/IGA/IDA 140,586 Federal Funds Project Total $ 34,462 $ 235,165 Year 1 FY 06-07 $ 366,914 140,586 $ 507,500 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 366,914 140,586 $ 507,500 - Total Project $ 495,955 281,172 $ 777,127 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 815 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Northern Ave: SR 303 – Grand Ave (US 60) User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northern Ave: SR 303 – Grand Ave 4 Transportation City of Glendale, City of Peoria and Maricopa Association of Governments TBD Project Description Northern Avenue is included in the Regional Transportation Plan (RTP) as a major arterial improvement. This project begins the preliminary engineering work to identify the preferred alignment, identify the right-of-way needed, and to begin environmental clearances. Once the environmental assessment is completed, right-of-way acquisition will begin to preserve the corridor. The County is expected to take the lead on the project with financial participation from the Cities of Glendale and Peoria and the Maricopa Association of Governments (RTP funding). The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it identifies the cost and design parameters for construction, begins the right-of-way acquisition process for the corridor, and allows area residents and other concerned individuals an opportunity to be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 510,000 $ 510,000 Year 1 FY 06-07 $ 2,040,000 $ 2,040,000 Year 2 FY 07-08 $ 2,030,000 $ 2,030,000 Year 3 FY 08-09 $ 2,030,000 $ 2,030,000 Year 4 FY 09-10 $ 2,030,000 $ 2,030,000 Year 5 FY 10-11 $ 2,030,000 $ 2,030,000 5-Year Total $ 10,160,000 $ 10,160,000 Total Project $ 10,670,000 $ 10,670,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 816 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Ocotillo Dr: EOM – Palo Verde User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation South of Wickenburg 4 Transportation Town of Wickenburg 2008 Project Description The purpose of this project is to pave Ocotilla to reduce dust, improve safety, and improve traffic flow. The Town of Wickenburg has agreed to enter in an agreement to annex the roadway. The County’s obligation will be to participate financially in the project by paying up to $500,000 towards construction once an agreement is completed. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 197,641 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 197,641 FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 1,000 $ 1,000 Year 2 FY 07-08 $ 501,000 $ 501,000 Operating Cost Summary The Town of Wickenburg will annex and maintain the road. 817 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 502,000 $ 502,000 Total Project $ 699,641 $ 699,641 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Old Stage Rd: New River Rd – Coyote Pass User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Old Stage Rd from New River Rd north to Coyote Pass then south on Coyote Pass to New River Rd 3 Transportation Not Applicable 2007 Project Description The purpose of this project is to prepare a Design Concept Report (DCR) to establish design parameters for paving the roadway for the traveling public so that right-of-way, drainage, utility relocation and environmental requirements can be identified and an accurate cost estimate can be made for increasing the capacity and safety of the roadway. Total length of the project is approximately 4.5 miles. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 32,383 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 32,383 FY 05-06 Projected $ 69,951 $ 69,951 Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 10,000 $ 10,000 - Total Project $ 112,333 $ 112,333 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 818 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Old US 80 Bridge at Gila River User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation On Old US 80 B at the Gila River just south of the Gillespie Dam 5 Transportation Federal Highway Administration 2009 Project Description This historic bridge was constructed in 1929 and is in need of major repairs, which will require closing the bridge and constructing a temporary by-pass road. Federal funds will be requested to pay for a portion of the repairs. An aerial survey has been completed of the project site and by-pass road. Currently, an assessment is being made to identify the extent of the repairs needed and their cost prior to requesting federal funding. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once repairs are completed the service life of the bridge will be extended for several years. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 185,448 $ 185,448 Year 1 FY 06-07 $ 525,000 $ 525,000 Year 2 FY 07-08 $ 280,000 $ 280,000 Year 3 FY 08-09 $ 6,650,000 $ 6,650,000 Year 4 Year 5 FY 09-10 FY 10-11 $ (1,000,000) $ 1,000,000 $ - $ - 5-Year Total $ 6,455,000 1,000,000 $ 7,455,000 Total Project $ 6,640,448 1,000,000 $ 7,640,448 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 819 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ Year 4 FY 09-10 - $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,644 27,970 4,896 55,510 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Olive at 103rd Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 275,000 $ 275,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 275,000 $ 275,000 Total Project $ 275,000 $ 275,000 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 820 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Olive at Litchfield Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Olive at Litchfield Rd 4 Transportation City of Peoria 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 220 $ 220 Year 1 FY 06-07 $ 230,000 $ 230,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 230,000 $ 230,000 - Total Project $ 230,220 $ 230,220 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 821 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Olive Ave at Reems User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Southwest County 4 Flood Control District Flood Control District 2007 Project Description The purpose of this project is to design and construct a box culvert at the Olive Avenue at Reems Road, and extend the Reems Road box culvert at Northern Avenue as part of the Maricopa County Flood Control District’s Reems Road Channel and Basin Project. The County’s financial participation will cover the costs associated with extending the culverts and adding a culvert to accommodate the future roadway widths, Northern Parkway Bridge, bridge abutments, and additional drainage flows from the future Northern Parkway. The county’s share of the project cost is estimated at $1,128,000. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that when both Reems Road and Northern Parkway are widened the box culverts will not have to be extended or replaced to accommodate the new roadways with their increased drainage requirements. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 1,160,000 $ 1,160,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 1,160,000 $ 1,160,000 Total Project $ 1,160,000 $ 1,160,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 822 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Olive Ave at Beardsley Canal User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Olive Ave at Beardsley Canal 4 Maricopa County Flood Control District Maricopa County Flood Control District 2008 Project Description The Flood Control District is constructing three culverts to accommodate storm water runoff on Olive Avenue and Reems Road. MCDOT will contribute $192,000 to widen the culverts to accommodate future road widening. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that by widening the box culverts now it will not only accommodate storm water runoff, but also save money and accommodate future road widening. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 193,000 $ 193,000 Year 1 FY 06-07 $ 92,000 $ 92,000 Year 2 FY 07-08 $ 100,000 $ 100,000 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 192,000 $ 192,000 - Total Project $ 385,000 $ 385,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 823 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Olive Ave at Agua Fria DCR User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Olive Ave at Agua Fria River 4 Transportation 2007 Project Description The purpose of this project was to prepare a Design Concept Report (DCR) on the feasibility of constructing a bridge over the Agua Fria River at Olive Ave. Construction is not anticipated at this time. Construction is not scheduled at this time and is contingent on both the study results and funding availability. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that not only does it identify the cost and design parameters for construction, but it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 500,000 $ 500,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 510,000 $ 510,000 Total Project $ 510,000 $ 510,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 824 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Peoria Ave at Litchfield Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Peoria Ave at Litchfield Rd 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 28,598 $ 28,598 Year 1 FY 06-07 $ 230,000 $ 230,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 230,000 $ 230,000 - Total Project $ 258,598 $ 258,598 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 825 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Pinnacle Peak at 91st Ave and 83rd Ave User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Pinnacle Peak at 91st Ave and 83rd Ave 4 Transportation City of Peoria 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the two intersections to improve safety, reduce congestion, and improve traffic flow. The County will design both intersections and provide the completed design package to Peoria who will construct the 83rd Ave intersection while the County will construct the 91st Ave intersection once the necessary state land has been acquired. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 203,453 $ 203,453 Year 1 FY 06-07 $ 908,250 31,750 $ 940,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 908,250 31,750 $ 940,000 - Total Project $ 1,111,703 31,750 $ 1,143,453 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 826 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Pinnacle Peak Rd: Lake Pleasant to 83rd Ave User Department: Project Location: Supervisor District(s) Managing Department: Project Partner(s): Completion Date: Transportation Pinnacle Peak Rd: Lake Pleasant to 83rd Ave 4 Flood Control District City of Peoria, Flood Control District 2007 Project Description This is a project to improve drainage on Pinnacle Peak Road from 91st Avenue to 87th Avenue. The County will pay one third (1/3) of the estimated $2,100,000 cost, making the County's estimated share $700,000.00. The District will invoice the County for 50% of the one-third cost share upon awarding of a contract for construction. Upon completion of the construction and final accounting, the District will invoice the County for the final 50% of the one-third contribution. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will result in the improved drainage along Pinnacle Peak Road making it safer to drive. Funding/Cost Summary Prior Yrs. FY 05-06 Year 1 Year 2 Funding Source Actual Projected FY 06-07 FY 07-08 Highway User Revenue Funds $ 133,048 $ 455 $ 710,000 $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ 133,048 $ 455 $ 710,000 $ Year 3 FY 08-09 - $ - $ - Year 4 Year 5 5-Year Total FY 09-10 FY 10-11 Total Project $ - $ - $ 710,000 $ 843,503 $ - $ - $ 710,000 $ 843,503 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 827 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 828 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs PM10 Program User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation County wide All Transportation Not Applicable Continuous Project Description The purpose of this program is to reduce dust on dirt roads within the PM10 area for travelers on the road and citizens living within the PM10 Non-Attainment area so that dust related health problems are reduced and compliance with federal mandates is accomplished. As individual projects are identified for dust control and added to the capital program, funds are transferred to those projects. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it reduces fugitive dust particulates improving public health and making the roads safer to travel. Funding/Cost Summary Prior Yrs. FY 05-06 Year 1 Funding Source Actual Projected FY 06-07 Highway User Revenue Funds $ (221,272) $ (893,174) $ 200,000 Partnership Contributions/IGA/IDA Federal Funds 1,790,418 1,000,000 1,000,000 Project Total $ 1,569,146 $ 106,826 $ 1,200,000 Year 2 FY 07-08 $ 650,000 $ 650,000 Operating Cost Summary Not applicable. 829 Year 3 FY 08-09 $ 3,150,000 $ 3,150,000 Year 4 FY 09-10 $ 3,000,000 $ 3,000,000 Year 5 FY 10-11 $ 3,000,000 $ 3,000,000 5-Year Total $ 10,000,000 1,000,000 $ 11,000,000 Total Project $ 8,885,553 3,790,418 $ 12,675,971 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs PM10 Roads: (Ph3) Northeast Area User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation PM 10 Roads (Ph 3) in NE Area 4 Transportation Not Applicable 2007 Project Description The purpose of this project is to reduce dust on dirt roads within the PM 10 area for travelers on the road and citizens living within the PM 10 area so that dust related health problems are reduced and to ensure compliance with federal mandates. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it reduces fugitive dust particulates improving public health and making the roads safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 710,799 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 710,799 FY 05-06 Projected $ 202,822 $ 202,822 Year 1 FY 06-07 $ 190,000 $ 190,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 190,000 $ 190,000 - Total Project $ 1,103,621 $ 1,103,621 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ Supplies & Services 5,216 Capital Outlay 913 Total $ 6,129 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 830 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 18,677 28,286 4,951 51,915 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs PM10 Roads: (Ph4) In Southeast Valley User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Southeast County 1 Transportation Not Applicable 2007 Project Description The purpose of this project is to reduce dust on dirt roads within the PM 10 area for travelers on the road and citizens living within the PM 10 area so that dust related health problems are reduced and compliance with federal mandates is accomplished. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it reduces fugitive dust particulates improving public health and making the roads safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 585,065 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 585,065 FY 05-06 Projected $ 739,338 $ 739,338 Year 1 FY 06-07 $ 950,000 $ 950,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 950,000 $ 950,000 - Total Project $ 2,274,403 $ 2,274,403 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 831 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,900 28,286 4,951 56,137 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs PM10 Roads: (Ph4) In Southwest Valley User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation South Central County 5 Transportation Not Applicable 2007 Project Description The purpose of this project is to reduce dust on dirt roads within the PM 10 area for travelers on the road and citizens living within the PM 10 area so that dust related health problems are reduced and compliance with federal mandates is accomplished. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it reduces fugitive dust particulates improving public health and making the roads safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 258,118 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 258,118 FY 05-06 Projected $ 205,759 $ 205,759 Year 1 FY 06-07 $ 400,000 $ 400,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 400,000 $ 400,000 - Total Project $ 863,877 $ 863,877 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 832 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,900 28,286 4,951 56,137 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs PM10: Box Bar Rd & Needle Rock Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northeast County 2 Transportation U. S. Forest Service 2008 Project Description The purpose of this project is to reduce dust on dirt roads within the PM 10 area for travelers on the road and citizens living within the PM 10 area so that dust related health problems are reduced and to ensure compliance with federal mandates. This road was part of an earlier PM10 phase project but was delayed due to design issues that needed to be resolved which would have delayed the entire project and put compliance with the federal mandate in jeopardy. The U. S. Forest Service is completing the environmental assessment for this project. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it reduces fugitive dust particulates improving public health and making the roads safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 290,257 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 290,257 FY 05-06 Projected $ 127,017 $ 127,017 Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 1,125,000 $ 1,125,000 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 1,135,000 $ 1,135,000 - Total Project $ 1,552,274 $ 1,552,274 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 833 Year 3 FY 08-09 - $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,774 28,130 4,924 55,828 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Power Rd: Elliot Rd – Guadalupe Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Power Rd: Elliot Rd – Guadalupe Rd 1&2 Transportation City of Mesa 2007 Project Description This is a project to improve Power Road to the City of Mesa standards. The City of Mesa is the lead agency. Maricopa County will participate under an intergovernmental agreement (IGA) and pay $450,000 towards construction of the road. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will result in the widening of the road to six through-lanes with a continuous center-turn lane that will be safer and more economical to drive. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 438 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 438 FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 450,000 $ 450,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 450,000 $ 450,000 - Total Project $ 450,438 $ 450,438 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 834 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,900 28,286 4,951 56,137 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Power Rd: Guadalupe Rd – Baseline Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Power Rd: Guadalupe Rd – Baseline Rd 1&2 Transportation City of Gilbert and City of Mesa 2008 Project Description This project will result in the widening of Power Road from four to six lanes. Both the City of Gilbert and the City of Mesa will participate financially in the project. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will result in the widening of the road to six through-lanes that will be safer and more economical to drive. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,383,475 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,383,475 FY 05-06 Projected $ 771,095 $ 771,095 Year 1 Year 2 FY 06-07 FY 07-08 $ (737,249) $ 3,362,751 1,662,249 1,662,249 $ 925,000 $ 5,025,000 Year 3 FY 08-09 $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 2,625,502 3,324,498 $ 5,950,000 - Total Project $ 4,780,072 3,324,498 $ 8,104,570 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ $ Year 2 FY 07-08 $ $ 835 3,834 6,685 10,519 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 22,774 28,130 4,924 55,828 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Previous Year's Projects User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation N/A All Transportation Not Applicable Ongoing Project Description The purpose of this reserve fund is to pay for project related expenses that occurred in the previous fiscal year so that prior year contractual debts are paid. This includes utility relocations, right-of-way, and construction back charges. This Maricopa County Transportation Advisory Board recommended this reserve fund. The benefit to the public is that it provides better fiscal management by providing a funding mechanism for unanticipated costs on completed projects. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 2,811,994 Partnership Contributions/IGA/IDA 337,176 Federal Funds Project Total $ 3,149,170 FY 05-06 Year 1 Projected FY 06-07 $ (751,975) $ 350,000 1,316,725 $ 564,750 $ 350,000 Year 2 FY 07-08 $ 350,000 $ 350,000 Operating Cost Summary Not applicable. 836 Year 3 FY 08-09 $ 350,000 $ 350,000 Year 4 FY 09-10 $ 350,000 $ 350,000 Year 5 FY 10-11 $ 350,000 $ 350,000 5-Year Total $ 1,750,000 $ 1,750,000 Total Project $ 3,810,019 1,653,901 $ 5,463,920 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Project Reserves Account User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation N/A All Transportation Not Applicable Ongoing Project Description The purpose of this fund is to reserve monies to cover project costs increases so that county citizens receive new and improved roads on schedule. This Maricopa County Transportation Advisory Board recommended this fund. The benefit to the public is that it provides better fiscal management by providing a funding mechanism for unanticipated project costs and helps to keep projects on schedule for completion by eliminating funding delays. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 981,224 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 981,224 FY 05-06 Projected $ 479,786 $ 479,786 Year 1 FY 06-07 $ 8,235,000 $ 8,235,000 Year 2 FY 07-08 $ 5,915,000 $ 5,915,000 Operating Cost Summary Not applicable. 837 Year 3 FY 08-09 $ 5,915,000 $ 5,915,000 Year 4 FY 09-10 $ 5,915,000 $ 5,915,000 Year 5 FY 10-11 $ 5,925,000 $ 5,925,000 5-Year Total $ 31,905,000 $ 31,905,000 Total Project $ 33,366,010 $ 33,366,010 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Property Management on Prior Years Projects User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation N/A All Transportation Not Applicable Ongoing Project Description The purpose of this reserve fund is to pay for land acquisition related expenses that occurred in previous fiscal years so that prior fiscal year contractual debts are paid. This Maricopa County Transportation Advisory Board recommended this fund. The benefit to the public is that it provides for better fiscal management. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 85,692 Partnership Contributions/IGA/IDA 8,370 Federal Funds Project Total $ 94,062 FY 05-06 Projected $ 51,436 $ 51,436 Year 1 FY 06-07 $ 50,000 $ 50,000 Year 2 FY 07-08 $ 50,000 $ 50,000 Operating Cost Summary Not applicable. 838 Year 3 FY 08-09 $ 50,000 $ 50,000 Year 4 FY 09-10 $ 50,000 $ 50,000 Year 5 FY 10-11 $ 50,000 $ 50,000 5-Year Total $ 250,000 $ 250,000 Total Project $ 387,128 8,370 $ 395,498 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Queen Creek Rd: Arizona Ave – McQueen Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Queen Creek Rd: Arizona Ave – McQueen Rd 1 Transportation Not Applicable 2009 Project Description This project will result in the widening of Queen Creek Road from two to six lanes. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will result in the widening of the road to six through-lanes that will be safer and more economical to drive. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,909,087 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,909,087 FY 05-06 Projected $ 554,972 $ 554,972 Year 1 FY 06-07 $ 530,000 $ 530,000 Year 2 FY 07-08 $ 190,000 $ 190,000 Year 3 FY 08-09 $ 3,340,000 $ 3,340,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 4,060,000 $ 4,060,000 - Total Project $ 6,524,059 $ 6,524,059 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 839 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ Year 4 FY 09-10 - $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,644 27,970 4,896 55,510 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary (Continued) Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 840 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs R. H. Johnson at Meeker User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 250,000 $ 250,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 250,000 $ 250,000 Total Project $ 250,000 $ 250,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 841 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs R. H. Johnson at Stardust User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation R. H. Johnson at Stardust 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 11,636 $ 11,636 Year 1 FY 06-07 $ 90,000 $ 90,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 90,000 $ 90,000 - Total Project $ 101,636 $ 101,636 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 842 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Riggs Rd: Gilbert to Val Vista User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Southeast County 1 Transportation City of Chandler 2009 Project Description The purpose of this project is to widen the roadway from two and four lanes to six lanes. Total length of the project is approximately two miles. The City of Chandler will be the lead agency and the County will contribute approximately $400,000 towards the cost of construction, which is expected to begin in FY 2009. The exact amount will be determined by an Intergovernmental Agreement currently in process. As part of the agreement the City of Chandler will annex the road. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it will better accommodate the future traffic demand for the roadway providing the traveling public with a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 10,000 $ 10,000 Year 3 FY 08-09 $ 6,110,000 $ 6,110,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 6,130,000 $ 6,130,000 - Total Project $ 6,130,000 $ 6,130,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 843 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ Year 4 FY 09-10 - $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,644 27,970 4,896 55,510 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Riggs Rd: Ellsworth to Meridian User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Southeast County 1 Transportation Town of Queen Creek 2009 Project Description The purpose of this project is to widen the roadway to 6 lanes. approximately three miles. Total length of the project is The Town of Queen Creek will be the lead agency and the County will contribute approximately $400,000 towards the cost of design. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it will better accommodate the future traffic demand for the roadway providing the traveling public with a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 405,000 $ 405,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 405,000 $ 405,000 Total Project $ 405,000 $ 405,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 844 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Rio Verde Dr: Forest Rd – 136th St User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Rio Verde Dr: Forest Rd – 136th St 2 Transportation Federal Highway Administration 2009 Project Description Rio Verde Drive is part of a popular bicycling route. The project will widen the existing road to provide adequate shoulders for use as a bicycle path. Federal funding has been allocated for this project. Construction is planned for FY 2009 when the federal funding is available. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once constructed both motorists and bicyclists will have a roadway that is safer to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 202,570 $ 202,570 Year 1 FY 06-07 $ 40,000 $ 40,000 Year 2 FY 07-08 $ 270,000 $ 270,000 Year 3 FY 08-09 $ 672,500 507,500 $ 1,180,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 982,500 507,500 $ 1,490,000 - Total Project $ 1,185,070 507,500 $ 1,692,570 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 845 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ Year 4 FY 09-10 - $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,644 27,970 4,896 55,510 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Right Of Way (R.O.W.) In-Fill/Road Inventory System User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Various All Transportation Not Applicable Ongoing Project Description The purpose of this fund is to obtain fee title on existing roads so that the traveling public has continued access to the existing roadway system. In the early years of the county, roads were built to allow farmers 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 fee title when these situations are identified. This Maricopa County Transportation Advisory Board recommended this fund. 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. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 15,715,759 Partnership Contributions/IGA/IDA 5,337 Federal Funds Project Total $ 15,721,096 FY 05-06 Projected $ 1,811,290 750 $ 1,812,040 Year 1 FY 06-07 $ 250,000 $ 250,000 Year 2 FY 07-08 $ 2,500,000 $ 2,500,000 Operating Cost Summary Not applicable. 846 Year 3 FY 08-09 $ 2,500,000 $ 2,500,000 Year 4 FY 09-10 $ 2,500,000 $ 2,500,000 Year 5 FY 10-11 $ 2,500,000 $ 2,500,000 5-Year Total $ 10,250,000 $ 10,250,000 Total Project $ 27,777,049 6,087 $ 27,783,136 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Signal Modernization: Sun City Phase 1 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2008 Project Description The purpose of this project is to replace obsolete traffic signals at these five intersections to improve safety, reduce congestion, and improve traffic flow: Thunderbird at Del Web; Cameo at Del Web; N. Thunderbird at Del Web; Talisman at Del Web; and, Thunderbird at 103rd Ave. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it provides real time traffic data so that signal adjustments can be made so that commuters experience less travel delay and have a faster and safer commute. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 780,000 $ 780,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 790,000 $ 790,000 Total Project $ 790,000 $ 790,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 847 Year 3 FY 08-09 - $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Signal Modernization: Sun City/Sun City West Phase 2 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2008 Project Description The purpose of this project is to replace obsolete traffic signals at these ten intersections in Sun City and Sun City West to improve safety, reduce congestion, and improve traffic flow: • Granite Valley at Meeker • R H Johnson at Camino Del Sol • R H Johnson at Aleppo • R H Johnson at Spanish Garden • R H Johnson at Whispering Oaks • Union Hills at Conestoga • Peoria at 111th Ave • Peoria at 107th Ave • Peoria at 103rd Ave • Peoria at 99th Ave The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it provides real time traffic data so that signal adjustments can be made so that commuters experience less travel delay and have a faster and safer commute. 848 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 725,000 $ 725,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 735,000 $ 735,000 Total Project $ 735,000 $ 735,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 849 Year 3 FY 08-09 - $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Signal Modernization: Sun City West Phase 3 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2008 Project Description The purpose of this project is to replace obsolete traffic signals at selected intersections in Sun City West to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it provides real time traffic data so that signal adjustments can be made so that commuters experience less travel delay and have a faster and safer commute. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 750,000 $ 750,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 760,000 $ 760,000 Total Project $ 760,000 $ 760,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 850 Year 3 FY 08-09 - $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Signal Modernization: Sun City West Phase 4 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2008 Project Description The purpose of this project is to replace obsolete traffic signals at selected intersections in Sun City West to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it provides real time traffic data so that signal adjustments can be made so that commuters experience less travel delay and have a faster and safer commute. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 750,000 $ 750,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 760,000 $ 760,000 Total Project $ 760,000 $ 760,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 851 Year 3 FY 08-09 - $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Signal Modernization: Sun City West Phase 5 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2008 Project Description The purpose of this project is to replace obsolete traffic signals at selected intersections in Sun City West to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it provides real time traffic data so that signal adjustments can be made so that commuters experience less travel delay and have a faster and safer commute. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 750,000 $ 750,000 Year 3 FY 08-09 $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 760,000 $ 760,000 Total Project $ 760,000 $ 760,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ $ 852 Year 3 FY 08-09 - $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Small Cities Transportation Assistance Program (SCTAP) User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Various All Transportation Not Applicable Ongoing Project Description The purpose of this fund is to provide transportation project funding to smaller cities and towns for the residents of the county, smaller cities and towns so that a seamless transportation system will exist between jurisdictions and help poorly funded towns to improve their transportation systems. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it makes it possible for smaller cities to complete transportation projects that they would otherwise not be able to afford making their roads smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,292,446 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,292,446 FY 05-06 Projected $ 301,312 $ 301,312 Year 1 FY 06-07 $ 400,000 $ 400,000 Year 2 FY 07-08 $ 400,000 $ 400,000 Operating Cost Summary Not applicable. 853 Year 3 FY 08-09 $ 400,000 $ 400,000 Year 4 FY 09-10 $ 400,000 $ 400,000 Year 5 FY 10-11 $ 400,000 $ 400,000 5-Year Total $ 2,000,000 $ 2,000,000 Total Project $ 3,593,758 $ 3,593,758 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Sonoma at Dysart Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 295,000 $ 295,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 295,000 $ 295,000 Total Project $ 295,000 $ 295,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 854 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Special Projects User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation To Be Determined All Transportation Not Applicable Ongoing Project Description The purpose of this fund is to reserve monies for special needs projects recommended by Transportation Advisory Board (TAB) members so that MCDOT can take advantage of rapidly developing cost-sharing opportunities that may not be available in the future. This Maricopa County Transportation Advisory Board recommended this fund. The benefit to the public is that it provides better fiscal management by providing a rapid funding mechanism for unanticipated projects that will benefit the residents of Maricopa County Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 12,521 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 12,521 FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 1,000,000 $ 1,000,000 Year 2 FY 07-08 $ 1,000,000 $ 1,000,000 Operating Cost Summary Not applicable. 855 Year 3 FY 08-09 $ 1,000,000 $ 1,000,000 Year 4 FY 09-10 $ 1,000,000 $ 1,000,000 Year 5 FY 10-11 $ 1,000,000 $ 1,000,000 5-Year Total $ 5,000,000 $ 5,000,000 Total Project $ 5,012,521 $ 5,012,521 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs SR 303 at Waddell User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation SR 303 at Waddell 4 Transportation None 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 122,715 $ 122,715 Year 1 FY 06-07 $ 235,000 150,000 $ 385,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 235,000 150,000 $ 385,000 - Total Project $ 357,715 150,000 $ 507,715 The FY 07 funding is to complete construction of the project. Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 856 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs SR 303 Off Ramp at US 60 (Grand Ave.) User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation SR 303 Off Ramp at US 60 4 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the off ramp to SR 303 to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ 565 $ 565 Year 1 FY 06-07 $ 180,000 $ 180,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 180,000 $ 180,000 - Total Project $ 180,565 $ 180,565 Operating Cost Summary Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 857 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,945 6,879 10,824 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 19,637 34,239 53,875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Sun City Mill & Overlay: Phase 2 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Sun City 4 Transportation Not Applicable 2007 Project Description The purpose of this project is to mill (remove the existing asphalt surface) and overlay (replace with new asphalt) to rehabilitate the existing deteriorated pavement. The developer constructed many of the roads in Sun City, 35 to 40 years ago. Maintenance efforts have increased in frequency over the last decade, and rehabilitation has become necessary. This is the second of four phases to complete the resurfacing. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once resurfaced the traveling public will have a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 3,520,000 $ 3,520,000 Year 2 FY 07-08 $ $ 858 Year 3 FY 08-09 - $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 3,520,000 $ 3,520,000 Total Project $ 3,520,000 $ 3,520,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 859 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,900 28,286 4,951 56,137 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Sun City Mill & Overlay: Phase 3 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Sun City 4 Transportation Not Applicable 2008 Project Description The purpose of this project is to mill (remove the existing asphalt surface) and overlay (replace with new asphalt) to rehabilitate the existing deteriorated pavement. The developer constructed many of the roads in Sun City, 35 to 40 years ago. Maintenance efforts have increased in frequency over the last decade, and rehabilitation has become necessary. This is the third of four phases to complete the resurfacing. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once resurfaced the traveling public will have a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ $ - Year 2 FY 07-08 $ 2,220,000 $ 2,220,000 860 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 2,220,000 $ 2,220,000 Total Project $ 2,220,000 $ 2,220,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 861 Year 3 FY 08-09 - $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,774 28,130 4,924 55,828 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Sun City Mill & Overlay: Phase 4 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Sun City 4 Transportation Not Applicable 2009 Project Description The purpose of this project is to mill (remove the existing asphalt surface) and overlay (replace with new asphalt) to rehabilitate the existing deteriorated pavement. The developer constructed many of the roads in Sun City, 35 to 40 years ago. Maintenance efforts have increased in frequency over the last decade, and rehabilitation has become necessary. This is the fourth of four phases to complete the resurfacing. The Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that once resurfaced the traveling public will have a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 862 - Year 3 FY 08-09 $ 1,920,000 $ 1,920,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,920,000 $ 1,920,000 Total Project $ 1,920,000 $ 1,920,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 863 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ Year 4 FY 09-10 - $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,644 27,970 4,896 55,510 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Transportation Improvement Program (T.I.P.) Development User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation N/A All Transportation Not Applicable Ongoing Project Description The purpose of this fund is to provide for overall management of the five-year Transportation Improvement Program (TIP) to include budget monitoring and schedule support. The Maricopa County Transportation Advisory Board recommended this fund. The benefit to the public is that it provides better fiscal management by providing a funding mechanism to identify project management costs. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 1,006,222 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 1,006,222 FY 05-06 Projected $ 363,045 $ 363,045 Year 1 FY 06-07 $ 500,000 $ 500,000 Year 2 FY 07-08 $ 300,000 $ 300,000 Operating Cost Summary Not applicable. 864 Year 3 FY 08-09 $ 300,000 $ 300,000 Year 4 FY 09-10 $ 300,000 $ 300,000 Year 5 FY 10-11 $ 300,000 $ 300,000 5-Year Total $ 1,700,000 $ 1,700,000 Total Project $ 3,069,267 $ 3,069,267 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Unallocated Force Account User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation N/A All Transportation Not Applicable Ongoing Project Description The purpose of this fund is to reserve monies to cover unallocated (or shortfall) in MCDOT labor costs on individual projects in the Capital Improvement Plan so county citizens receive new and improved roads on schedule. This Maricopa County Transportation Advisory Board recommended this fund. The benefit to the public is that it provides better fiscal management by providing a funding mechanism for MCDOT labor charges consistent with historic averages. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 76,398 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 76,398 FY 05-06 Projected $ 205,332 $ 205,332 Year 1 FY 06-07 $ 1,274,034 $ 1,274,034 Year 2 FY 07-08 $ 1,863,346 $ 1,863,346 Operating Cost Summary Not applicable. 865 Year 3 FY 08-09 $ 2,635,346 $ 2,635,346 Year 4 FY 09-10 $ 3,136,346 $ 3,136,346 Year 5 FY 10-11 $ 3,165,346 $ 3,165,346 5-Year Total $ 12,074,418 $ 12,074,418 Total Project $ 12,356,148 $ 12,356,148 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Union Hills Multi-Modal Path User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Northwest Maricopa County 4 Transportation Gila River Indian Community 2007 Project Description The purpose of this project is to construct a multi-modal path along Union Hills from Palo Verde Drive to Westbrook Parkway to improve safety, reduce congestion, and improve traffic flow. The Gila River Indian Community State Shared Revenue Program provided a grant of $52,000 to pay for half the estimated construction costs of the multi-modal path with curb and gutter improvements on Union Hills Drive. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that the separating slow moving traffic from the fast moving traffic so that they will have a roadway that is safer. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 150,000 $ 150,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 150,000 $ 150,000 Total Project $ 150,000 $ 150,000 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 866 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,900 28,286 4,951 56,137 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Val Vista Rd: Germann to Ray User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Southeast County 1 Transportation Town of Gilbert 2011 Project Description The purpose of this project is to widen the roadway to 6 lanes. Total length of the project is approximately three miles. The Town of Gilbert will be the lead agency and the County will contribute approximately $1,600,000 towards the cost of construction for the portion of the roadway that lies within the County’s control. Payment will be made in FY 2011. The exact amount will be determined by an Intergovernmental Agreement currently in process. As part of the agreement the Town of Gilbert will annex the road. If funds become available the payment will be advanced. The Maricopa County Transportation Advisory Board recommended this study. The benefit to the public is that it will better accommodate the future traffic demand for the roadway providing the traveling public with a roadway that is smoother, safer and more economical to travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 867 Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ - Year 5 FY 10-11 $ 1,601,000 $ 1,601,000 5-Year Total $ 1,601,000 $ 1,601,000 Total Project $ 1,601,000 $ 1,601,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Year 2 FY 07-08 $ $ 868 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 27,245 33,653 5,891 66,789 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Val Vista Dr: Thomas Rd – Southern Canal User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Val Vista Dr: Thomas Rd – Southern Canal 2 Transportation City of Mesa 2007 Project Description This is a project to improve Val Vista Road to the City of Mesa standards. The City of Mesa is the lead agency. Maricopa County will participate under an intergovernmental agreement (IGA) and pay $400,000 towards construction. Participation will be financial and costs will be those that would equate to MCDOT standard improvements. This project will result in the widening of the road to four throughlanes with a continuous center-turn lane. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will result in the widening of the road and it will be safer and more economical to drive. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 149,372 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 149,372 FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 401,000 $ 401,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ - $ Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ 5-Year Total $ 401,000 $ 401,000 - Total Project $ 550,372 $ 550,372 Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ Year 2 FY 07-08 - $ $ 869 4,471 5,523 967 10,960 Year 3 FY 08-09 $ $ 4,601 5,683 995 11,278 Year 4 FY 09-10 $ $ 4,734 5,848 1,024 11,605 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ 22,900 28,286 4,951 56,137 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Warner Road at Power Road User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Southeast Maricopa County 1 Transportation 2007 Project Description The purpose of this project is to install traffic signals and make other improvements at the intersection to improve safety, reduce congestion, and improve traffic flow. The Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that these intersection improvement projects provide traffic signals and roadway widening for the traveling public so that they will have an intersection that is safer and experience less travel delay. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ Partnership Contributions/IGA/IDA Federal Funds Project Total $ - FY 05-06 Projected $ $ - Year 1 FY 06-07 $ 275,000 $ 275,000 Year 2 FY 07-08 $ Year 3 FY 08-09 - $ $ Year 4 FY 09-10 - $ $ Year 5 FY 10-11 - $ $ $ - 5-Year Total $ 275,000 $ 275,000 Total Project $ 275,000 $ 275,000 Operating Cost Summary Current Year 1 FY 06-07 Year Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ Supplies & Services 6,313 Capital Outlay Total $ 9,934 $ - Year 2 FY 07-08 $ $ 870 3,834 6,685 10,519 Year 3 FY 08-09 $ $ 3,949 6,885 10,834 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,177 7,283 11,461 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Warranted Traffic Improvements User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Various 2 Transportation Not Applicable Ongoing Project Description Growth in the valley creates changes in traffic patterns that often require the addition of traffic signals at intersections or the addition of turning lanes at locations that previously were quiet county roads. The purpose of this project is to reserve money for safety projects that are immediately needed. As a safety project is identified, funds are allocated to that project by Board action. This Maricopa County Transportation Advisory Board recommended this project. The benefit to the public is that it provides better fiscal management by providing a funding mechanism for unanticipated traffic improvements resulting in safer and more economical travel. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 2,358 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 2,358 FY 05-06 Projected $ 27,306 $ 27,306 Year 1 FY 06-07 $ 3,000,000 $ 3,000,000 Year 2 FY 07-08 $ 3,000,000 $ 3,000,000 Operating Cost Summary Not applicable. 871 Year 3 FY 08-09 $ 3,000,000 $ 3,000,000 Year 4 FY 09-10 $ 3,000,000 $ 3,000,000 Year 5 FY 10-11 $ 3,000,000 $ 3,000,000 5-Year Total $ 15,000,000 $ 15,000,000 Total Project $ 15,029,664 $ 15,029,664 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Williams Field Rd at Higley Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Williams Field Rd at Higley Rd 1 Transportation Not Applicable 2007 Project Description This project will widen Williams Field Road at the Higley Road intersection and upgrade signals at the intersection. Also included will be the installation of curb on the south side of Williams Field Road to control parking in the vicinity of the intersection. The north side utilities will be relocated and a drainage basin will be installed to address intersection drainage issues. This Maricopa County Transportation Advisory Board recommended construction of this project. The benefit to the public is that it will result in the widening of the road and it will be safer and more economical to drive. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 885,175 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 885,175 FY 05-06 Projected $ 570,000 $ 570,000 Year 1 FY 06-07 $ 690,000 $ 690,000 Year 2 FY 07-08 $ - $ Operating Cost Summary The Town of Gilbert will maintain the intersection Year 3 FY 08-09 . 872 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 690,000 $ 690,000 Total Project $ 2,145,175 $ 2,145,175 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Williams Field Rd: Gilbert Rd – Lindsay Rd User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Transportation Williams Field Rd: Gilbert Rd – Lindsay Rd 1 Transportation Not Applicable 2009 Project Description The purpose of this project is to reconstruct and widen the existing four-lane roadway to provide either six travel lanes with raised center median or four travel lanes with raised center median and a frontage road in each direction. Additional improvements include curb, gutter, sidewalk, a storm drain system, widening of the Eastern Canal Bridge and a traffic signal at the Lindsay Road intersection. Construction is for FY 09 but is contingent on funding availability, agreement on the type of roadway to be constructed, and partnership formation. The Town of Gilbert is a potential funding partner. The Maricopa County Transportation Advisory Board recommended this design effort. The benefit to the public is that it not only does it identify the cost and design parameters for construction it allows area residents and other concerned individuals an opportunity to express their view on the proposed project and be involved in the decision making process. Funding/Cost Summary Prior Yrs. Funding Source Actual Highway User Revenue Funds $ 148,112 Partnership Contributions/IGA/IDA Federal Funds Project Total $ 148,112 FY 05-06 Projected $ 20,000 $ 20,000 Year 1 FY 06-07 $ 532,000 $ 532,000 Year 2 FY 07-08 $ 910,000 $ 910,000 873 Year 3 FY 08-09 $ 5,700,000 $ 5,700,000 Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 7,142,000 $ 7,142,000 Total Project $ 7,310,111 $ 7,310,111 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Major Maintenance and Capital Improvement Programs Operating Cost Summary Current Year Average Cost per Mile to Maintain Project Personal Sevices $ 4,223 Supplies & Services 5,216 Capital Outlay 913 Total $ 10,351 Year 1 FY 06-07 $ $ 4,345 5,367 939 10,652 Current Year 1 Year FY 06-07 Average Maintenance Cost per Signalized Intersection Personal Sevices $ 3,621 $ 3,726 Supplies & Services 6,313 6,496 Capital Outlay Total $ 9,934 $ 10,222 Year 2 FY 07-08 $ 4,471 5,523 967 10,960 $ Year 3 FY 08-09 $ $ $ 874 3,834 6,685 10,519 - $ Year 2 FY 07-08 Year 4 FY 09-10 $ $ Year 3 FY 08-09 $ $ 3,945 6,879 10,824 4,734 5,848 1,024 11,605 Year 4 FY 09-10 $ $ 4,059 7,078 11,138 Year 5 FY 10-11 $ $ 4,871 6,017 1,053 11,942 Total Project $ $ Year 5 FY 10-11 $ $ 4,177 7,283 11,461 22,644 27,970 4,896 55,510 Total Project $ $ 23,362 40,735 64,097 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service Debt Service Debt Management Plan Introduction to Debt A comprehensive debt plan should be developed by all jurisdictions intending to issue debt. The purpose of Maricopa County’s Debt Management Plan is to set forth the parameters for issuing debt, to manage the debt portfolio and provide guidance to decision makers regarding the timing and purposes for which debt may be issued. Provisions of the debt plan must be compatible with the County’s goals pertaining to the capital program and budget, the financial plan, and the operating budget. A debt plan should strike an appropriate balance between establishing limits on the debt program and providing sufficient flexibility to enable the County to respond to unforeseen circumstances and new opportunities that may benefit the County. This document is not intended to review the County’s total financial position. It is a study of the County’s current debt position, as growth in the County could result in an increased need for capital financing. Revenues, as well as needs, should drive the County’s debt issuance program. Decisions regarding the use of debt will be based in part on the long-term needs of the County and the amount of equity (cash) dedicated in a given fiscal year to capital outlay. A disciplined, systematic approach to debt management should allow the County to enhance its credit ratings, while at the same time meeting the growing demands of the County’s capital projects. The information contained herein reflects the current debt status of Maricopa County for the fiscal year ended June 30, 2005. 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, 2005. A copy of the CAFR can be viewed at: http://www.maricopa.gov/finance. 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 certificate of participation obligations may not be debt under strict legal definitions, they still require future appropriations and are a fixed charge. These lease payments and other non-bonded obligations are added by most security analysts when calculating an issuer’s debt ratios. Debt Issuance History The County has used debt financing for many years to finance capital projects. The following chart illustrates the amount of debt, as well as, categories of outstanding debt for the fiscal year ended June 30, 2005. 875 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2005 Year Ending June 30 2001 2002 2003 2004 2005 GOVERNMENTAL ACTIVITES*: Bonds, loans, and other payables: General obligation bonds $ Lease revenue bonds (4) Lease purchase agreement Special assessment debt with governmental commitment (1) Housing Department bonds (3) 39,515,000 $ 20,165,000 $ 104,355,000 79,595,000 $ 104,355,000 58,370,000 $ 91,558,756 93,569,382 101,101,501 - - - - - 10,812,000 589,431 458,977 368,573 343,102 235,458 81,862 64,925 50,811 - - Housing Department loans (3) 1,861,500 1,754,922 1,641,310 - - Certificates of participation (4) 13,575,118 9,804,315 5,808,084 - 5,500,000 Installment purchase agreements (4) Capital leases Total Governmental activities $ - - - - 892,254 14,225,356 19,442,376 19,414,904 10,820,105 13,474,099 214,282,267 $ 194,250,515 $ 158,357,438 $ 124,897,589 $ 132,015,312 BUSINESS-TYPE ACTIVITES: Bonds and other payables: Lease revenue bonds (4) 20,500,000 20,500,000 17,986,244 16,670,618 43,499 Certificates of participation (4) 11,824,853 11,768,519 10,940,368 5,865,000 - Capital leases Installment purchase agreements (4) 229,159 - - - - 3,023,111 2,607,815 2,350,524 1,252,049 - Total Business-type activities $ 35,577,123 *Modified to exclude Stadium District bonds and obligations $ 34,876,334 $ 31,277,136 $ 23,787,667 $ 43,499 Notes: (1) Does not represent an obligation of the County. (2) Long-term liabilities excludes claims and judgments payable, reported and incurred but not reported claims, and liabilities for closure and post closure costs. (3) On July 1, 2003, the Housing Authority of Maricopa County became a legally separate entity and will be reported as a discretely presented component unit. During fiscal year 2004, the Authority implemented HUD Flyer No. 4. As a result, long-term debt (bonds and loans) were written off as the debt is ultimately secured by HUD. (4) On January 1, 2005, the Maricopa County Medical Center (business-type activity) was transitioned to the Maricopa County Special Health Care District, a separate legal entity. The long-term debt obligations as previously reported in the Medical Center that include the lease revenue bonds, certificates of participation and installment purchase agreements are the responsibility of the County. Therefore, on January 1, 2005, the long-term debt obligations were reclassified from business-type activities to governmental activities. Maricopa County will pay the debt service including principal and interest as it becomes payable and request reimbursement from the Special Health Care District for their applicable debt obligations as provided for in the Intergovernmental Agreement. Financing Alternatives The County should evaluate all potential funding sources before considering which method of financing may be the most appropriate. Sources of funding may include: current revenues and fund balances; intergovernmental grants from federal, state or other sources; state revolving funds or loan pools; private sector contributions through impact fees or public/private partnerships; and leasing. 876 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service There are many sources of funding, depending on the type of debt to be incurred and the length of time for repayment. Short-term financing is defined as debt maturing not later than one year after the date of its issuance. There are basically three reasons for using short-term debt: • • • A vehicle to deal with temporary cash flow difficulties. This situation arises when cash receipts do not follow the same pattern as cash outlays. To handle unexpected costs resulting from natural emergencies or other significant unexpected events. In anticipation of issuing a long-term bond for capital financing. This form of financing offers an opportunity to borrow for short periods until the true, final costs of a project are known. Pay-As-You-Go Financing This method means that capital projects are paid for from the government’s current revenue base. The County does not issue bonds and does not have to repay the borrowings over time. There are several advantages to this method. For example, pay-as-you-go financing will save the amount of interest which otherwise would be paid on bonds issued to finance the program. The government is not encumbered by as much debt service when economic conditions deteriorate due to normal business cycles. Since the use of current revenues can be adjusted in a given budget year, pay-as-you-go financing can provide greater budgetary flexibility than does a debt issue. The jurisdiction’s long-term debt capacity is preserved for the future. Finally, lower debt ratios may have a positive effect upon the jurisdiction’s credit rating. Relying on current revenues to finance capital improvements also presents several disadvantages. Exclusive reliance upon pay-as-you-go funds for capital improvements means that existing residents are obliged to pay for improvements that will benefit new residents who relocate to the area. If the jurisdiction is forced to finance the improvements within a single budget, the large capital outlay required for some projects may result in an onerous tax burden. The County must be careful to ensure that the use of current revenues for capital projects does not diminish its availability to respond to emergencies and ongoing mandated services. Grants Government grants stem from a variety of sources, but the majority of grant revenues for capital projects come from federal and state governments. Grants often require a County matching contribution. Most grants require an application from the County, identifying specific improvements or equipment that will be purchased with the grant money. Short-Term Borrowing (Notes) Tax Anticipation Notes (TANs) are notes issued in anticipation of the collection of taxes, as referenced in the Arizona Revised Statutes (A.R.S.), Title 35, Chapter 3, Article 3.1. They provide operating funds to meet regular payroll and other operating expenses. During the fiscal year when tax payments are received, sufficient sums are used to retire the note. The timing of the note sale, the note’s due date, and repayment of funds are all components of cash flow and cash management analysis. 877 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service The County last issued a TAN in August 1995 for $40 million, which matured on July 31, 1996. The TAN was retired and the County has not needed to issue additional TANs. 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. On July 1, 2001, the County entered into a $35,000,000 municipal revolving line of credit with an interest rate of 65% of the bank’s prime rate and a maturity date of June 30, 2005. The municipal revolving line of credit was renewed to July 1, 2006, for $35,000,000. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2005, the County had not borrowed against the line of credit. On July 1, 2004, the County entered into an $8,503,093 irrevocable standby letter of credit issued to the Industrial Commission of Arizona for unfunded workers’ compensation claims. The irrevocable standby letter of credit matured on July 1, 2005. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2005, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to July 1, 2006 for $8,031,435. General Obligation Bonds (GO) 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 GO bonds and Title 35, Chapter 3, Article 4 for refunding bonds. An issuer selling a GO 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 GO 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 GO bonds must have a majority vote approval from the residents of the County. Revenue Bonds Revenue bonds are long-term debt instruments retired by specific dedicated revenues. Often these revenues are generated by the project funded out of debt proceeds. Revenue bonds are designed to be self-supporting through user fees or other special revenues. The general taxing powers of the jurisdiction are not pledged. The debt created through the issuance of revenue bonds is to be repaid by the earnings from the operations of a revenue producing enterprise, from special taxes, or from contract leases or rental agreements. County revenue bonds do not burden the constitutional or statutory debt limitation placed on the County because they are not backed by the full faith and credit of the issuer. The underlying security is the only revenue stream pledged to pay the bond principal and interest. Special Assessment Bonds Special Assessment Bonds are issued to districts that are within a legally designated geographic area located within the County, which through the consent of the affected property owners pay for basic infrastructure and public improvements to the area through a supplemental assessment. This financing approach achieves the objective of tying the repayment of debt to those property owners who most directly benefit from the improvements financed. 878 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service 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-Purchase Lease-Purchase 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 Agreement Same as a lease purchase agreement with the exception that the County takes title to the property up front. Debt Limit The Arizona Constitution, Article 9, Section 8, states that a County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. All general obligation bonds must be approved by voters regardless of amount issued up to the six percent limit. The County may issue non-general obligation bonds without voter approval up to six percent of the taxable property. However, with voter approval, the County may become indebted for an amount not to exceed fifteen percent of such taxable property. The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 2004-05 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2004-05 Secondary Assessed Valuation 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity 879 $ 33,197,218,398 $ 4,979,582,760 4,979,582,760 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service Rating Agency Analysis Independent assessments of the relative credit worthiness of municipal securities are provided by rating agencies. They furnish letter grades that convey their assessment of the ability and willingness of a borrower to repay its debt in full and on time. Credit ratings issued by these agencies are a major function in determining the cost of borrowed funds in the municipal bond market. Moody’s Investors Service, Standard and Poor’s Corporation, and Fitch Ratings are the three major rating agencies that rate municipal debt. These rating agencies have provided a rating assessment of credit worthiness for Maricopa County. There are five primary factors that comprise their ratings: • • • • • Economic conditions – stability of trends, Debt-history of County – debt and debt position, Governmental/administration – leadership and organizational structure of the County, Financial performance – current financial status and the history of financial reports, Debt management – debt policies, including long-term planning. Each of the rating agencies has their own method of assigning a rating on the ability and willingness of a borrower to repay in full and on time. Issuers must pay a fee for the opportunity to have one or more rating agencies rate existing and proposed debt issuance. The following chart outlines how the ratings reflect creditworthiness, ranging from very strong securities to speculative and default situations. Examples of the rating systems are: BOND RATINGS RATING AGENCIES Explanation of corporate/municipal bond ratings Premium quality High quality Medium quality Medium grade, lower quality Predominantly speculative Speculative, low grade Poor to default Highest speculation Lowest quality, no interest In default, in arrears Questionable value Fitch Moody’s Standard & Poor’s AAA Aaa AAA AA Aa AA A A A BBB Baa BBB BB Ba BB B B B CCC Caa CCC CC Ca CC C C C DDD DDD DD DD D 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. 880 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service History of Debt Rating On November 11, 2003, Maricopa County received a bond rating upgrade from AA to AA+ from Fitch Ratings. Fitch Ratings Press Release dated November 11, 2003, states that the bond rating “upgrades are based on the imminent transfer of the county’s health care delivery system to a separate voterapproved special health district with its own property tax levy. The upgrades also reflect continued financial improvement despite slower growth in the county’s predominant revenue source, a record of continued economic growth and diversification, successful fiscal reforms, and the county’s very modest debt profile.” The following illustrates a history of the County’s various debt ratings: Type of Debt General Obligation Fitch AA+ AA AA Date Date Date Rating Rating Standard & Rating Assigned Moody's Assigned Poor's Assigned 11/11/03 Aa3 12/6/01 A+ 4/11/97 12/4/01 Aa3 5/26/00 A 5/27/94 4/5/00 A-1 11/6/98 AA 6/2/76 A-2 3/17/97 A 6/13/94 Aa 7/26/93 Aa-1 8/21/81 Aa 12/6/72 Ratio Analysis Rating analysts compare direct net debt to the population in order to measure the size or magnitude of the County’s debt. This ratio is referred to as the Direct Net Debt Per Capita Ratio. The same ratio is applied to all debt within the County which includes School Districts, Cities and Towns, and Special Districts. This ratio is referred to as the Overall Net Debt Per Capita Ratio. The taxable value of the County is a measure of the County’s wealth. It also reflects the capacity of the County’s ability to service current and future debt. The ratio of Direct Net Debt as a percentage of Full Value (FV) Property is the comparison of direct net debt to the County's taxable value. The same ratio is applied to all debt within the County and is referred to as the Overall Net Debt as a percentage of Full Value Property. The Full Value Property Per Capita ratio represents the per capita value of taxable property in the County. An explanation of how each ratio is calculated is included in the notes adjacent to the following tables. There are an infinite number of ratios, which could be calculated to measure the County’s debt burden. The following analysis focuses on commonly used ratios instead of creating customized ones. The ratios calculated are for governmental activities and do not include business-type activities. The source of repayment is from either the secondary tax levy or by appropriation from the general fund for debt service payments. Debt for which there is a source of repayment; i.e. pledged revenues for car rental service charge, debt service has been excluded. 881 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/04 GOVERNMENTAL ACTIVITES Unaudited 6/30/05 Projected 6/30/06 Projected 6/30/07 General Obligation $ 20,165,000 $ - $ - $ Less: Amount available for Retirement of General Obligation Debt Lease Revenue Bonds (5) 110,240,000 101,145,000 91,830,000 82,325,000 Lease Purchase Agreement 0 10,812,000 9,451,000 8,031,000 Certificate of Participation (5) 5,865,000 5,500,000 5,115,000 4,715,000 Capital Leases 10,820,105 13,466,797 7,349,805 2,410,253 Installment Purchase Agreement (5) 1,251,950 892,254 546,202 205,765 $ 148,342,055 $ 131,816,051 $ 114,292,007 $ 97,687,018 Direct Net Debt Overlapping Debt (1) 5,343,308,638 5,861,863,210 6,198,920,345 6,555,358,264 $ 5,491,650,693 $ 5,993,679,261 $ 6,313,212,352 $ 6,653,045,282 Overall Net Debt Population Estimate (2) Full Value of Taxable Property (3) $ 3,254,363 226,293,569 $ 3,329,561 253,264,911 $ 3,405,237 276,058,753 $ 3,480,881 300,904,041 Direct Net Debt Per Capita $ 45.58 $ 39.59 $ 33.56 $ 28.06 Overall Net Debt Per Capita $ 1,687.47 $ 1,800.16 $ 1,853.97 $ 1,911.31 Ratios (4) Direct Net Debt As Percentage Of Full Value Property Overall Net Debt As % Of FV Property FV Property Per Capita $ .0656% .0520% .0414% .0325% 2.43% 2.37% 2.29% 2.21% 69,535.44 $ 76,065.56 $ 81,068.88 $ 86,444.79 Notes: (1) Projected overlapping debt for 2006 and 2007 was based on a three year average of 5.75%. -General Obligation Bonds for: Cities, Towns, School Districts and Special Assessment Districts. Source: www.azdor.gov/ResearchStats/bonding/05-0002i.pdf (2) Source: www.workforce.az.gov, projections for 2005 and 2006 are based on a 2.22% estimated annual growth rate. (3) Secondary Valuation Taxable Property Estimates: 2005 provided by the Assessor’s Office; 2006 and 2007; based on a 9% estimated annual growth; amounts are in billions (000’s omitted). (4) Summary of Debt Ratios: • Direct Net Debt per capita = Direct Net Debt/Population • Overall Net Debt per capita = Overall Net Debt/Population • Direct Net Debt as a percentage of full value property (FV) = Direct Net Debt/FV property • Overall Net Debt a percentage of FV Property = Overall Net Debt/FV property • FV property per capita = FV Property/Population (5) Governmental activities direct and overall net debt includes the applicable portion of outstanding debt obligations that were reclassified from the transition of the Maricopa County Medical Center (business-type activity) to the Maricopa County Special Health Care District, a separate legal entity. The debt obligations are included in the calculation as they are a direct obligation to the County and are not paid from pledged revenues. Maricopa County will be reimbursed by the Maricopa County Special Health Care District for the debt service payments paid on behalf of the County as provided for in the Intergovernmental Agreement. 882 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service The following section of the Debt Management Plan contains information on the obligations of Maricopa County by debt 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. Recently retired General Obligation Bonds were the result of the 1986 general election where the voters authorized the County to issue long-term debt. The resulting proceeds from the sale of the bonds were used for the purpose of making improvements in the County which included Criminal and Civil Courts Facilities, Juvenile Court – Juvenile Treatment and Detention Facilities, Law Enforcement and Public Safety, Regional Park Improvements, Environmental Protection, Sanitary Landfill, Public Health Facilities, Infrastructure, Communication Improvements, etc. Legal Debt Margin – County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. However, with voter approval, the County may become indebted for an amount not to exceed 15 percent of such taxable property. At June 30, 2005, the County had no outstanding general obligation debt, (0.00% of taxable property), while the 6 percent limit was $1,991,833,104 and the 15 percent limit was $4,979,582,760. Lease Revenue Bonds On June 1, 2001, the Maricopa County Public Finance Corporation issued $124,855,000 of Lease Revenue Bonds to pay for the acquisition, construction and equipment for a planned Public Service Building, Forensic Science Center, Superior Court Customer Service Center, parking garages and related projects. Under the terms of the bond indentures the Corporation received the proceeds to construct and purchase these assets and the County will make lease payments to extinguish the debt. Lease payments will equal the aggregate amount of principal and interest due at that date. Upon the final lease payment, the title to the assets will transfer to the County. The County’s obligation to make lease payments will be subject to and dependent upon annual appropriations made by the County. On December 3, 2003, the Maricopa County Public Finance Corporation issued Lease Revenue Refunding Bonds, Series 2003, of $16,880,000 (par value) with an interest rate ranging from 2.5% to 4% and maturing on July 1, 2012. The proceeds were used to advance refund the 2000 certificates of participation principal of $4,103,000, 1996 certificates of participation principal of $1,576,452, 1994 certificates of participation principal of $3,815,000, 1993 certificates of participation principal of $580,000, and several capital leases aggregating $11,104,817. The bonds were issued at a premium of $457,156 and debt service reserve accounts previously established totaling $4,461,354 were used for the current refunding and to pay cost of issuance expense. Under the terms of the bond indentures, the Corporation received the proceeds to current refund County debt obligations and the County will make lease payments to extinguish the debt. The County will be obligated to pay on each lease payment date an amount equal to the lease payments then due. The County’s obligation to pay the lease payments will continue until all lease payments due under the lease have been paid. The County’s obligation to make lease payments will be subject to and dependent upon annual appropriations made by the County. 883 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2005 Governmental Activities Year Ending June 30 2006 2007 2008 2009 2010 2011-15 2016 Total Principal 9,308,434 9,498,024 8,477,750 8,592,476 8,890,076 46,069,741 10,265,000 $ 101,101,501 $ Business-Type Activities Interest Principal $ 4,874,068 $ 6,566 $ 4,434,264 6,976 4,044,588 7,250 3,671,792 7,524 3,238,803 4,924 9,076,726 10,259 278,525 $ 29,618,766 $ 43,499 $ Interest 1,291 1,021 791 587 394 319 4,403 On January 1, 2005, the Maricopa County Medical Center (business-type activity) was transitioned to the Maricopa County Special Health Care District, a separate legal entity. The following represents the reimbursement schedule for debt service obligations to Maricopa County from the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. REIMBURSEMENT REQUIREMENTS TO MATURITY Special Health Care District (Lease Revenue Bonds) Maricopa County, Arizona As of June 30, 2005 Year Ending June 30 2006 2007 2008 2009 2010 2011-15 2016 Total Principal 1,458,937 1,530,562 1,606,741 1,478,163 1,526,943 6,270,806 1,335,273 $ 15,207,425 $ $ $ 884 Interest 694,342 626,269 563,380 503,181 435,430 1,179,934 36,231 4,038,767 Total Debt Service $ 2,153,279 2,156,831 2,170,121 1,981,344 1,962,373 7,450,740 1,371,504 $ 19,246,192 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service SUMMARY OF LEASE REVENUE BOND AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2005 Bond Issue 2001 Lease Revenue Bonds 2003 Lease Revenue Refunding Bonds Total Amount 87,580,000 13,565,000 $ 101,145,000 $ Lease Purchase Agreement On August 28, 2004, the Maricopa County Public Finance Corporation entered into a Lease Purchase Agreement with a financial institution not to exceed $15,000,000 with a fixed interest rate of 4.165% and maturing on June 1, 2012. The Lease Purchase Agreement will be on a draw down basis and will be re-amortized after each draw down. The purpose of the Lease Purchase Agreement is to provide financing for the construction and capital equipment for the Human Services Project. The County is obligated to make the principal and interest payments on the amounts borrowed under this agreement. As of June 30, 2005, the County had not drawn the remaining $3,000,000 from the lease purchase agreement. DEBT SERVICE REQUIREMENTS TO MATURITY Lease Purchase Agreement Maricopa County, Arizona As of June 30, 2005 Year Ending June 30 2006 2007 2008 2009 2010 2011-12 Total Principal $ 1,361,000 1,420,000 1,478,000 1,539,000 1,604,000 3,410,000 $ 10,812,000 $ $ Interest 449,615 393,625 334,483 272,926 208,828 214,492 1,873,969 Total Debt Service $ 1,810,615 1,813,625 1,812,483 1,811,926 1,812,828 3,624,492 $ 12,685,969 SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2005 Lease Purchase Agreement Issue Total Lease Purchase Agreement, Series 2004 885 $ Amount 10,812,000 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service Special Assessment Districts A Special Assessment District (County Improvement District) process begins with the circulation of a petition. The petition must be signed by either a majority of the persons owning real property or by the owners of fifty-one percent or more of the real property within the limits of the proposed district. With the approval of the petition by the Board of Supervisors, a new improvement district is established. County Improvement Districts are further described in A.R.S., Title 48, Chapter 6, Article 1. With the Board of Supervisors acting as the Board of Directors for each district, approval of an engineer, and the approval of plans, specifications and cost estimates soon follow. Each of these early phases of the improvement district process contain regulations for public notification through posting of the property, publication in the local newspaper, and the set up of a protest period. Once the Board 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 As of June 30, 2005 Bond Issue Queen Creek Water Fairview Lane East Fairview Lane White Fence Farms 104th Place/University Drive Central Avenue Billings Street Marquerite Drive 7th Street North Total Amount $ 56,252 5,082 7,250 24,194 14,086 46,207 2,280 26,053 54,053 $ 235,458 Certificates of Participation Certificates of Participation represent proportionate interests in semiannual lease payments. The County’s obligation to make lease payments is subject to annual appropriations made by the County for that purpose. 886 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service On November 1, 2000, Maricopa County Public Finance Corporation issued $6,975,000 of Certificates of Participation to pay for the cost of construction for the Desert Vista Health Center. The following schedule shows all outstanding debt service for the Certificates of Participation as of June 30, 2005. On January 1, 2005, the outstanding debt obligations were reclassified from the transition of the Maricopa County Medical Center (business-type activity) to the Maricopa County Special Health Care District, a separate legal entity. Maricopa County will pay the debt service including principal and interest as they become due and payable and will request reimbursement from the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. The following schedule reflects the Maricopa County debt service requirements which will be reimbursed by the Maricopa County Special Health Care District as provided for in the Intergovernmental Agreement. DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2005 Governmental Activities Year Ending June 30 2006 2007 2008 2009 2010 2011 – 15 2016 Total Principal $ 385,000 400,000 420,000 445,000 465,000 2,740,000 645,000 $ 5,500,000 Interest $ 271,786 253,043 233,258 212,170 189,759 555,148 17,738 $ 1,732,901 SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2005 Certificate of Participation Issues Total Certificates of Participation, Series 2000 $ Amount 5,500,000 Capital Leases (Lease-Purchase Obligations) Maricopa County uses lease-purchase financing to expand its borrowing power. This financing technique provides long-term financing through a lease (with a mandatory purchase provision). Lease-purchase agreements use non-appropriation clauses to avoid being classified as long-term debt, which might be subject to State legal restrictions. This clause allows the government to terminate the lease without penalty. However, because it is not likely that the County would be willing to forego the property, leasepurchase agreements are considered long-term obligations for policy planning purposes, regardless of the legal structure. 887 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service The County maintains many capital leases, with the majority relating to the computer equipment refresh program where most personal computers are replaced every three years. The security for lease-purchase financing is the lease payments made by the County and, where legally permitted, also the asset being financed. The following schedule shows all outstanding capital leases as of June 30, 2005. Capital Leases Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2005 2006 2007 2008 2009 2010 Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments $ 6,397,922 5,078,806 2,400,575 27,195 18,130 13,922,628 (455,831) $ 13,466,797 Installment Purchase Contracts Payable The County has entered into installment purchase contracts payable for the acquisition of medical equipment used in the Maricopa County Special Health Care District The Maricopa County Special Health Care District is obligated to reimburse the County for the debt service payments as provided for in the Intergovernmental Agreement. The total purchase price of the capital equipment was $2,382,705. The future minimum payments required under the contracts at June 30, 2005, are as follows. Installment Purchase Contracts Payable Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2005 2006 2007 2008 Total minimum lease payments Less: Amount representing interest Present value of net minimum lease payments 888 $ $ 378,731 358,051 208,863 945,645 (53,391) 892,254 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service Debt Policies Regular, updated debt policies can be an important tool to ensure the use of the County’s resources to meet its financial commitments to provide needed services to the citizens of Maricopa County and to maintain sound financial practices. Administration of Policy The County Manager is the Chief Executive of the County. With the exception of those responsibilities specifically assigned by state statute to the Chief Financial Officer, the County Manager is ultimately responsible for the approval of any form of County borrowing. The Chief Financial Officer coordinates the administration and issuance of debt, as designated by the County Manager. The Chief Financial Officer is also responsible for attestation of disclosure and other bond related documents. References to the “County Manager or his designee” in bond documents are hereinafter assumed to assign the Chief Financial Officer as the “designee” for administration of this policy. Use of Debt Financing Debt financing includes General Obligation Bonds, Revenue Bonds, Certificates of Participation, Lease/Purchase agreements, and other obligations permitted to be issued or incurred under Arizona law. Method of Sale Debt issues of the County may be sold by competitive, negotiated, or private placement sale methods unless otherwise limited by state law. The selected method of sale will be the option 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 or competitive bids. Advantages of using a competitive sale is that the issuer is getting the lowest net interest cost on that day time 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. 889 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service Use of Bond Insurance This is an insurance policy purchased by an issuer or an underwriter for either an entire issue or specific maturities. It will guarantee the payment of principal and interest, which in turn provides a higher credit rating and thus a lower borrowing cost for an issuer. The present value of the estimated debt service savings from insurance should be at least equal to or greater than the insurance premium when insurance is purchased directly by the County. The bond insurance company will usually be chosen based on an estimate of the greatest net present value insurance benefit (present value of debt service savings less insurance premium). Arbitrage Liability Management Arbitrage is defined as the practice of simultaneously buying and selling an item in different markets in order to profit from a spread in prices or yields resulting from market conditions. Arbitrage profits are made by selling tax-exempt bonds and investing the proceeds in higher-yielding taxable securities, when referencing municipal bonds. Municipal issuers are allowed to make arbitrage profits under certain restricted conditions. The sale of tax-exempt bonds primarily for the purpose for making arbitrage profits is prohibited by Section 103(c) of the Internal Revenue Code. The Debt Management Division of the Department of Finance shall establish a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This will include tracking investment earnings on bond proceeds, using outside experts to assist in calculating rebate payments, preparing returns, and making payments in a timely manner in order to preserve the tax exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants will be monitored to ensure that all covenants are met. The County will structure its financing in such a way as to reduce or eliminate future Arbitrage Rebate liability, wherever feasible. Selection of Professional Services The Chief Financial Officer shall be responsible for establishing a solicitation and selection process for securing professional services that are required to develop and implement the County’s debt program. Goals of the solicitation and selection process shall include encouraging participation from qualified service providers, both local and national, and securing services at competitive prices. Bond Counsel – To render 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 – To advise on the structuring of obligations to be issued, inform the County of various options, advise the County as to how choices will impact the marketability of County obligations and provide other services as defined by contract. To ensure independence, the financial advisor will not bid on nor underwrite any County debt issues. Competitive proposals will be taken periodically for services to be provided over a period of one year with annual renewal options. 890 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service 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 viewed from the Maricopa County home page at: http://www.maricopa.gov/finance/. 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 future issuance’s of its bonds will be available through the following recognized municipal repositories: Bloomberg Municipal Repositories 100 Business Park Drive Skillman, NJ 08558 Phone: (609) 279-3225 Fax: (609) 279-5962 Email: Munis@Bloomberg.com DPC Data Inc. One Executive Drive Fort Lee, NJ 07024 Phone: (201) 346-0701 Fax: (201) 947-0107 Email: nrmsir@dpcdata.com FT Interactive Data Standard & Poor’s Attn: NRMSIR Security Evaluations, Inc. th 100 Williams Street, 15 Floor 55 Water Street – 45th Floor New York, NY 10038 New York, NY 10041 Phone (212) 771-6999; (800) 689-8466 Phone: (212) 438-4595 Fax: (212) 771-7390 Fax: (212) 438-3975 Email: NRMSIR@Interactivedata.com Email: nrmsir_repository@sandp.com The Securities and Exchange Commission released final “continuing disclosure” rules (the “Rules”) for municipal bond issues on November 10, 1994, (amended existing Rule 15c2-12). The Rules, which in general were effective on July 3, 1995, impact nearly every issuer of municipal securities. The stated purpose of the Rules is to deter fraud and manipulation in the municipal securities market by prohibiting the underwriting and subsequent recommendation of securities for which adequate information is not available. No underwriter can purchase or sell bonds in an offering of more than $1,000,000 after July 3, 1995, unless it has reasonably determined that an issuer has undertaken to provide to the public information repositories on a continuing basis both annual financial information and notices of specified material events affecting the issuer or its securities. 891 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Debt Service This is applicable unless an exemption applies. The County intends to fully comply with the “continuing disclosure” rules. Maturity Structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. The structure of debt issued by the County should be to provide for either level principal or level debt service. Except in select instances, deferring the repayment of principal should be avoided. Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. The Chief Financial Officer shall be responsible for maintaining relationships with the rating agencies that currently assign ratings to the County’s various debt obligations. The County will maintain a line of communication with the rating agencies informing them of major financial events in the County as they occur. Full disclosure of operations will be made to the bond rating agencies. County staff, with the assistance of the financial advisor and bond counsel, will prepare the necessary materials for presentation to the rating agencies. A personal meeting with representatives of the rating agencies will be scheduled every few years or whenever a major project is initiated. Modification to Policies These policies will be reviewed annually and significant changes may be made with the approval of the County Manager. Significant policy changes will be presented to the Board of Supervisors for approval. 892 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Attachments Budget Calendar 11/14/05 – 12/9/05 OMB Develops Targets 12/5/2005 Board Approves Budget Guidelines/BFR Accountability Policy/Pay Performance Plan 12/6/2005 Budget Kick-off - Budget Prep Instructions Provided to Departments 12/06/05 - 12/16/05 Budget System Released / Budget Targets Distributed to Departments 3/6/06 - 3/31/06 Department Meetings and Negotiations as Needed 3/17/2006 CIP Budgets Due to OMB 4/3/06 - 4/21/06 OMB Consolidates Budget 4/28/2006 Recommended Budget Document Complete 5/8/06 – 5/12/06 Board Briefings 5/15/2006 County Manager Presents FY 2006-07 Budget to Board 5/17/2006 Board Adopts Tentative Budget 6/19/2006 Final Adoption of FY 2006-07 Budget 8/21/2006 Board Sets Tax Rates Note: Dates are subject to change. 893 for Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Budgeting for Results Accountability Policy A. Introduction According to A.R.S. §42-17106, the County may not incur expenditures in excess of the amounts appropriated by the Board of Supervisors in the annual budget. A Special District may not exceed its duly adopted budget without an action by its Board of Directors amending its budget. The purpose of the Budgeting for Results Accountability Policy is to provide Departments/Special Districts with flexibility in managing their allocated public resources to achieve program results, while upholding accountability for spending within legal appropriations. B. Definitions Appropriation: Authorization by the Board of Supervisors to incur expenditures for a specific purpose, defined in Maricopa County as total expenditures by Department and fund; “budget items” as referenced in A.R.S. §42-17106. Appropriation for a Special District is the authorization by its Board of Directors to incur expenditures for the purposes specified in the Detailed Budget adopted by the Board of Directors. Department: All County Departments, including Elected Official Offices, Court Departments, and Appointed Departments. Detailed Budget: Budget allocation within an appropriation by month, organization unit, program/activity/service, object/source, and position. Special District: All Maricopa County Special Districts, including the Flood Control District, Library District, and Stadium District. C. Policy Guidelines 1. Budgets shall be appropriated and controlled by the Board of Supervisors/Board of Directors at the level of Department/Special District and fund and, where applicable, by capital improvement project. 2. Appropriation levels are not guaranteed from one fiscal year to the next. Each year, appropriation amounts for each Department/Special District and fund shall be recommended by OMB for approval by the Board of Supervisors/Board of Directors, based on detailed reviews of spending needs, priorities, expected results, and available funding. 3. Departments/Special Districts shall develop and maintain detailed revenue and expenditure budgets that will be loaded into the main financial system. Detailed budgets will be prepared by month, organization unit, object/source and position according to instructions developed by the Office of Management and Budget. Beginning in FY 2002-03, detailed budgets will also be allocated to programs and activities. Detailed budgets shall exactly equal Board appropriations. 4. Appropriations shall be changed during the fiscal year only with Board of Supervisors/Board of Directors approval, with the exception of grants approved by the Board in the previous fiscal year and carried over into the new year. The Office of Management and Budget may approve appropriation adjustments for carried-over grants if the Board of Supervisors/Board of Directors previously appropriated the grant, and the Department of Finance certifies the carried-over grant balance. 5. The Board of Supervisors/Board of Directors must approve all changes in capital improvement project appropriations. All requests for project appropriations must be accompanied by a request for Board approval to amend the five-year capital improvement program. 894 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Budgeting for Results Accountability Policy (continued) 6. In order to maximize results, Departments/Special Districts will have the flexibility to reallocate their detailed budgets for the remainder of the current fiscal year within appropriations approved by the Board of Supervisors/Board of Directors. Budgetary flexibility is accompanied by the responsibility to produce expected results while absorbing unanticipated spending increases. If a Department/Special District requests an appropriation increase or contingency transfer for an unanticipated spending increase, the Board of Supervisors/Board of Directors shall determine whether the department will be controlled according to its detailed budget. The Office of Management and Budget shall validate that all detailed budget adjustments balance and reconcile to appropriations set by the Board of Supervisors/Board of Directors. 7. All positions must be fully funded and budgeted in accordance with the Funded Positions Policy (B3001). In order to create new positions, departments/special districts must first verify full-year funding. If a position loses funding, it shall be identified and eliminated. 8. Departments/Special Districts shall recommend for approval any agreements that commit the County/Special District to expenditures for which funding is not identified in future years. Departments/Special Districts shall verify funding for all purchase requisitions or other contracts or agreements. 9. Department/Special District expenditures and revenues shall be monitored and reported on a monthly basis throughout the fiscal year. The Department of Finance shall prepare and submit to the Board a comprehensive monthly analysis of budget variances by Department/Special District and fund, and will investigate any negative year-to-date variances. 10. Any Departments/Special Districts for which the Department of Finance reports a negative yearto-date expenditure or revenue variance must provide a written explanation and corrective action plan to the Department of Finance and the Office of Management and Budget. The Office of Management and Budget and the Department of Finance will review and approve all corrective action plans, and report them to the Board once they are finalized. 11. If there is a significant risk that a Department/Special District will exceed its annual appropriation, the Board of Supervisors/Board of Directors may place restrictions on the ability of a Department/Special District to adjust its detailed budget, and may also control its expenditures according to the detailed budget. 12. Departments/Special Districts shall not exceed their expenditure appropriations. Departments/Special Districts shall be required to reduce expenditures to offset any revenue shortfall. Also, Departments/Special Districts may not exceed the budget for a specific capital improvement project. 13. At the close of the fiscal year, the Department of Finance will prepare and submit to the Board of Supervisors/Board of Directors a comprehensive report of all audited actual expenditures relative to all Department/Special District appropriations. The report will include an explanation of each instance in which expenditures exceed appropriations by the Board of Supervisors/Board of Directors. 14. If a Department/Special District exceeds its annual expenditure appropriation, its expenditures will be reviewed. by the Office of Management and Budget. They will identify the causes of the overrun and report the findings, along with a corrective action plan, to the Board of Supervisors/Board of Directors. 15. If a Department/Special District exceeds its expenditure appropriation, the Office of Management and Budget may recommend that the Department’s/Special District’s appropriation be appropriated and controlled according to the specific line-items in its detailed budget for the entire succeeding fiscal year, and any changes in the detailed budget shall require Board of Supervisors/Board of Directors approval. 895 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Budgeting for Results Accountability Policy (continued) 16. The Board of Supervisors/Board of Directors may reduce a Department or Special District’s appropriations for the subsequent fiscal year by an amount equal to the overrun in the previous fiscal year 896 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Funded Position Policy Introduction The purpose of the Funded Positions Policy is to establish guidelines for adding, deleting and changing positions so that all authorized positions are fully funded on an annualized basis, and that any filled or vacant position that becomes unfunded or under-funded is either fully funded or deleted. Definitions Full Time Equivalent (FTE): A value equivalent to a number of employees paid full time (forty hours per week, or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to .5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within the group. Fully Funded Position: An authorized position that is fully funded by the general revenues of the County, a special revenue source, or a grant. Payroll Liability: The salaries, benefits, payoff of accrued vacations and compensatory time, and career center expenses that result from a reduction in force. Under-funded Position: A position for which a County Department/Special District has 1% to 99% of the funding required to support it on an annualized basis Unfunded Position: A position that is not funded. New Position Establishment Policy Guidelines In order to create a new position, County Departments/Special Districts must submit a request to the Office of Management and Budget (OMB) on an official form that includes the following information: • • • • • • • Working title and description of the position or positions requested. The number of positions requested and FTE value(s) of the position(s) requested. A Brief description of the purpose of the new position(s), including relation to program/ activity/service, performance measures, key results, and strategic goals. The full cost of the requested position(s), including not only direct salaries and benefits, but also indirect costs such as uniform allowances, equipment, and mandated or essential training. The County Department/Special District will also indicate whether it has enough building space, or identify the costs and sources of funding for additional space if needed. The funding source of the position(s) and location in the current budget. A list of any positions to be deleted in conjunction with creating the new position, along with a description of any other budgetary reductions made to offset the cost of the new position(s). Justification of why budget savings, including savings from deleted positions, should be used to create new positions and not result in a budget reduction. The County Department/Special District director, elected official or chief deputy to an elected official must sign all position requests. 897 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Funded Position Policy (Continued) Position requests must be sent to the Office of Management and Budget for review. OMB will verify that the requested positions have been budgeted appropriately and that there is adequate funding to support the budget as a whole, including the requested position(s). OMB will not approve new positions unless their fully annualized cost can be supported within the County Department’s/Special District’s current appropriation, or if the Board of Supervisors/Directors has approved other funding. OMB will also verify that the request complies with established policies and priorities of the Board of Supervisors/Directors. On approval by OMB, position requests from Elected or Judicial Branch departments will be forwarded to Compensation for review of job description and salary information. Requests from appointed County Departments/Special Districts will be forwarded to the Deputy County Administrator for final approval before they are forwarded to Compensation. If a position request is denied, Elected or Judicial Branch departments may appeal the decision to the Board of Supervisors/Directors. If the Board of Supervisors/Directors approves a position request on appeal, the approval must be accompanied by an action to provide funding for the position(s) as necessary. Position Funding Policy Guidelines Each year as part of the budget process, County Departments/Special Districts must verify that budgets and funding are adequate to support all authorized positions. The Office of Management and Budget will validate that position funding is adequate, and will identify all positions that are potentially unfunded or under funded. Personnel will be budgeted by market range title, full-time equivalent (FTE) and average wage and benefit rates at the fund and organizational unit level within County Department/Special District budgets. Total authorized FTE’s and average wage and benefit rates must be at or lower than budgeted levels at all times, and fully funded on an annualized basis with current appropriation levels and funding. Personnel savings due to natural staff turnover will be budgeted in all County Departments/Special Districts at appropriate levels. If actual personnel savings reaches high levels due to failure to fill positions for extended periods, adjustments will be made to either eliminate the positions or make efforts to fill them. County Departments/Special Districts with vacant under funded positions will discuss the funding shortfall with OMB. County Departments/Special Districts have the option of eliminating the position(s) or identifying additional funding for the position(s). OMB and County Departments/Special Districts will delete any vacant positions identified as unfunded or under-funded. If filled positions are identified as unfunded or under-funded, the County Departments/Special Districts will provide the following information: • • • The position or positions’ contribution to provision of service and results. The full cost to continue the position. The resulting payroll liability if current employee(s) are terminated due to lack of funding. This information will be forwarded for review and validation by the Office of Management and Budget. OMB will consolidate the information and forward it to the Board of Supervisors/Board of Directors for possible action. 898 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Funded Position Policy (Continued) If eliminating unfunded or under-funded positions results in a Reduction In Force, the process will be conducted in a uniform manner in accordance with procedures administered by the Human Resource Department. Any payroll liability costs will be funded from within the County Department’s/Special District’s current appropriation. 899 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Managing for Results Policy 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. 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 and 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. General Policy All Maricopa County departments/agencies will participate in the Maricopa County Managing for Results system and shall comply with this policy. General Requirements Planning for Results 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. 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. 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). 900 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Managing for Results Policy (Continued) The County Manager will develop and present to the Board of Supervisors a Countywide strategic plan, which contains strategic priorities and key result measures. Budgeting for Results 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. 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 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. The Office of Management and Budget will prepare and distribute a summary of measures. Evaluating Results Internal Audit will review and report on strategic plans and performance measures. Decision Making and Accountability The Board of Supervisors directs all Management to use performance information to manage activities effectively and efficiently. Management will consider performance information in making policy and program decisions. 901 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Performance Management Process Policy Purpose This policy integrates the Performance Management Process with the Managing for Results process in Maricopa County. The Performance Management Process is a tool for managers, supervisors, and employees to align organizational, departmental, and personal goals and to provide a basis for measurement of employee performance. This policy supersedes any other policy or procedure related to performance management. Process The Performance Management Process is annually administered by each department through this fourstep cycle: Develop Performance Plan - Supervisors and employees shall collaborate in the development of an individualized annual Performance Management Plan that supports the overall department results. This written plan should clearly communicate how individual employee job functions relate to departmental Managing for Results plans. It should also include individual employee performance goals and their associated measures. The Performance Management Plan consists of an Employee Summary Sheet, the actual Performance Management Plan, and a Professional Development Plan. The primary purpose of the Employee Summary Sheet is to align employee performance to Managing for Results (MFR) within their given departments. Additionally, this tool will be used to track education levels of employees, providing needed information for succession planning and career planning considerations. The Performance Management Plan (PMP) specifies individual goals and measures, and the associated program, activity, or service for each goal. There are no limitations on the number of goals that can be listed. The final document of the PMP is the professional development tool. This tool allows supervisors and managers to recommend additional training or education to subordinates, so that they may successfully fulfill the requirements of their current job, while developing human capital for future organizational needs. These documents shall be filed in the official employee personnel file at Human Resources at the beginning of the cycle. Monitor Performance - Each supervisor is strongly encouraged to meet with an employee at least every six months. Ideally, supervisors will meet with each employee on a quarterly basis to monitor the progress made on goals, development, and performance factors with a focus on achieving results. Performance data and measurements should be presented by both the supervisor and the employee for review and discussion. Expectations may be renegotiated to meet current circumstances. These meetings should be formally documented, signed by the supervisor and employee, and then placed in the employee’s departmental personnel file. Coach and Counsel - Each supervisor is encouraged to regularly coach an employee about progress or lack of progress on goals and work behavior. The purpose of coaching is to help the employee attain their performance results and promote ongoing communication. Coaching sessions are ongoing and can be formal or informal. Counseling is used by a supervisor to help an employee define and work through a problem or work habit that is negatively affecting work performance. 902 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Performance Management Process Policy (Continued) Evaluation - At the end of the performance cycle, a formal, written evaluation shall be conducted. The evaluation discussion shall include a follow-up on the Performance Plan, progress on the employee’s development plan and a discussion of future goals as the new performance cycle begins immediately. The employee and supervisor will discuss Performance Results Ratings for the period and record the results on the Performance Management Evaluation form. This form must be submitted to Human Resources/Records. Each employee will be asked for comments and responses to questions about the process. If they disagree with their evaluation, they may request a higher review. Performance Management Process Materials Human Resources will provide standard forms for the Performance Management Evaluation and Performance Plan. These forms must be sent to Human Resources/Records as described in the Performance Management Process cycle. These forms are available electronically on the Electronic Business Center (EBC), from Human Resources, or your department’s HR Liaison. Human Resources may occasionally approve the use of alternative formats for specific business reasons. Ratings A standard five-level scale will be provided for ratings on the Performance Results Ratings and Performance Factors. Performance results can fall into five possible ratings: Outstanding; Exceeds; Meets; Marginal, or Unacceptable. All performance ratings must fit into these County Standards. Ratings should accurately reflect the employee’s performance in relation to agreed-upon expectations set forth in the Performance Plan. Organizational Roles in the Performance Management Process Elected Officials, County Administrative Officer and Chief Officers will support this Performance Management Process by implementing it with their direct reports and then holding them accountable for completing the process throughout the organization. Conducting the Performance Management Process should be a specific expectation and result in every supervisor’s annual Performance Plan. Department directors will direct the Performance Management Process to ensure alignment with the County’s and department’s Managing for Results plans. They will hold middle managers and supervisors accountable for the annual implementation of this process by including this responsibility in the annual Performance Plan of their subordinates. They will be available to serve as the final step in a higher review of the evaluation as requested by an employee. Supervisors and managers will drive this process in collaboration and cooperation with their direct reports. They shall meet with each employee to develop a Performance Management Plan and will regularly meet with each employee to monitor performance. Supervisors and managers are encouraged to meet at least quarterly to monitor performance and more frequently needed to coach and counsel. Supervisors will complete the performance evaluation annually. Managers will serve as the first step in a higher review of the evaluation for all their staff other than their direct reports and when requested by an employee. Employees will actively participate in the Performance Management Process. In collaboration with their supervisor, they will be asked to develop an annual Performance Plan that is agreed on by both the supervisor and the employee. It will include a plan for development. Throughout the year, they will track their accomplishments that will provide a basis for regular discussion with their supervisor. 903 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Performance Management Process Policy (Continued) Human Resources will offer: • • • • Training for employees, supervisors and managers on the use of tools and the process itself. Consulting, as requested, with directors and managers on the use of tools and the process itself. Coaching for supervisors, as requested, during implementation of the process. Development and electronic distribution of standard forms. Human Resources/Records will receive all performance plans and annual evaluations, record the dates completed into HRMS, and file them in the official employee personnel file at Human Resources. 904 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Reserve and Tax Reduction Policy Introduction The purpose of this policy is to provide for long-term financial stability and low, sustainable tax rates through responsible use of non-recurring resources, appropriate and minimal use of debt, and maintenance of reserve funds. Adherence to the policy will insure that Maricopa County maintains recurring revenue streams sufficient to support ongoing spending requirements. Adequate reserves will allow the County to maintain services during economic downturns without drastic expenditure reductions or tax increases while longer-term budgetary adjustments are put in place. Further, this policy sets budgetary and financial guidelines regarding the reduction of taxes. The Reserve and Tax Reduction Policy demonstrates a commitment to the maintenance and, when possible, reduction of tax rates while ensuring that Maricopa County remains financially stable and accountable to the citizens. Definitions Fund Balance: The difference between fund assets and fund liabilities. Reserve Policy Guidelines The Board of Supervisors will maintain reserve fund balances in the General Fund, and in other funds as appropriate. Reserves will be designated for elimination of cash flow borrowing in the General Fund and in other funds as necessary. Unreserved beginning fund balances will be estimated and included in the annual budget; such expenditures will be designated in the budget as appropriated fund balance. Fund balances may be appropriated for the following specific uses: • • • Acquisition of fixed assets. Retirement of outstanding debt. Fiscal stabilization by offsetting operating revenue shortfalls due to economic downturns, so long as adjustments are made to restore the structural balance of the budget within one to two fiscal years. As an alternative method of acquiring assets, estimated fund balances may be reserved for repayment of debt used to build or acquire capital improvements. This method of financing will set aside fund balances that will fully or partially cover the outstanding debt, while maintaining additional cash reserves. As a guideline, no less than 25% of the outstanding debt principal must be held in reserve, or the capital acquisition must result in operating savings, such as building leases, that offset the ongoing debt service expenditures. The Board may consider exemptions to this guideline if there is a strong business justification for doing so. Proceeds from the sale of real property will be reserved for capital improvements or to repay debt used to finance capital improvements, so long as future liabilities associated with the property, including environmental clean-up, have been met. Use of fund balances must be consistent with the Tax Reduction Policy Guidelines, as outlined. 905 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Reserve and Tax Reduction Policy (Continued) Tax Reduction Policy Guidelines Unless otherwise required by law, the Board of Supervisors/Board of Directors will strive to maintain the combined primary, debt service, Library District, and Flood Control District property tax rates at current or lower levels. The Board of Supervisors/Board of Directors may reduce property tax rates under the following conditions: • • • • • The tax reduction is sustainable for the foreseeable future according to reasonable and conservative forecasts. The budget is currently structurally balanced, e.g., recurring revenue exceeds recurring expenditures and will remain so into the future according to reasonable and conservative forecasts. Fund balance reserves are sufficient to eliminate cash-flow borrowing and unexpected economic changes. Fund balances have been appropriated or reserved for repayment of outstanding debt. Necessary capital expenditures are appropriated from fund balance, or supported by debt that is backed by reserved fund balances. 906 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Minimum Fund Balances for Cashflow Purposes Each year, the Department of Finance, in collaboration with the Office of Management and Budget, calculates the minimum fund balances needed for the upcoming fiscal year to avoid short-term borrowing (such as Line of Credit, Tax Anticipation Note, or Internal Borrowing Agreement) in the General Fund, Flood Control District, and Library District. OMB uses trend analysis to estimate revenue collection and spending patterns for each fund. In addition, the calculation model assumes growth commensurate with the Consumer Price Index. The model assumptions are re-examined each year and modified when necessary. Calculated minimum fund balance requirements for FY 2006-07 are listed in the table below, followed by fund-specific information. Fund Required Minimum Fund Balance General $94,019,106 Flood Control District $4,626,756 Library District $2,436,203 General Fund Cash from a variety of sources can be used in the calculation of the minimum fund balance requirement for the General Fund. These include: 1) General Fund 2) Internal Service Funds 3) a. Equipment Services Fund b. Reprographics Fund c. Telecommunications Fund Enterprise Funds a. Solid Waste Fund The internal service funds listed above are included because they are an extension of General Fund activities and represent available cash for county administrative operations. The Solid Waste Fund is included because it has a significant cash balance generated by the sale of the Northwest Regional Landfill in September, 1996. These funds were set aside by the County to separately account for and fulfill the General Fund obligation to fund long-term (25 plus years) landfill post-closure costs. Given this connection to the General Fund and that it is not anticipated that these post-closure costs will ever require significant draws on this cash, the balance is available for the County’s administrative/operational cashflow needs. The General Fund’s strongest financial position, due to property tax payments, occurs in November and May. Historically, the General Fund reaches its lowest fund balance position between September and October. 907 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Minimum Fund Balances for Cashflow Purposes (Continued) Flood Control District The Flood Control District has one fund available to finance its operational expenditures. The District utilizes a separate capital projects fund for its CIP, with expenditures supported by fund transfers from the Flood Control District’s operational Fund. The Flood Control District’s operational fund is primarily funded with property tax. As a result, it shares the same pattern of fiscal low and high points as the General Fund. For purposes of calculating the minimum fund balance, it is assumed that major intergovernmental revenue will be collected and transfers to the capital projects fund will occur uniformly during the year. Library District Similar to the Flood Control District, the Library District only has one fund to finance its operations. It is primarily funded through property tax and has a fairly uniform spending pattern during the year. 908 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Policy for Administering Grants Introduction The purpose of this policy is to serve as the frame work for Departments/Special Districts 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. Definitions Central Service Costs (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 the Federal Office of Management and Budget Circular A-87. Department: refers to the department, office or agency under budgetary responsibility of the Board of Supervisors, which has direct oversight responsibility for the program(s) funded partially or totally with the grant funds. The elected official or department director of the Department shall act as the agent of the County for purposes of this policy. Department Overhead: Departmental/Special District costs incurred for both grant and non-grant programs. Grantor Agency: refers to a Federal, state, local, or private agency or organization, which provides the grant funding and/or grant funding oversight. Indirect Costs: refers to those costs incurred for a common or institution-wide objective that benefits more than one grant program or project. Such costs are not readily assignable to the cost objective specifically benefited. In-Kind: refers to contributions in the form of goods or services rather than in cash. One-time Grants: refers to funding from a Grantor Agency which is provided for a limited duration for a specified project or program. This type of grant may be provided to start a new program or service or for a program or service 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. 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. The Board of Supervisors or Board of Directors must formally accept all grant awards prior to any funds being expended. 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 a Special District pursuing a particular grant. 909 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Policy for Administering Grants (Continued) Departments/Special Districts will negotiate for advance funding financial arrangements first and only accept reimbursement funding as the final option. Departments/Special Districts will clearly define any matching requirements required by Maricopa County or Special District during the application process. To minimize interest expense to Maricopa County, Departments/Special Districts will attempt to 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. 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. Departments/Special Districts are required to charge indirect costs on all grants unless prohibited by the grant contract, law, County Board of Supervisors approval or Special District Board of Directors approval. • • Indirect costs will always be included (applied for) in the financial section of the grant application. Indirect costs will be recovered at the maximum allowed by the Grantor or as defined on the Indirect Cost Plan that is approved by the Department of Finance. Departments/Special Districts do not have the authority to negotiate a lower indirect cost reimbursement in order to increase program funding. 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. 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 Grant Manual will be updated as necessary by the Department of Finance. Initial Grant Application Departments/Special Districts are not required to obtain Board of Supervisors/Board of Directors approval prior to submitting an application for grant funding if the application complies fully with this policy. 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 910 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Policy for Administering Grants (Continued) 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. 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. 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. 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. 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. Funding To improve cash management practices, it is the County and Special Districts’ preference to receive funding on an advance basis instead of a reimbursement basis. Therefore, every effort is to be made by Departments/Special Districts to obtain advance funding from the Grantor Agency. This is especially critical for one-time grant funded programs where the County or Special District is advancing funds to nonprofit subcontractors. The Department/Special District may be requested by the Office of Management and Budget (OMB) to present the cost/benefits of accepting a grant versus not accepting a particular grant. The cost/benefit analysis must take into account if the grant-funded services are mandated and comply with the MfR Budgeting format. One-time Grants, which are actually start-up grants for new programs or services, will be so noted in the submittal to the Board of Supervisors/Board of Directors. Program costs, which Departments/Special Districts wish to continue once the grant funding has been depleted, will be identified and reported to the Board of Supervisors/Board of Directors at the time of submittal for 911 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Policy for Administering Grants (Continued) 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. Claiming Reimbursement Departments/Special District will record and track grant revenues and expenditures utilizing the County financial system. 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. 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 Board of Supervisors by the Department of Finance and the Office of Management and Budget by utilizing the Fund Balance Report. Indirect Costs (A-87 Charges) Federal Office of Management and Budget Circular A-87 recognizes indirect costs as legitimate grant expenses. As such, it is the intention of Maricopa County or Special District to recover indirect costs at all opportunities. In order to do so, the Department of Finance will prepare the following plans on an annual basis: A-87 County-wide Central Services Cost Allocation Plan. The Department of Finance is responsible for preparing and negotiating the County-wide 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 (A87). 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. Departmental Indirect Cost Allocation Plan(s). The County’s 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 shall submit a written request to the Department of Finance to prepare a Departmental 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 A-87 indirect rate. In these cases, the Departmental A-87 rate shall be satisfied first. Any remaining funds will then be applied to the County-wide A-87 rate. 912 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Policy for Administering Grants (Continued) Specific accounting information and examples can be found in the County Grant Manual located at ebc.Maricopa.gov/library/finance. 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. 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: • • • • • • • • Review and approve grant agenda items when they comply with County policy and the County Grant Manual. Establish a Board approved grant on the County financial system when all supporting documentation is provided. 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. Ensure that grant expenditures do not exceed grant awards. 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. Communicate with the Office of Management and Budget regarding fund balance and/or deficit issues. 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. Review Fund Balance Report for closed Grants to determine compliance with fund balance/(deficits). 913 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Policy for Administering Grants (Continued) • Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. Office of Management and Budget Responsibilities • • • • • • • • Review and recommend approval of grant agenda items when they comply with County policy and the County Grant Manual. Review and recommend approval of Department’s/Special District’s proposed grant budget. Review and recommend approval of adjustments to Department’s/Special District’s grant budget as necessary. Review and take action as necessary to correct any deficit in Grant Funded Budgets. Review and take action as necessary to minimize lost interest earnings to the General Fund due to negative cash positions in Grant funds. Review and take action as necessary regarding departmental indirect cost rate plans. Ensure maximum reimbursement of all allowable indirect costs. 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. Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. Department/Special District Responsibilities Each Department/Special District will ensure the following general maintenance activities are completed as defined below: • • • • • • 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 validate the monthly certification. 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). Communicate with the Office of Management and Budget and the Department of Finance regarding grants with a negative balance (unreimburseable expense). The Department/Special District must develop a plan of action to resolve the deficit. For departments, the plan should only consider utilizing General Funds as a last option. 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 documentation to the Department of Finance and the Office of Management and Budget by the timeline established by the Department of Finance. Comply with all reporting requirements as defined by the grantor. Comply with all record retention requirements as defined by the grantor. Related Documents The following documents are available at the indicated site. Grant Manual: ebc.maricopa.gov/library/finance OMB Circular A-87: www.whitehouse.gov/omb/circulars/a087/a087-all.html 914 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments General Government Policy Purpose The purpose of this policy is to provide guidelines for development and administration of the General Government budget to County Departments so that the General Government budget is handled according to Board policy and direction. Budgeted Revenues The revenues budgeted in the General Government budget are revenues that may be specific to particular funds, but benefit several departments and not a particular department or program within a department. Examples of these revenues include: • • • • • • • • Property Taxes (General Fund and Debt Service Fund) Anticipated Grants from outside sources State Shared Sales Taxes State Shared Vehicle License Taxes Cable TV Application Fees for franchise agreements with the County Liquor Licenses fees Jail Excise Taxes (Detention Fund) Other Miscellaneous Revenue as appropriate. Budgeted Expenditures The expenditures budgeted in the General Government budget are general expenses not specific to a particular department, or which benefit the County as a whole. These expenses can include budgeted contingencies, general debt service, taxes and assessments, legal expenses, and various Boardapproved special projects or initiatives Expenditure items will be listed in the Recommended budget, and individual items are subject to Board approval. Procedures Budget Process General Government will follow all County budgeting policies and guidelines including the approval process established by the Board of Supervisors. The Office of Management and Budget, along with the County Manager, will be responsible for developing the General Government budget for each fiscal year. The recommended budget will include an itemized schedule of proposed expenditures by fund. Approval of Expenses The Deputy County Manager or designee must authorize all expenditures prior to processing. This authority has been delegated to the manager responsible for a particular item within General Government. If the expenditure is not approved it will be returned and absorbed within the budget of the department that submitted it. 915 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments General Government Policy (Continued) Contingency Fund If a contingency fund is adopted in the General Government budget during a fiscal year, General Fund departments can request funding for unanticipated expenditures or unfunded projects. These requests must be handled via a Board agenda item, and submitted by the responsible department. The Board of Supervisors must approve all requests for contingency funds. Authority/Responsibility The administration and maintenance of the General Government budget is the responsibility of the Office of Management & Budget. Expenditures charged to General Government must be approved by the Deputy County Manager or designated to ensure that the expenditures are budgeted and appropriate. If approved, the contingency budget will be reduced and the appropriate department appropriation or other General Government item will be increased. 916 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Capital Asset Policy Purpose The purpose of the Capital Asset Policy is to establish policies and procedures governing the capital asset activities for Elected Officials and employees to ensure consistent management of all capital asset activity. Specific information regarding Arizona Revised Statutes can be viewed at the following Internet site: http://www.azleg.state.az.us/ArizonaRevisedStatutes.asp This policy defines the overall responsibility for capital asset expenditures. Specific information and detailed procedures are contained in the Capital Asset Manual, which is located at http://ebcstg.maricopa.gov/library/finance/ This policy is a new comprehensive policy for all county departments and Special Districts. Therefore, all department/Special District policies regarding capital assets are revoked except where noted. Definitions The following terms are used throughout the Capital Asset Policy (A2507): Acquisition: A newly acquired capital asset. Betterment: An increase in the value of an asset due to an improvement made to the asset. The valid entries are between 01 and 99. The original asset acquisition will be assigned betterment number 00. A betterment must have a cost of $5,000.00 or more. Capital Asset: Assets of a relatively fixed or permanent nature owned by the County/Special District. This includes: equipment, machinery, and vehicles with an estimated useful life of over one year costing more than $5,000.00, improvements other than buildings exceeding $5,000.00 in cost, and all buildings and land parcels regardless of value. Upgrades and/or enhancements of existing capital assets are also considered a capital asset. Capital Projects Funds: A fund which accounts for the proceeds of bond issues and other resources expended for the acquisition, construction or reconstruction of major capital facilities. Capital Projects Funds’ purchases are accounted for in the Government Wide Statement of Net Assets. Department: A department is a specialized division within a large organization. As an example, the Department of Finance, Environmental Services, and Office of Management & Budget. Department Head: The Elected Official, Presiding Judge, or Appointed Department Director serving as the responsible party for conducting business on behalf of the County/Special District. Depreciation: The allocation of the cost of property over its economic (useful) life. Depreciation Method: The method used to allocate the cost of property over its economic (useful) life. The County/Special Districts use the Straight Line Method (SL) for all depreciable assets. 917 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Capital Asset Policy (Continued) Disposition: The process of eliminating an asset from the on-line financial system due to sale, destruction, obsolescence, loss/theft, etc. This is the process initiated by the owner department. When a department disposes of an asset due to loss, theft or damage, the responsible department must comply with Administrative Policy A2230 Self Insured Property Coverage and Deductible Policy, found at: http://ebc.maricopa.gov/pp/admin. See Capital Asset Manual for a listing of valid Disposition codes. Disposition Authority: An additional field of information used to identify the method of disposal. This will be the Auction Date, the Trade-in Date, the Journal Voucher Number (for an Internal Sale), or any other relevant information about the asset disposal. Disposition Method: A code identifying the way in which an asset was retired. See the Capital Asset Manual for a complete listing of valid Disposition codes. Elected Official: A person who is chosen by ballot to an office or post of authority by eligible voters to represent them in a public capacity and perform the duties for which they were elected. Historical Value: The original cost of a capital asset. If the original cost of a capital asset is unavailable, the estimated value is to be utilized. Infrastructure Assets: Long-lived capital assets that normally are stationary in nature and normally can be preserved for a significantly greater number of years than most capital assets. Examples of infrastructure assets include roads, bridges, tunnels, drainage systems, water and sewer systems, dams, and lighting systems. Salvage Value: The estimated amount that can be realized from the disposition of a retired asset at the end of its estimated useful life. Salvage value for all County/Special District assets is zero. Special District: Flood Control District of Maricopa County, Maricopa County Library District, or Maricopa County Stadium District. Useful Life: The time period, in years, over which a capital asset is expected to remain valuable to the County/Special District. See the Capital Asset Manual for a complete list of valid useful lives of assets. Policy Each Department/Special District will designate a Capital Asset Manager (See Section D for Responsibilities.). The Department of Finance will utilize an on-line financial system to capture and report the data associated with capital assets and expenditures. All items to be capitalized and entered into the on-line financial system by the Department of Finance must be expended out of a capital asset object code. For further clarification of the specific capital asset object codes to utilize, please review the Capital Asset Manual. Amounts paid for items not considered general or medical supplies, that have a useful life of one year or more but cost less than $5,000.00 per item will be expended out of a non-capital equipment object code. For further clarification of the specific non-capital equipment object code to utilize, please review the Capital Asset Manual. Capital assets will be recorded at actual cost. Actual cost includes all charges necessary to place the item in its intended location and condition for use, such as taxes, freight, title search fees and installation charges. The following capitalization levels are utilized by the County/Special Districts: 918 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Capital Asset Policy (Continued) Land Parcels All land parcels (regardless of value) shall be capitalized and entered into the on-line financial system by the Department of Finance. Land is capitalized at its original purchase price plus any costs incurred to put the land in the condition necessary for its intended use, such as legal fees and excavation costs. The items included in this section are tracts and parcels of land, rights-of-way and easements owned by the County/Special District. Please review the Capital Asset Manual for the correct object code to utilize when purchasing land parcels. Improvements Other Than Buildings Assets in this category that are equal to or exceed $5,000.00 in original cost shall be capitalized and entered into the on-line financial system by the Department of Finance. The capitalized cost will be the actual dollar cost of installation or acquisition of these assets at the date of acquisition, including any fees for services related thereto. Items included in this section are: land improvements, leasehold improvements, retaining walls, flagpoles, fences, gateways and surfacing recreation areas such as tennis courts. Please review the Capital Asset Manual for the correct object code to utilize when purchasing items associated with the improvement to areas other than buildings. Buildings All buildings (regardless of value) shall be capitalized and entered into the on-line financial system by the Department of Finance. The capitalized cost will include the cost to build or the purchased cost at the time of acquisition, architect and engineer's fees, permits, insurance during construction, interest during construction and other administrative (indirect) costs and appraisals. Costs such as land acquisition and demolition are not included as part of building costs. They are included as costs of the land as indicated above. Please review the Capital Asset Manual for the correct object code to utilize when purchasing buildings. Machinery and Equipment All moveable assets that are equal to or exceed $5,000.00 in original cost and a useful life greater than one year shall be capitalized and entered into the on-line financial system by the Department of Finance. These items must be tagged with numbered property tags. Please review the Capital Asset Manual for the correct object code to utilize when purchasing machinery and equipment. Generally, this classification includes tangible personal property. Items that meet these criteria include computer servers, large copiers, large office machines, major machinery and construction equipment, audio-visual equipment, communications equipment, medical equipment and recreational equipment. Please review item H. below regarding the specific instructions when purchasing technology items as defined in the Capital Asset Manual. Software that is purchased for a “main frame” system will be capitalized under this category. The initial purchase will be capitalized only; the annual maintenance costs will not be capitalized. 919 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Capital Asset Policy (Continued) Vehicles All vehicles that are equal to or exceed $5,000.00 in original cost and a useful life greater than one year shall be capitalized and entered into the on-line financial system. Generally, this classification includes construction vehicles, passenger vehicles, trucks, trailers, aircraft and other mechanized vehicles. Please review the Capital Asset Manual for the correct object code to utilize when purchasing vehicles. Please review the specific instructions when purchasing vehicles as defined in the Capital Asset Manual. The Board of Supervisors/Board of Directors must approve and accept all donations via the agenda process. Donated assets should be recorded at the estimated fair market value at the date of the gift. These items are to be included in the on-line financial system or the Department/Special District Inventory Control Listing depending upon the value of the asset. It is the responsibility of each individual department/Special District to report all donations that are equal to or exceed the capitalization level of $5,000.00 to the Department of Finance. The individual must submit the appropriate acquisition form with a copy of the approved agenda item to the Department of Finance to ensure donated assets are included in the on-line financial system and appropriately recorded in the financial records. This includes all Land and Buildings (regardless of value), Improvements Other Than Buildings (value of $5,000.00 or more), Machinery, Equipment and Vehicles (value of $5,000.00 or more). Capital Assets acquired through a capital lease agreement will be recorded in the on-line financial system. The Department of Finance will coordinate all capital lease agreements and maintain a copy of all capital lease documentation to ensure effective record keeping and financial reporting. (It is the responsibility of each department to ensure those items that meet the capitalization policy are included in the on-line financial system). The Technology Financing Program (TFP) is a comprehensive program that provides a mechanism for financing technology equipment purchases and spreading the payments for the equipment over a three-year (36-month) period. All new technology equipment that includes but is not limited to: desktops, laptops, servers, printers, etc., must be financed through the TFP – including capital and noncapital assets. All assets meeting the criteria of a capital asset (equal to or exceeding $5,000.00 in original cost and a useful life greater than one year) must be capitalized and entered into the on-line financial system using a capital asset acquisition form by the Department of Finance. All capital assets that are recorded into the on-line financial system must have a unique asset number assigned. The Straight-Line (SL) method of depreciation shall be utilized for all assets (except Land assets as this type of asset is not depreciated). Straight-Line depreciation is calculated as follows: the cost of an asset less the estimated salvage value (zero for Maricopa County/Special Districts as defined in “K” below) is divided by the estimated useful life to arrive at an annual depreciation charge. Maricopa County/Special Districts will fully exhaust the utility of an asset (to use an asset for spare parts or until it becomes functionally obsolete). The cost to dispose of an asset generally exceeds the proceeds that may be received. Therefore, salvage value of all assets is zero. 920 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Capital Asset Policy (Continued) Capital Improvement Projects (CIP) include those projects that are not completed at fiscal year-end for construction of buildings, improvements and other projects meeting the capitalization level. This account represents a temporary classification of capitalized interest, labor, materials, equipment and overhead costs of a construction project. The expenditures associated with CIP are tracked and reported utilizing Function Codes within the on-line financial system. At year-end, if the project is not complete, the amount is recorded as Work In Process (WIP) and represented in the appropriate financial statements. At the completion of a project, the amount is capitalized and an asset is entered into the on-line financial system. Each department/Special District must inform the Department of Finance of all completed projects to ensure they are included in the on-line financial system and accurately reported in the financial statements. A complete physical validation (inventory) of all capitalized assets must be taken on an annual basis as outlined in the Capital Asset Manual. A complete physical validation (inventory) of all assets financed through the TFP – including capital and non-capital assets must be taken on an annual basis as outlined in the Capital Asset Manual. The Department of Finance – Capital Assets Division, may conduct random reviews to ensure compliance with the established Capital Asset Manual. The Department of Finance will coordinate all review activities with the Departmental Capital Asset Manager as not to disrupt the routine of the department. The review will determine the adequacy and effectiveness of the County/Special District’s Capital Asset Program by evaluating the reliability and integrity of asset information and the means used to identify the value, classify the asset and record the information. It will further identify the Department’s compliance with the Capital Asset Manual. To ensure that correct and accurate Capital Asset information is available to County/Special District management, the Department of Finance will complete a monthly reconciliation of capital asset expenditures (utilizing capital asset object codes) against Capital Asset Acquisitions and/or Betterments entered into the on-line financial system. Upon completion of the reconciliation, the Department of Finance will prepare and submit to the Departmental Capital Asset Manager a report that delineates the findings. It is the responsibility of each department/Special District to review and complete the reconciliation within ten (10) working days from the date of distribution. This will ensure all actions are taken prior to the next “month-end” close. Any discrepancies identified on this report must be communicated to the Department of Finance – Capital Asset personnel immediately to ensure corrective action is taken. It is the responsibility of each individual department/Special District to process all Capital Asset transactions including dispositions, transfers, and change/modifications within 15 working days of occurrence. Department/Special District Capital Asset Managers who knowingly and willfully submit falsified capital asset information shall be referred to the appropriate departmental authority for any necessary action. 921 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Capital Asset Policy (Continued) Authority and Responsibilities: The County/Special Districts (Department Directors): Responsible to ensure the safety of all Capital Assets procured or donated within their respective department(s). Responsible to manage the overall Capital Asset Program within their respective department(s). Responsible to ensure the Annual Capital Asset Validation is completed accurately as defined in the Capital Asset Manual. Responsible to review and certify the annual Capital Asset Validation as defined in Capital Asset Manual. Responsible to review and authorize all Capital Asset Disposition(s) within their respective department(s). Responsible to review all Capital Asset reports distributed by the Department of Finance Responsible to define a specific individual within their respective department(s) as the Department Capital Asset Manager. In addition, they are responsible to inform the Department of Finance of any change in Capital Asset Manager assignment within 30 days of occurrence. The Department of Finance: Responsible to provide each department with a monthly reconciliation of the capital expenditures. Responsible to provide at minimum a quarterly Reconciliation Status Report (RSR) to Department Directors, Chief Officers and Elected Officials to provide awareness regarding their specific department(s) compliance with the monthly reconciliation process. Responsible to provide numbered asset tags. Responsible to provide a complete listing of capital assets on a quarterly basis, or upon request. Responsible to provide training and guidance to departmental staff regarding capital asset management. Responsible to maintain the on-line financial system to ensure accurate and timely financial reporting. Departmental Capital Asset Manager: Responsible to complete the monthly reconciliation (as defined in the Capital Asset Manual) of the capital asset expenditures and capital asset acquisition and/or betterment forms and return that information to the Department of Finance within 10 working days. Responsible to process all capital asset transactions within 15 days of occurrence. This includes dispositions, transfers, change/modifications and journal vouchers. Responsible to affix a capital asset tag on all capital assets as defined in the Capital Asset Manual. Internal Audit Department: Responsible to review the department/Special District compliance with the Capital Asset Policy and Capital Asset Manual. 922 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Vehicle Replacement Policy A. Introduction The purpose of this Policy is to provide County Departments/Special Districts with guidelines so that existing vehicles can be replaced in a timely and cost-effective manner. B. Background Equipment replacement must be planned and approval for replacement received through the budget process. The Equipment Services Department has the responsibility to plan for replacement needs in conjunction with the County Departments/Special Districts. During development of each fiscal year’s budget, the Office of Management and Budget (OMB) reviews requests received from Departments/Special Districts for replacement of existing vehicles. In determining the amount of funding required, only the cost to replace existing vehicles with their equivalents is considered. Upgrades and additional new vehicles may not be charged to the appropriate vehicle replacement budget. Sheriff’s Office Only: The Sheriff’s Office equipment replacement schedule will be discussed and approved during the annual budget process. Due to the unique nature of the functions of the Sheriff’s Office, the equivalent replacements and upgrades may be changed to meet departmental needs, if the costs remain within budget targets. However, these changes will be discussed with OMB prior to proceeding to ensure costs are appropriate. C. Guidelines 1. The Department/Special District, working with Equipment Services, prepares a needs assessment to determine which vehicles require replacement for upcoming fiscal years. 2. Vehicle replacement will be funded only for the current equivalent equipment class, make, model and equipment extras. 3. Upgrades are not funded under the appropriate vehicle replacement budget. If a Department/Special District determines upgrades are necessary, the Department/Special District has two options: (a) pay for the upgrades from the Department’s/Special District’s current operating budget; or (b) request upgrades and additions during the development of the Department/Special District budget. 4. If the full cost of replacement is actually lower than originally estimated, the savings will revert to the appropriate fund. 5. Possible cost overruns will be absorbed by the appropriate vehicle replacement budget. 6. OMB must approve all charges to the vehicle replacement budget. D. Exceptions If, during the replacement process, the Department/Special District requires changes to the original vehicle replacement request, the Department/Special District must request reconsideration of their initial vehicle replacement plan. The criteria OMB will consider during the review of the Department’s/Special District’s revised plan includes funding and the impact on current and future costs for maintenance, operation and replacement. To assist OMB in performing a full analysis of the revised replacement plan, Departments/Special Districts are requested to provide: 923 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Vehicle Replacement Policy (Continued) 1. A justification statement which supports changes to be in the best interest of Maricopa County citizens, enhances services provided to the citizens and benefits the County/County Special District overall. This statement can also include information on changes in service levels which require the use of a different vehicle class, the impact on current and future costs for maintenance, operation and replacement as well as information on funding. 2. A spreadsheet which reflects the current vehicle replacement schedule with costs and the proposed vehicle schedule with costs. The spreadsheet needs to reflect the increase or decrease of cost for each vehicle and an explanation for the cost change. 3. A complete justification for any equipment additions to the replacement vehicles and how these equipment additions enhance the service levels being provided to Maricopa County citizens. 4. OMB will review the request and provide the Department/Special District and Equipment Services with final approval or disapproval of the proposed change to the Department’s/Special District’s equipment vehicle replacement plan within three working days of receipt. 924 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Fund Descriptions 100 General Fund — is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. 201 Adult Probation Fees — Collects the fees assessed to persons placed on probation in the Superior Court per A.R.S. §13-901. Monies collected are used to supplement County General Fund appropriations for the compensation costs of probation officers who provide pre-sentence investigations (A.R.S. §12-267). 203 Sheriff Donations — Accounts for and segregates funds to be used in support of mandated functions. Funding is provided by non-specific donations and proceeds from the sale of donated items. 204 Justice Court Judicial Enhancement — Revenues consist of fees and surcharges collected under the authority of A.R.S. §22-281; and time payment fees collected under authority of A.R.S. §12-116; and On-line access subscription fees collected under authority of A.R.S. §22284. Expenditures are used to improve, maintain and enhance the ability to collect and manage monies assessed or received by the courts and to improve court automation projects. 205 Court Document Retrieval — Accounts for the collection of an additional filing or appearance fee, not to exceed five dollars, 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. 207 Palo Verde — Palo Verde receives an annual allocation of approximately $200,000 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 $65,000 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 Fund — 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. 925 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Fund Descriptions (Continued) 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 Fund — 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 — Pursuant to A.R.S. §13-1811, funds are utilized for the investigation, prosecution and deferred prosecution of bad check cases. 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 Fund — Accounts for the grant funds that are utilized to support the County’s anti-bioterrorism efforts. 225 Parks 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. The Town was to commence collection of the tax by December 1, 2000. 226 Planning and Development Fees — Performs mandated community planning functions. Funding is provided mainly through license and impact fees. 926 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Fund Descriptions (Continued) 227 Juvenile Probation Grants — Accounts for the grant funds that are utilized for the child nutrition program, family counseling and safe schools program. 228 Juvenile Probation Special Fees — 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 Fund — 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 & 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 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 it’s funding from the State Highway User’s Tax. 235 Del Webb Special Revenue Fund — 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 Recorder’s Surcharge — Accounts for the collection of a special recording surcharge, not to exceed four dollars, to be used to defray the cost of converting the County Recorder’s document storage and retrieval system to micrographics or computer automation as established by A.R.S. §11-475.01. 238 Superior Court Grants — Grant funds are used for drug enforcement accounting, court appointed special advocates and case processing assistance. 239 Parks Souvenir Fund — 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. §11-941 242 Library District Grants — Library District Grants was set up to account for all Grant activity administered by the County Library District. 243 Parks Donations Fund — Contributions accounts for activities that are financed through donations by citizens or groups. 244 Library District — Provides and maintains library services for the residents of Maricopa County. Operations are funded by a secondary tax levy. 927 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Fund Descriptions (Continued) 245 Justice Court 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 an $18 user’s charge to be added to the Defensive Driving School Diversion Fee as of March 1, 1998. 249 General Government Grants — General Government Grants was set up to account for all nondepartment specific grant activity. 250 Cactus League Operations — Provides regional leadership and financial resources to assure the presence of Major League Baseball in Maricopa County. Operations are funded by a rental vehicle surcharge. 251 Sheriff Grants — Accounts for grant funds that are utilized for patrolling lakes, improving the fingerprinting system, and enhancing DUI and overall traffic enforcement capabilities. 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. 253 Ballpark Operations — Accounts for all revenues and expenditures related to Chase Field. 254 Inmate Health Services — Accounts for the co-payments received from inmates for self initiated health service pursuant to A.R.S. §31-161 and A.R.S. §31-162. 255 Detention Operations — was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998 and extended in the General Election of November 5, 2002. These propositions authorized a temporary 1/5-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. 256 Probate Fees — Administers the monies received by the Clerk of the Superior Court pursuant to A.R.S. §14-5314 and A.R.S. §14-5414 to preserve, audit, and safeguard the estates and wards for whom the court has a fiduciary responsibility. 257 Conciliation Court Fees — Accounts for monies collected under A.R.S. §25-311.01 related to the dissolution of marriages. The funds collected are used by the Domestic Violence Shelter fund and the Child Abuse Prevention and Treatment fund. 259 Superior Court Special Revenue — Accounts for monies received under an intergovernmental agreement with the Department of Economic Security to conduct Title IV-D child support enforcement enhancements. 260 Research and Reporting — Accounts for the activity of governmental research projects that are billed back to the municipalities contracting for these services on a cost reimbursement basis. 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. 928 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Fund Descriptions (Continued) 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 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. 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. sections 13-1809 and 13-1810, any investigation and prosecution costs and any monies that are obtained as a result of a forfeiture and that are recovered for the county through enforcement of A.R.S. section 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 Fund— Victim Compensation and Assistance Fund was established to administer funding provided from the State Victim Compensation and Assistance fund (AR.S. 41-2407) and from prisoner supervision fees under A.R.S.31-418. Fund is used for establishing, maintaining and supporting programs that compensate and assist victims of crime. 269 Victim Compensation Interest Fund— The County Attorney Victim Compensation and Restitution Fund was established as authorized by A.R.S 11-538 consisting of monies that are distributed pursuant to A.R.S. 12-286 (seventy-five per cent 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. 929 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Fund Descriptions (Continued) 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. §12284, the Clerk shall charge and collect a surcharge of five dollars 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. 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 Grants — 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. 370 Stadium District Debt Series02 — Debt associated with the Stadium District projects. 375 Events Center — Accounts for Maricopa County Events Center (formerly Sundome) revenues and expenditures associated with staging entertainment events. 422 Intergovernmental Capital Projects — Intergovernmental Capital Projects account for capital project spending predominantly funded from General Fund revenues. 435 County Improvement Fund — Accounts for capital projects funded through the issuance of the Lease Revenue Bonds, Series 2001. 445 General Fund County Improvements — General Fund Capital Projects account for capital project spending funded from General Funds. 930 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Fund Descriptions (Continued) 450 Long Term Project Reserve — Accounts for sales tax (Stadium Tax) proceeds collected in excess of the $238,000,000 cap imposed by County Board Resolution. 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. The proceeds are for the construction and operation of adult and juvenile detention facilities. 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 Pollution 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 — Protects, improves and preserves the physical, mental and social well being and the environment of the entire population of Maricopa County with a special responsibility to serve those most vulnerable. Federal and State grants fund operations. 541 Health Plan — is an ambulatory health care plan operated by Maricopa Managed Care Systems (MMCS). MMCS contracts with the Arizona Health Care Cost Containment System (AHCCCS) which provides monthly capitation revenues based on Maricopa County Health Plan enrollment. 551 Long-Term Care Plan — is a managed care, long term care plan operated by Maricopa Managed Care Systems (MMCS). Chronically ill and physically disabled patients receive medical services as a result of an annual contract with the Arizona Health Care Cost Containment System (AHCCCS). 572 Animal Control License/Shelter — Animal Control reduces the incidences of animal inflicted injuries and reduces the risk of exposure to rabies through enforcement of dog licensing laws, leash laws, capture and impoundment of stray dogs, public education, adoption or humane disposal of excess animals. Licenses and fees are the primary funding source. 573 Animal Control Grants — Animal Control Grants was set up to account for all Grant activity administered by Animal Control. . 574 Animal Control Field Operation — Animal Control Field Services was set up in FY2002-03 to segregate field services which are an optional County service from Animal Control Pound Activities which are required by Arizona State Statute. 580 Solid Waste Management — Solid Waste assists the cities and towns, businesses, and citizens in continuously improving regional waste management systems. This includes an everincreasing focus on reducing the amount of waste generated, maximizing resource recovery, proper management of special wastes, and environmentally sound disposal. 931 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Fund Descriptions (Continued) 652 Health Select Self-Insured Trust Fund — This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the County-run insurance plan. 654 Equipment Services — This fund provides assistance to other Maricopa County departments to ensure quality service to the citizens of Maricopa County by furnishing and maintaining the necessary County mobile equipment in an efficient manner. 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. 685 Benefits Trust — This fund collects employee and employer contributions for payment of the employees’ dental and short-term disability benefits. 715 School Grant Fund — Accounts for all grant activity administered by the Superintendent of Schools 780 School Transportation Fund — Accounts for reimbursement for mileage costs to parents of special-needs students. 782 School Communication Fund — Accounts for management of centralized billings paid by Superintendent of Schools for multiple school districts. 795 County School Indirect Cost — Accounts for federal indirect fees charged to school districts. 989 Flood Control Grant — This fund accounts for the Flood Control District grant funding and activity. 990 Flood Control Capital Projects — Flood Control Capital Projects was set up administratively as a capital project fund to track capital project activity of the Flood Control District. Funding is provided by a reimbursement transfer from the Flood Control District which derives it’s funding from an annual Property Tax Levy. 991 Flood Control — Provides flood control facilities and regulates floodplains and drainage to prevent flooding of property and endangering the lives of people in Maricopa County. Operations are funded by a secondary tax levy. 932 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements Culture and Recreation Parks and Recreation Program Activity PARK EDUCATION & RECREATION COMMUNITY RESOURCE INTERPRETIVE SERVICES RECREATION Purpose The purpose of the Park Education and Recreation Program is to provide natural resource interpretation and unique recreation facilities and opportunities for individuals and groups so they can appreciate and enjoy the natural environment and have a health The purpose of the Parks Community Resource Activity is to provide unique facilities and opportunities for requesting individuals or groups so they can fulfill their specific community needs. The purpose of the Parks Interpretive Services Activity is to provide structured opportunities to interpret and experience park resources for park users and requesting groups so they can more fully appreciate and enjoy the natural environment. 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. PARK SUPPORT 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. MAINTENANCE AND DEVELOPMENT 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 comfortable outdoor experience. Maricopa County Events Center Program Activity Entertainment Management Events Financial Management Fiscal Resource Purpose The purpose of the Entertainment Management Program is to provide ticketing and entertainment event services to the Maricopa County community and visitors so they can attend baseball and other entertainment events. The purpose of Events Activity is to provide entertainment services to the Maricopa County community and its visitors so they can attend baseball and other entertainment events. The purpose of the Financial Management Program is to provide fiscal resources and asset management of Cactus League Facilities and Bank One Ballpark for the Board of Directors of the Stadium District, the community, and for its visitors, in order to ensure sound fiscal management of publicly owned facilities. The purpose of the Fiscal Resource Activity is to provide Financial Management Services for the community and for its visitors so that they can be protected from future capital repair expenditures to Bank One Ballpark by increasing Financial Reserves. Education Superintendent of Schools Program Activity EDUCATION SCHOOL DISTRICT SUPPORT PUBLIC INFORMATION SERVICES Purpose The purpose of the education program is to provide fiscal and educational services to school districts and the community so that students receive quality education. The purpose of the school district support activity is to provide professional technical expertise, direction, services, and products to school districts so they can successfully manage their districts, meet their mandated obligations, and improve the quality of the educational services they provide. The purpose of the public information services activity is to provide school and education related information to school districts and parents so they can make informed decisions regarding the education of their children. 933 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) General Government Assessor Program Activity INFORMATION RESOURCE Purpose The purpose of the Information Resource program is to provide quality customer service and reliable data to the public, government agencies and internal customers so that they can utilize our broad base of property information. CUSTOMER SERVICE The purpose of the Customer Service activity is to provide quality, timely customer service to the public and government agencies so that they can be better informed. DATA DISTRIBUTION AND SALES The purpose of the Data Distribution and Sales activity is to provide quality, timely data to the public and government agencies so that they can utilize required and desired property information. The purpose of the Property Assessment & Valuation program is to provide ownership, mapping, property characteristics, and valuation information to external and internal customers to ensure valuations comply with Arizona Revised Statues. PROPERTY ASSESSMENT & VALUATION EXCHANGE OF DATA The purpose of the Exchange of Data activity is to provide an appeal or correction opportunity for the taxpayer so that they can challenge or question their current value. STATUTORY EXEMPTIONS The purpose of the Statutory Exemptions activity is to provide an opportunity for the taxpayer to apply and receive any valuation adjustment or consideration in accordance to Arizona Revised Statues or the Constitution of Arizona. PERSONAL PROP CHARACTERISTICS The purpose of the Personal Property Inspection & Collection activity is to provide accurate data on each account for the tax role. The purpose of the Real Property Inspection & Collection activity is to provide accurate data on each parcel for the tax role. REAL PROP CHARACTERISTICS VALUATION NOTIFICATION The purpose of the Valuation and Notification activity is to provide accurate data for every tax payer on their real or personal property account. Call Center Program Activity STAR CENTER CUSTOMER SERVICE TELEPHONE Purpose The purpose of the Star Call Center is to provide an immediate information bridge for the residents of Maricopa County so that the caller and the customer service 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. The purpose of the Customer Service Telephone Activity is to provide information for residents of Maricopa County so that they can make accurate, timely and informed decisions with a single telephone call. Enterprise Technology Program Activity INFO TECHNOLOGY APPLICATION BUDGET/MANAGING FOR RESULTS FINANCIAL APPLICATIONS HUMAN RESOURCE APPLICATIONS Purpose The purpose of the IT Application Program is to provide County-wide solutions on behalf of administrative departments so that they can meet their goals and deliver maximum benefit from their technology investments. The purpose of the BUDGET AND MFR APPLICATIONS activity is to provide maintenance on existing applications and development of new applications for the Office of Management and Budget so it can automate its business functions to meet their goals and deliver results. The purpose of the FINANCIAL APPLICATIONS activity is to provide maintenance on existing applications and development of new applications for the Finance Department so it can automate its business functions to meet their goals and deliver results. The purpose of the HUMAN RESOURCES APPLICATIONS activity is to provide maintenance on existing applications and development of new applications for the Human Resources Department so it can automate its business functions to meet their goals and deliver results. 934 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) INFO TECHNOLOGY INFRASTRUCTURE DATA NETWORK NETWORK PROTECTION PERSONAL COMMUNICATION DEVICES RADIO NETWORK REMOTE ACCESS VOICE SYSTEMS INFO TECHNOLOGY MANAGEMENT ENTERPRISE MANAGEMENT TECHNOLOGY FINANCE The purpose of the IT Infrastructure program is to provide an integrated, robust, electronic platform to County departments, participating jurisdictions and the Public so that they can conveniently and dependably conduct business regardless of location. The purpose of the DATA NETWORK activity is to provide a stable network with adequate bandwidth for County applications to County employees and the public so that they can transact business electronically. The purpose of the NETWORK PROTECTION activity is to proactively monitor each server accessible to the internet on the County network making sure that vulnerabilities are detected and appropriate patches deployed so that County employees and public have uninterrupted access and have confidence in the integrity of resources and data. The purpose of the PERSONAL COMMUNICATION DEVICES activity is to provide County employees with wireless communications devices obtained via approved vendors so that they can communicate from any location at any time. The purpose of the RADIO NETWORK activity is to provide robust and reliable wireless voice communications to public safety and public works customers, County and non-County so that they can communicate throughout Maricopa County. The purpose of the REMOTE ACCESS activity is to provide secure access from remote locations into the County network, regardless of mode of access so teleworkers can conduct business regardless of location. The purpose of the VOICE SYSTEMS Activity is to provide stable telecommunication related services, analysts and repair to all County agencies so that the County employees and public can interact in a reliable and easy manner. The purpose of the IT Management program is to provide vision, direction, leadership and IT oversight to County senior management so that they can effectively plan for and obtain maximum benefit from the IT resource. The purpose of the ENTERPRISE MANAGEMENT, COORDINATION AND CONSULTING activity is to provide vision, leadership, direction, analysis and recommendations to county management, staff and partners so they can collaborate on common goals and initiatives, implement IT best practices, optimize county IT resources and make informed business decisions. The purpose of the Technology Finance Program Activity is to provide a financing method for the purchase of computer equipment and peripherals for Maricopa County departments so that the County may plan and control technology expenditures and correctly capture information technology inventory. Clerk of the Board of Supervisors Program Activity EXECUTIVE SERVICES ELECTION & APPOINT SERVICES INDIVIDUALIZED SPECIAL SERVICE BOS MEETING MANAGEMENT INFORMATION RESOURCES RECORDS MANAGEMENT STATUTORY SERVICES LICENSES & PERMITS Purpose The purpose of the Executive Services Program is to provide information and specialized assistance to elected and appointed officials and the public so they can make informed decisions, and understand and comply with County processes and protocol. The purpose of the Election and Appointed Services is to create and provide OML packets to appointees so that they can properly conduct business in the County's name. This purpose of the Special Districts Activity is to provide information and assistance to citizens so that they can legally create and manage Special Districts. The purpose of the Meeting Management Activity is to provide posting notices, agendas, minutes, facilitation and the processing statutory items to the Board of Supervisors and the public so that they can be well informed. The purpose of the Information Resources Program is to provide research, compilation, and management of official records for County staff and the public so they can store and access information. The purpose of the Records Management Activity is to provide record keeping services to the Board and the public have a complete and accurate record of actions. The purpose of the Statutory Services Program is to provide applications processing and assistance for statutorily mandated procedures to applicants and/or requestors so they can conduct or maintain community related activities as needs arise. The purpose of the Licenses Activity is to provide applications, application information, and coordinate the review and recommendation process for applicants so they can operate a licensed activity or function. 935 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) County Manager's Office Program Activity GOVERNMENT RELATIONS GRANTS LEGISLATIVE SERVICE RESEARCH AND SUPPORT COUNTY MANAGER'S OFFICE COUNTY ADMINISTRATIVE OFFICER MANAGEMENT INFORMATION SERVICE JUSTICE SYSTEM COORDINATION JUSTICE SYSTEM COORDINATION Purpose The purpose of the Legislative Service Activity is to provide representation and information to the Board of Supervisors and County Manager so they can pursue and achieve state and federal operational and fiscal legislative goals. The purpose of the Grant Activity is to provide identification and coordination of grants to the County Manager and departments so they can maximize their grant potential and bring in revenue for county programs. The purpose of the Legislative Service Activity is to provide representation and information to the Board of Supervisors and County Manager so they can pursue and achieve state and federal operational and fiscal legislative goals. The purpose of the Research and Support Activity is to provide timely and accurate information and BOS/state legislative constituent services to assist the BOS/CM so that they can make informed policy decisions and solve constituent problems. The purpose of the County Manager's Office program is to provide administrative leadership, budget and policy recommendations, and countywide management coordination for the Board of Supervisors so that they can achieve the county’s strategic goals and fulfill the county’s legal mandates and local policy initiatives in the most fiscally responsible manner. The purpose of County Manager activity is to provide administrative leadership, budget and policy recommendations, and countywide management coordination for the Board of Supervisors so that they can achieve the county’s strategic goals and fulfill the county’s legal mandates and local policy initiatives in the most fiscally responsible manner. The purpose of the Management Information Services Activity is to provide problem management & personal response to the public and county management so that issues with county government are resolved quickly. The purpose of the justice system coordination activity is to provide interdepartmental coordination and communicate credible, useful information to the justice and law enforcement agencies and county administration, so that they may comply with requirements, solve problems with effective systemic solutions, and fulfill strategic goals to reduce recidivism and improve case processing. The purpose of the Justice System Coordination Activity is to provide interdepartmental coordination and communicate credible, useful information to the justice and law enforcement agencies and county administration, so that they may comply with requirements, solve problems with effective systemic solutions, and fulfill strategic goals to reduce recidivism and improve case processing. Elections Program Activity ELECTIONS CANDIDATE FILING/CAMPAIGN FIN ELECTION PROCESSING GEOGRAPHICAL SERVICES PUBLIC INFORMATION Purpose 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. 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. The purpose of the Elections Processing program is to process ballots for voters to insure the security of the ballot and to provide special processing for ballots not handled by the normal ballot tabulation process. The purpose of the Geographical Services Activity is to provide information for the County Elections Department, State and underlying jurisdictions so that votes tallied in their elections are from residents of the jurisdiction. The purpose of the Public Information Activity is to provide information for residents of the County so that can be exposed to honest and accurate information about elections so they can participate in the election process. 936 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) POLL STAFFING The purpose of the Poll Staffing Activity is to provide staffing for polling places for residents of the County so that can cast their ballot aided by a well-informed, courteous staff with the assurance that the integrity of their ballot will be maintained. POLLING SITE SERVICES The purpose of the Polling Site Services Activity is to provide facilities for voters so that can cast their votes quickly and conveniently. TECH STAFF/BALLOT TABULATION The purpose of the Technical Staff/Ballot Tabulation Activity is to provide data services for the County, State and underlying jurisdictions to insure that they are accurately and quickly informed of elections results. EARLY VOTING The purpose of the Early Voting Activity is to provide early voting services to registered voters so that they can request ballots and vote by mail or by dropping off their ballot at any poll. WAREHOUSE The purpose of the Warehouse Activity is to provide storage and delivery of election equipment and supplies for the Election Department so that adequate resources are delivered to hold elections. VOTER REGISTRATION The purpose of the Voter Registration Program 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. The purpose of the Voter Registration Scanning Activity is to scan registrations for the voter registration program employees so they can readily access the data to process registrations and to distribute that data to the public. 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. VOTER REGISTRATION SCANNING VOTER REGISTRATION Employee Health Initiatives Program Activity EMPLOYEE HEALTH INITIATIVES FI BASIC LIFE & AD&D CS GEN MED & RX FI DENTAL EAP FI GEN MED FI MENTAL HEALTH & SA Purpose The purpose of the Employee Health Initiatives Program is to provide Board approved benefit plans to department leadership so that they can attract and retain qualified employees to achieve their business goals. The purpose of the Fully Insured (FI) Basic Life and AD&D Activity is to provide an employer paid basic term life insurance and AD&D benefit to Maricopa County employees so that costs can be managed in the event of a death or dismemberment. The purpose of the County Sponsored (CS) General Medical and Pharmacy Activity is to provide a cost effective satisfactory benefit plan to benefit eligible Maricopa County active employees and retirees, so that they can choose medical which meet their needs. The purpose of the Fully Insured (FI) Dental Activity is to provide a cost effective satisfactory prepaid dental benefit plan with an adequate network of participating dentists to benefit eligible Maricopa County employees so that they can choose a dental care organization and a primary care dental provider which meet their needs. The purpose of the Employee Assistance Program (EAP) Activity is to provide a cost effective satisfactory Employee Assistance Program (EAP) to Maricopa County employees so that they can effectively resolve problems or concerns which become overwhelming and affect work performance, personal happiness, family relations and health. The purpose of the Fully Insured (FI) General Medical Activity is to provide a cost effective satisfactory benefit plan to benefit eligible Maricopa County active employees and retirees, so that they can choose medical coverage from a variety of general medical benefit plans which meet their needs. The purpose of the Fully Insured (FI) Mental health (MH) and Substance Abuse (SA) Activity is to provide a cost effective satisfactory benefit plan to benefit eligible Maricopa County active employees and retirees, so that they can receive external confidential counseling when faced with personal challenges to help people live and work well. 937 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) FSA MEDICAL INCENTIVE LEAVE & BENEFITS COMPLIANCE SI PHARMACY FI MISC PRODUCTS SI CONSUMER CHOICE DRUG PLAN SI DENTAL STD DISABILITY FI VISION WELL-BEING ERGONOMICS The purpose of the Flexible Spending Account (FSA) Activity is to provide a cost effective elective reimbursement benefit plan to Maricopa County employees so that they can contribute pre-tax money to pay for health care expenses that are not covered by their insurance program and to pay for dependent care expenses as defined by the Internal Revenue Code. The purpose of the General Medical Incentive Activity is to provide quality health care to benefit eligible Maricopa County employees by incenting the vendor according to nationally recognized standards so that they can receive medical services which demonstrate value. The purpose of the Leave and Benefits Compliance Activity is to ensure that Maricopa County procedures and policies are in compliance with all leave and benefit state and federal statues so that Maricopa County Management correctly interrupts and applies those policies and Maricopa County employees are treated fairly according to those laws. The purpose of the Self Insured (SI) Pharmacy Activity is to provide a cost effective satisfactory pharmacy benefit plan to benefit eligible Maricopa County active employees and retiree, so that they can manage costs by chosing a “generic”, “preferred” or “non-preferred” prescription drug medication. The purpose of the Fully Insured (FI) Miscellaneous Products Activity is to provide an array of elective Fully Insured Products to Maricopa County employees, so that they can choose additional benefits to help manage their health and personal costs. The purpose of the Self Insured (SI) Consumer Choice Drug Plan activity is to provide a cost effective satisfactory pharmacy benefit plan to benefit eligible Maricopa County active employees and retirees, so they can spend the funds as smart consumers through the use of the most cost effective medication and an added incentive that allows for the unused funds to carry over to the next benefit year. The purpose of the Self Insured (SI) Dental Activity is to provide a cost effective satisfactory dental benefit plan to Mariopa County employees so that they can choose a dental care organization that offers freedom of choice in selecting a dental provideer and by offering a product with in-network and out-of-work benefits. The purpose of the Self Insured (SI) Short-Term Disability Activity is to provide an elective cost effective satisfactory benefit to Maricopa County employees so that they can receive benefits if unable to work and lose income because of a covered illness or injury. The purpose of the Fully Insured (FI) Vision Activity is to provide a cost effective satisfactory benefit plan benefit eligible Maricopa County employees and retirees, so that they can use vision services which meet their needs. The purpose of the Employee Well-Being Activity is to provide direction, education, consulting and health services for Maricopa County employees so that they can have tools and information to improve their health. The purpose of the Ergonomic Activity is to provide direction, education, consulting and health services for Maricopa County Employees so that they can do their jobs safely and well. Equipment Services Program Activity FLEET MANAGEMENT PROGRAM FLEET PROCUREMENT AND REMOVAL FUEL FOR VEHICLES & EQUIPMENT Purpose The purpose of the Fleet Management Program is to provide operational vehicles and equipment to Maricopa County departments so they have reliable and costeffective transportation for County activities. The purpose of the Fleet Procurement and Removal Activity is to procure and dispose of County vehicles and equipment for Maricopa County departments so that they can have adequate transportation for county-related travel and minimize capital investment costs. The purpose of the Fuel for Vehicles and Equipment Activity is to provide fuel to keep vehicles and equipment operational for Maricopa County departments so they have reliable and cost-effective transportation for County activities. 938 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) RENTAL POOL VEHIC & EQUIP MAINTENANCE VEHICLE & EQUIPMENT REPAIR The purpose of the Rental Pool Activity is to provide operational vehicles to Maricopa County employees when departments do not have sufficient vehicles for employees to do their job. The purpose of the Heavy Duty Vehicle and Equipment Repair Activity is to correct the operational and drivability problem(s) of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. The purpose of the Light Duty Vehicle and Equipment Repair Activity is to correct the operational and drivability problem(s) of the vehicles and equipment operated by employees and departments of Maricopa County so that they can have transportation to perform their duties. Facilities Management Program Activity CAPITAL FACILITIES MANAGEMENT CAP IMP PLAN IMP MAJ MAINT PLAN IMP Planning BUILDING OPERATION AND MAINTENANCE BUILDINGS AND GROUNDS ENERGY MANAGEMENT FACILITIES MAINTENANCE PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY Purpose The purpose of the Capital Facility Management Program is to provide planning and economical execution of capital facility improvements and major maintenance for the County departments so that they can accomplish their individual missions in an efficient and satisfactory environment. The purpose of the Capital Improvement Plan Implementation Activity is to provide fiscally prudent management, delivering projects on time and within budget to the County so they can successfully achieve established missions in efficient, safe and secure environments. The purpose of the Capital Facility Management Program is to provide planning and economical execution of capital facility improvements and major maintenance for the County departments so that they can accomplish their individual missions in an efficient and satisfactory environment. The purpose of the Planning Activity is to provide cost effective facility planning services to the County so that departments are satisfied. The purpose of the Building Operations and Maintenance Program is to provide cleaning and maintenance services to appointed and elected departments so they can have their employees work in safe, clean, functional, and cost-efficient facilities. The purpose of the Buildings and Grounds Activity is to provide administrative oversight to out-sourced cleaning and other out-sourced services for specified County departments and agencies so that they may work in facilities that are cleaned and serviced to contract standards. The purpose of the Energy Management Activity is to provide energy management services to the County so that annual energy costs are minimized. The purpose of the Maintenance Activity is to provide corrective and preventative maintenance services, within industry standard, to specified County departments and agencies so that they may operate in a safe, functionally stable, and costefficient environmetn. The purpose of the Protective Services Program is to provide security and parking services to County appointed and elected departments, and visitors so that they can efficiently conduct their business in a safe and secure manner. The purpose of parking management activity is to provide parking for County Departments, Agencies and visitors so that they can efficiently access parking close to their business or work site. The purpose of the Security activity is to provide security and emergency response services for applicable County Departments, Agencies and visiting public so they can have a safe and secure work and business environment. 939 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) Finance Program Activity FINANCIAL SERVICES GENERAL ACCOUNTNG ACCOUNTS PAYABLE Purpose The purpose of the Financial Services Program is to provide general accounting, technology systems, accounts payable, and debt service activities to Maricopa County government departments so they can make informed decisions, manage resources, and measure and report results. The purpose of the General Accounting Activity is to provide guidance, training and general accounting services to County departments so they can accurately manage and report financial information. The purpose of the Accounts Payable Activity is to provide timely payment services to County departments so they can correctly remit payments to vendors. COLLECTIONS The purpose of the Collections Activity is to provide collection services for the court, government agencies, victims and interested parties so they can hold the responsible parties accountable and the appropriate parties can realize financial restitution. FINANCIAL REPORTING The purpose of the Financial Reporting Program is to provide timely financial and operational information to external entities such as external government and private financial institutions, as a measurement of financial health; and to Maricopa County government departments so they can make timely informed decisions, manage resources, and measure and report results. The purpose of the External Reporting Activity is to primarily provide timely financial and operational information to external governments and private financial institutions, so they can make sound decisions regarding the welfare of Maricopa County. The purpose of the Internal Reporting Activity is to provide timely financial information to county government staff so they can make timely and sound financial decisions and manage their resources. The purpose of the Real Estate Program is to provide real estate services to appointed and elected departments so that County properties are managed in a professional manner. The purpose of the Real Estate Management Activity is to protect the Real Property Rights of the County and to support the efficient utilization of the County’s Real Estate Assets. EXTERNAL REPORTING INTERNAL REPORTING REAL ESTATE REAL ESTATE MANAGEMENT Human Resources Program Activity CORPORATE INITIATIVES COMBINED CHARAGABLE CAMPAIGN COMMUTE OPTIONS Purpose The purpose of the Corporate Initiatives Program is to provide administrative support for the enterprise-wide initiatives for Maricopa County departments so that they are in compliance with Maricopa County regulations and are able to meet program goals. The purpose of the Combined Charitable Campaign Activity is to provide administrative support to the Combined Charitable Campaign Chair, County Management and employees so they can give back to the Community they serve. The purpose of the Commute Options Activity is to provide administrative support and coordination of the Trip Reduction initiative so that Maricopa County and its departments are in compliance with applicable ordinances. 940 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) EMPLOYEE DEVELOPMENT EMPLOYEE RELATIONS MERIT COMMISSION STAFF DEVELOPMENT EMPLOYMENT SERVICES RECRUITING AND STAFFING PAYROLL & RECORDS MANAGEMENT PAYROLL RECORDS MANAGEMENT The purpose of the Employee Development program is to provide organizational development, services, competency-based training and strategic intervention for all County departments so there is a productive and professional workplace. The purpose of the Employee Relations Activity is to provide workplace conflict resolution for County departments and employees so that they can maintain workplace professionalism and productivity. The purpose of the Merit Commission Activity is to provide administrative and operational support to the Merit Commission so that employees who go before Merit Commission can receive timely consideration for their appeal. The purpose of the Staff Development activity is to provide leadership and competency development opportunities for County employees so they can perform their job requirements and enhance their careers. The purpose of the Employment Services program is to provide recruitment and personnel processing services for County departments so they can interview and hire a diverse workforce. The purpose of the recruiting and staff activity is to provide County departments with a highly qualified workforce in a timely manner so that County departments can achieve their business objectives The purpose of the Payroll and Records Management Program is to provide centralized payroll and records management services to County departments and employees so that employee records are maintained accurately and employees are paid accurately and on-time. The purpose of the Payroll activity is to process payroll for employees so that they can be timely and accurately paid for their services. The purpose the Records Management Activity is to maintain employee and employment transaction records for County management and employees so that there is an accurate employment history on file. Internal Audit Program Activity AUDIT SERVICES AUDIT SERVICES MANAGEMENT SERVICES CONSULTING SERVICES EDUCATION AND TRAINING SVCS INFO AND REPTNG SVCS Purpose The purpose of the Audit Services Program is to provide independent assessments and recommendations to the Board of Supervisors and County management so they can make informed and fiscally prudent decisions. The purpose of the Audit Services Activity is to provide independent assessments and recommendations to the Board of Supervisors and County management so that they can make informed and fiscally prudent decisions. The purpose of the Management Services Program is to provide strategic information and education to County officials and employees so that they can perform their jobs more effectively. The purpose of the Consulting Services Activity is to provide a variety of specialized services so that County management will be assisted in achieving their business objectives. The purpose of the Education and Training Services Activity is to provide information and training services to County management and employees so that they can perform their jobs more effectively. The purpose of the Information and Reporting Services Activity is to provide strategic information to the Board of Supervisors and County management so that they can more effectively manage County operations. 941 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) Management & Budget Program Activity BUDGET MANAGEMENT BUDGETING BUDGET MONITORING MANAGEMENT INFORMATION MULTI-YEAR PLANNING FORECASTING STRATEGIC PLANNING EMPLOYEE COMPENSATION PROGRAM COMPENSATION MGMT & ANALYSIS Purpose The purpose of the Budget Management Program is to provide the budget and related approvals, recommendations, and monitoring for the Board of Supervisors so that they can hold departments accountable for staying within approved budgets and achieving results. The purpose of the Budgeting Activity is to provide recommendations to the Board of Supervisors so that they can make informed budgetary decisions. The purpose of the Budget Monitoring Activity is to provide Countywide issue analysis and budget consolidation services to the Board of Supervisors so that they have the information they need to make informed decisions. The purpose of the Management Information Services Activity is to provide financial, budgetary, and management information to the Board of Supervisors and other interested parties so that they can form educated opinions and make informed decisions. The purpose of the Multi-year Planning Program is to provide forecasting and strategic planning services to the Board of Supervisors and County management so they can set policy and make strategic decisions. The purpose of the Forecasting Activity is to provide long-range economic and financial forecasts to the Board of Supervisors and County management so they can have accurate information regarding future financial opportunities and constraints in order to make sound strategic decisions. The purpose of the Strategic Planning Activity is to provide planning services, tools, and reviews to County departments, agencies and the Board of Supervisors so that they develop strategic plans that are aligned with the County Strategic Plan and with Board of Supervisor's priorities. The purpose of the Employee Compensation Program is to provide Board approved compensation to department leadership so that they can attract and retain qualified employees to achieve their business goals. The purpose of the Compensation Management and Analysis activity is to provide compensation direction, framework, and consultations to Maricopa County departments so they can develop and implement pay strategies. Materials Management Program Activity OPERATIONS CONTRACT PRINTING SERVICES PRINTING SERVICES PROCUREMENT SERVICES RECORDS MANAGEMENT SERVICES Purpose The purpose of the Materials Management Operations Program is to provide products and services associated with procurement, printing, and records management to customers and the public so that they can satisfy their customer's needs at the lowest cost and highest quality. The purpose of the Contract Printing Services activity is to provide graphics contracts and contract administration services to County departments so that they can have access to professional and competitive private sector sources of printed materials. The purpose of the Printing Services activity is to provide a wide range of printing services to County departments so they can obtain high quality printed materials and technical support. The purpose of the Procurement Services activity is to provide guidance, support, and solutions to County departments and vendors so they can successfully achieve their goals and objectives within legal and budgetary parameters through the effective expenditure of tax dollars. The purpose of the Records Management Services activity is to provide technical assistance, solutions, tools, oversight, processes, and training to County departments so they can effectively manage county records within legal parameters. Public Fiduciary Program Activity INDIGENT BURIAL BURIAL SERVICES Purpose The purpose of the Indigent Burial Program is to provide final disposition to decedents of indigent families of Maricopa County so that eligible burial services can be arranged. The purpose of the Indigent Burial Services Activity is to conduct eligibility assessment and determinations so that indigent decedents in Maricopa County can be buried or cremated and the general public’s health protected. 942 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) FIDUCIARY SERVICES ESTATE ADMINISTRATION ESTATE OPERATIONS GUARDIANSHIP SERVICES INVESTIGATION SERVICES FINANCIAL EXPLOITATION PREV INTAKE ACTIVITY The purpose of the Fiduciary Services Program is to provide court appointed guardianship, conservatorship and probate services to those persons or estates when no other person or corporation is qualified and willing to serve so that their well being, property and interests are protected. The purpose of the Estate Administration Activity is to provide inventory and asset management to our clients under Court appointment so their estates are preserved and protected. The purpose of the Estate Operations Activity is to provide financial and accounting services to our clients and estates under Court appointment so that they receive accurate management of income and expenditures. The purpose of the Guardianship Activity is to provide coordination, oversight and monitoring services of our clients medical and personal needs so they receive appropriate medical attention and their general well being is ensured. The purpose of the Investigation Services Program is to provide information and recommendations to the court and community so that adjudication or alternative services may be sought. The purpose of the Financial Exploitation Prevention Activity is to investigate whether abuse of a vulnerable person's assets has occurred and determine the appropriate actions needed to protect the person and their remaining assets so that the court and law enforcement agencies may proceed with protective proceedings. The purpose of the Public Fiduciary Intake Activity is to provide intake services to the community and the courts so that referrals and investigative orders can be assessed and investigated to determine the need for guardianship, conservatorship or probate so that the need for protective or other legal proceedings may be determined. Recorder Program Activity RECORDER'S DOCUMENT OPERATIONS MICROGRAPHICS MAILOUT PUBLIC ASSISTANCE Purpose The purpose of the Recorders 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. 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. 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. The purpose of the Mailout activity is to provide and prepare outgoing recorded documents for businesses and the general public so that they can receive original documents in a timely manner for business and/or personal use. The purpose of the Public Assistance Activity is to make copies of public records for the general public, title company and service companies so that they can quickly obtain copies of their recorded activities. Research & Reporting Program Activity RESEARCH & REPORTING COUNTY DEPT CONTRACTED SURVEYS OUTSIDE AGENCY CONTRACT SURVEY STUDY DESIGN COUNTY SPONSORED SURVEYS Purpose The purpose of the Research And Reporting Program is to provide survey data services to county managers and external agencies so they can have statistically valid data upon which to base informed decisions. The purpose of the County Department Contracted Surveys Activity (CDCS) is to provide survey data to county agencies and departments so they have statistically valid data upon which to base informed decisions. The purpose of the Outside Agency Contracted Surveys Activity is to assist other government and/or non-profit agencies with their survey data needs so that Maricopa County and its residents can benefit from the data collected. The purpose of the County Sponsored Surveys Activity is to collect data from employees and customers and develop reports for County Management so they have statistically valid data upon which to base informed decisions. The purpose of the County Sponsored Surveys Activity is to collect data from employees and customers and develop reports for County Management so they have statistically valid data upon which to base informed decisions. 943 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) Risk Management Program Activity CLAIMS RESOLUTION AND LITIGATION MANAGEMENT CLAIMS AND LITIGATION MGMT ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL MANAGEMENT SVCS RISK MANAGEMENT/SELF INSURANCE TRUST FUND ADMINISTRATION SAFETY MANAGEMENT SAFETY MANAGEMENT SERVICES Purpose The purpose of the Claims Resolution and Litigation Management Program is to provide claims disposition and litigation management services to the County so they can reduce the cost of claims and expenses. The purpose of the Claims and Litigation Management Activity is to provide management of claims and lawsuits and monetary collection services to the County so they can reduce the cost of claims and expenses. The purpose of the Environmental Management Program is to provide environmental technical services to the County so they can minimize or eliminate liabilities. The purpose of the Environmental Management Services Activity is to provide environmental management services for the County so they can identify and mitigate potential liabilities. The purpose of the Risk Management Self-Insurance Program is to provide coverage and liability reduction services to the County so they will have adequate protection of County assets. The purpose of the Trust Fund Administration Activity is to provide oversight of risk management services to Maricopa County departments, districts and trust members so they can have adequate protection and coverage of assets at the most cost effective price. The purpose of the Safety Management Program is to provide safety management services to the County so they can ensure standards compliance and control and/or prevent losses. The purpose of the Safety Management Services Activity is to provide consultation, technical, and training services to the County so they can ensure standards compliance and control and/or prevent losses. Treasurer Program Activity ACCOUNTING AGENCY ACCOUNTING TREASURER ACCOUNTING PROPERTY TAX Purpose The purpose of the Accounting Program is to provide accounting and investment services for the Treasurer and Maricopa County and its political subdivisions so that there is fiscal accountability to county residents. The purpose of the Agency Accounting Activity is to apportion tax collections and provide timely and accurate accounting and investment services for county agencies so that they can conduct their operations and make informed decisions, manage resources and report results relative to their agency. The purpose of the Treasurer Accounting Activity is to provide timely and accurate accounting services for the Treasurer's Office staff so that they can make informed decisions, manage resources and report results. The purpose of the Property Tax Program is to provide tax information for owners of property in Maricopa County so that they may pay their taxes in an accurate and prompt fashion and that their payments are accurately posted (applied). CLIENT SERVICE The purpose of the Client Services Activity is to accept and post tax and non-tax payments for internal and external customers so that revenues are accurately and promptly posted (applied). TAX SERVICES The purpose of the Tax Services Activity is to provide property tax billing information and problem resolution for internal (Assessor, Finance, Sheriff departments) and external (property owners, tax service and mortgage companies) customers so that property taxes are paid and necessary adjustments made. 944 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) Highways & Streets Transportation Program Activity BUILD ROADS AND BRIDGES CONSTRUCTION MGT & ENG CONSTRUCTION INSPECTION PROJECT MANAGEMENT QUALITY ASSUR & QLTY CNTRL ROADWAY CONSTRUCTION SURVEY PROGRAM MGT AND SUPPORT ENGINEER ROADS AND STRUCTURES DESIGN IMPROVEMENT DISTRICT ADMIN REGULATION RIGHT-OF-WAY UTILITY RELOCATION MANAGE TRAFFIC TRAFFIC ENGINEERING TRAFFIC MANAGEMENT EAST AREA MAINTENANCE INTEGRATED ROADWAY MAINT Purpose The purpose of the Build Roads and Bridges program is to provide design and construction of roads and bridges to the traveling public so that they can get to their destination in a safe and efficient manner. The purpose of the Construction Management and Engineering Activity is to provide construction management and engineering support to construction projects so projects can be delivered on time and in a cost-effective manner. The purpose of the Construction Inspection Activity is to provide inspection support so projects can be delivered in a safe and cost-effective manner. The purpose of the Project Management Activity is to provide overall project coordination of transportation improvement projects so projects are delivered on time and in a cost-effective manner. The purpose of the Quality Assurance and Control Activity is to provide quality oversight so that projects can be delivered at the level of quality specified. The purpose of the Roadway Construction Activity is to deliver new or improved road and structure projects on time and in a cost-effecive manner. The purpose of the Survey Activity is to provide survey suport so that projects can be delivered in a safe and cost-effective manner. The purpose of the Program Management and Support Activity is to provide project management oversight and support so that projects can be delivered in a timely and cost-effective manner. The purpose of the Engineer Roads and Structure program is to provide roadway pre-build services and support to contractors so they can build and implement cost effective and safe projects in a timely manner. The purpose of the Design Activity is to provide complete construction plans and plan reviews to contractors so they can build and implement cost-effective and sae projects in a timely manner and with minimal changes. The purpose of the Improvement District Administration Activity is to provide local improvement financing and construction options to property owners so they can improve their neighborhood. The purpose of the Regulation Activity is to provide plan reviews and field inspections of projects impacting Couty right-of-way for permit applicants so they can complete their projects in compliance with County requirements. The purpose of the Right-of-Way Activity is to provide the land rights identified in the roadway or structure design plans to the public and project team so they can build the roads or structures on time. The purpose of the Utilities Relocation Activity is to provide oversight and management of utilities installation and relocation in County rights of way so that contractors can complete their projects in compliance with County requirements. The purpose of the Manage Traffic program is to provide traffic safety solutions to contractors and provide coordinated traffic information, and emergency and event control services to the traveling public so that their trip is safe and travel delays are minimized. The purpose of the Traffic Engineering Activity is to provide less congested and safer roadways to the traveling public throught the implementation of Traffic Engineering solutions so that they experience less delay and improved public safety. The purpose of the Traffic Management Activity is to provide coordinated traffic and Intelligent Transportation Systems (ITS) operations services to reduce traffic congestion for the traveling public so that travel delays are minimized. The purpose of the East Area Maintenance Activity is to provide dirt roadway maintenance and overall system inspections in the Eastern region of Maricopa County so the traveling public can drive on safe roads. The purpose of the Integrated Roadway Maintenance Activity is to provide costeffective surface treatments, rehabilitations, betterments, and minor construction to roadways so the public travels on safe and efficient roadways. 945 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) OFF-ROAD EQUIPMENT ON-ROAD EQUIPMENT RIGHT-OF-WAY MAINTENANCE TRAFFIC SIGNS MAINT ROADWAY STRIPING MAINT TRAFFIC SIGNALS MAINT WEST AREA MAINTENANCE WORK ZONE TRAFFIC CONTROL ROADWAY MAINTENENCE ENVIRONMENTAL CLEARANCE PROJECT PARTNERSHIPS The purpose of the Off Road Equipment Activity is to provide timely heavy equipment operations to the County roadway repair projects and maintenance area supervisors so projects can be completed efficiently and effectively. The purpose of the On Road Equipment Activity is to provide timely trucking services to the County roadway maintenance projects and maintenance area supervisors so projects can be completed efficiently and effectively. The purpose of the Right-of-Way Maintenance Activity is to maintain guardrails and roadway appurtenances in addtion to keeping rights-of-way clear of sight restrictions so the public can travel safely. The purpose of the Traffic Signs Maintenance Activity is to repair/replace, manufacture and install traffic signs along Maricopa County's roadways in accordance with placement standards so that road users are provided information necessary to travel safely and lawfully. The purpose of the Roadway Striping Maintenance Activity is to provide roadway markings on County roads so the road users can travel on safe roads in an orderly fashion. The purpose of the Traffic Signals Maintenance Activity is to maintain and repair Maricopa County's traffic signal system so road users are provided efficient movement through current traffic conditions. The purpose of the West Area Maintenance Activity is to provide dirt roadway maintenance and overall system inspections in the Western region of Maricopa County so the traveling public can drive on safe roads. The purpose of the Work Zone Traffic Control Activity is to provide barricades, flagging, and other temporary traffic control services to the traveling public and MCDOT workforces so they can drive and work safely in County work zones. The purpose of the Roadway Maintenance program is to provide roadway upkeep and betterments to the traveling public so they can have safe trips on smooth, cost effective roads. The purpose of the Environmental Clearance Activity is to provide environmental compliance documentation to the appropriate government agencies so they can allocate funds, issue permits, grant rights-of-way, and ensure environmental mitigation for transportation projects. The purpose of the Project Partnerships Activity is to provide agreements and funding opportunities to public and private partners so the Maricopa County region can benefit from coordinated and collabroative transportation investments. PUBLIC OUTREACH The purpose of the Public Outreach Activity is to provide information and interactions to the public so they can be better informed about how MCDOT projects affect them and participate more fully in the development of MCDOT projects. PROGRAMMING The purpose of the Programming Activity is to provide prioritized transportation project recommendations to the Board of Supervisors so they can demonstrate regional leadership through effective and efficient transportation investment decisions. The purpose of the Transportation Planning Activity is to provide plans, studies, general transportation system research, information, and recommendations for Maricopa County so County decision makers can take an active and informed role in deciding long-range regional issues. TRANSPORTATION PLANNING Health, Welfare & Sanitation Animal Care & Control Program Activity ANIMAL CONTROL ANML CTRL ENFORCEMENT ACTIVITY ANIMAL CRUELTY INVESTIGATION KENNEL PERMIT ACTIVITY Purpose The purpose of the Animal Control Program is to provide animal control services to fulfill contractual activities to unincorporated areas, cities and towns within Maricopa County and to assist other agencies so that the citizens can be free of animal related health and safety dangers as well as the dangers associated with irresponsible pet ownership. The purpose of the Project Pet Food Activity is to distribute pet food to low-income residents of Maricopa County so that owners may continue to care for their pets and not be subjected to surrendering them. The purpose of the Animal Cruelty Activity is to initiate investigations on possible animal cruelty as determined by the Animal Control Officer (ACO) on site so that the appropriate charges may be filed in accordance with ARS Title 13. The purpose of the Kennel Permit Activity is to process kennel permit applications, inspect premises to ensure that they are in compliance with health and safety laws and ordinances and issue permits so that citizens can be free of animal related health and safety dangers. 946 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) PET ADOPTION CAT ADOPTION ACTIVITY The puropse of the Pet Adoption Program is to provide adoptable animals to the people of Maricopa County so that there will be a reduction in euthanasia of sheltered animals and the creation of life-long human/animal bonds. The purpose of the Cat Adoption Activity is to provide healthy, well-socialized cats to adopting individuals and families of Maricopa County so that the animals will not be euthanized and the adopters can experience long-term ownership. DOG ADOPTION ACTIVITY The purpose of the Dog Adoption Activity is to provide healthy, well-socialized dogs to adopting individuals and families of Maricopa County so that the animals will not be euthanized and the adopters can experience long-term ownership. PET LICENSING The purpose of the Pet Licensing Program is to provide licensing services to the people of Maricopa County so that the spread of rabies can be controlled and citizens can recover lost pets. The purpose of the Cat Licensing Activity is to provide licensing to the people of Maricopa County so that the spread of rabies can be controlled and that citizens can recover lost pets. The purpose of the Dog Licensing Activity is to provide dog licensing to the people of Maricopa County so that the spread of rabies can be controlled and that citizens can recover lost pets. The purpose of the Animal Sheltering Program is to provide shelter and care to animals that are brought into Animal Care & Control shelter facilities so that they can be held for final disposition. The purpose of the Fostering Activity is to extend the care of animals through foster homes so that they can gain the strength and immunity necessary for maintaining their health to be put up for adoption. The purpose of the Impoundment Activity is to receive animals from MCACC Field Services, other animal control agencies and the public so that these animals can be sheltered and cared for. The purpose of the Quarantine Activity is to monitor the health of animals so that determinations may be made as to whether the animals are asymptomatic for rabies or not. The purpose of the Animal Welfare Safety Net Program is to provide low-cost medical, behavioral, and animal care services to the people of Maricopa County so that there may be a decrease in animal overpopulation, an increase in life-long relationships with people and their pets, and an increased knowledge as to the benefits of the human/animal period. The purpose of the Humane Education Activity is to educate citizens about animal care and behavior so that people are knowledgeable and aware of the nuances and the responsibilities of pet ownership, animal behavior and the human/animal bond. CAT LICENSING ACTIVITY DOG LICENSING ACTIVITY ANIMAL SHELTERING PROGRAM FOSTERING ACTIVITY IMPOUNDMENT ACTIVITY QUARANTINE ACTIVITY ANIMAL WELFARE SAFETY NET ANL CARE & BEHVR EDUC ACTIVITY ANIMAL CARE VOLUNTEER ACTIVITY LOW-COST SPAY/NEUTER ACTIVITY OPERATION FELIX ACTIVITY PROJECT PET FOOD ACTIVITY The purpose of the Volunteer Activity is to provide citizens an opportunity to volunteer time to assist MCACC with its mandated and non-mandated services so that those who desire to volunteer will be given an opportunity and MCACC will be provided with an alternative staffing source to maintain a stabilized fee structure for the services provided to the citizens of Maricopa County. The purpose of the Low-Cost Spay/Neuter Activity is to provide assistance to lowincome residents for the spay/neuter of their pets so that the pet population will not increase and owners will not have to surrender pet offspring to our facilities. The purpose of the Operation FELIX Activity is to trap, neuter and release feral cats back into their colonies and to educate and assist citizens so that the feral cat population can be controlled. The purpose of the Project Pet Food Activity is to distribute pet food to low-income residents of Maricopa County so that owners may continue to care for their pets and not be subjected to surrendering them. 947 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) Community Development Program Activity COMMUNITY DEVELOPMENT BLOCK GRANT CDBG ADMINISTRATION CDBG PROJECTS HOME HOME ADMINISTRATION HOME PROJECTS Purpose The purpose of the Community Development Block Grant Program is to provide eligible community improvements to CDBG subrecipients so that low and moderate income residents are empowered to develop viable communities. The purpose of CDBG Administration is to provide administrative sevices to CDBG subrecipients so that CDBG administration compliance is achieved. The purpose of CDBG Projects is to provide funding for community improvement to CDBG subrecipients so that community development activities for low and moderate income residents are completed. The purpose of the HOME Program is to provide affordable housing opportunities to qualified HOME recipients, subrecipients, and Community Housing Development Organizations (CHDOs) so that suitable housing for low and moderate income residents is preserved and expanded. The purpose of HOME Administration is to provide administrative services to HOME recipients, subrecipients, and CHDOs so that HOME administration compliance is achieved. The purpose of HOME Projects is to provide funding for affordable housing units to HOME recipients, subrecipients, and CHDOs so that housing stock for low and moderate income residents is preserved and expanded. Environmental Services Program Activity AIR QUALITY PROGRAM COUNTYWIDE AQ MONITORING DUST CNTRL EARTHMOVING COMPL DUST CNTRL VACANT LOT COMPL EARTHMOVING PERMIT ENFORCEMENT LARGE SOURCE PERMIT COMPLIANCE LARGE SOURCE PERMIT ENFRCMENT LARGE SOURCE PRMT ENG REVIEW PLANNING AND ANALYSIS Purpose 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 that they can effectively contribute to the attainment of the national ambient air quality standards. The purpose of Air Quality Monitoring and Compliance is to provide oversight of all stationary and activity based air pollution sources to Maricopa County stakeholders so that they can be confident they live in a healthful environment. The purpose of Air Quality Monitoring and Compliance is to provide oversite of all stationary and activity based air pollution sources to Maricopa County stakeholders so that they can be confident they live in a healthful environment. The purpose of the Dust Control Vacant Lot (DCVL) Activity is to provide air quality compliance inspections to all regulated vacant lots (open area parcels) so that those responsible for these parcels understand how to and do remain in compliance with all applicable federal, state and local air quality laws, rules and regulations. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Air Quality Planning and Permitting Activity is to provide rule writing and reviewing applications for stationary and activity based air pollution to permitted stationary air pollution sources so that they operate in compliance with all applicable regulations. 948 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) SMALL BUSINESS ASST ACTIVITY SMALL SOURCE COMPLAINT MNGT SMALL SOURCE PERMIT COMPLIANCE SMALL SOURCE PERMIT ENFRCMENT SMALL SOURCE PRMT ENG REVIEW TRIP REDUCTION ACTIVITY VOL VEHICLE REPAIR & RETROFIT ENVIRONMENTAL HEALTH SERVICES ENV HEALTH ENFORCEMENT ACT ENV HEALTH PERMIT COMPLIANCE ENV HEALTH PLAN REVIEW The purpose of the Small Business Assistance Activity is to provide air quality technical assistance to businesses so that they can operate within the federal, state and local air quality standards. The purpose of the Small Business Assistance Activity is to provide air quality technical assistance to businesses so that they can operate within the federal, state and local air quality standards. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which hel The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Air Quality Permits Activity is to provide Air Quality Permits and enforcement of the Maricopa County Air Pollution Control Regulations to the regulated enterprises within Maricopa County so they can conduct business in manner which helps maintain air quality standards for Maricopa County. The purpose of the Trip Reduction Activity is develop trip reduction plans so that the companies with 50 or more employees can help to reduce emissions caused by single occupancy commuter traffic. The purpose of the VVR&R Activity is to provide emissions repair work to County residents who have received an emissions test failure notice so that they can comply with vehicle registration emission standards. The purpose of the Environmental Health Division is to provide Environmental Health Inspections and educational services for the general public and regulated facilities so that compliance is maintained with applicable regulations of the Maricopa County Environmental Health Code. The purpose of the Enforcement activity is to provide legal remedies for the regulated community so that they can recognize their obligation to operate in compliance. The purpose of the Environmental Health Permits Activity is to provide Environmental Health Permits and enforcement of the Enviromental Health Code to the regulated businesses within Maricopa County so they can conduct business while maintaining a safe food and water supply. The purpose of the Environmental Health Plan Review Activity is to provide Environmental Health Inspections and educational services to the general public and new facilities under construction (e.g. Public/Semi-Public Bathing Places, Eating & Drinking Establishments, Food Processor, Meat Markets, Pet Shops, Public Accommodations, Retail Food Establishments, Peddlers, and Institutional Facilities), so that compliance is maintained with building design and structural aspects regulated by the Maricopa County Environmental Health Code. VECTOR CONTROL PROGRAM The purpose of the Vector Control Program is to provide surveillance and testing, adulticiding, and larviciding of vector species, respond to vector control complaints, educate the public, and study vector borne diseases for the citizens of Maricopa Countty so that they can reduce the incidence of vector borne diseases. MOSQUITO ADULTICIDING The purpose of the Adulticiding Activity is to abate mosquitoes for the citizens of Maricopa County so that vector control personnel can reduce vector borne diseases by reducing the population of adult mosquitoes. The purpose of Larviciding Activity is to treat breeding sites with larvicide for the citizens of Maricopa County so that vector control personnel can reduce vector borne diseases by reducing the population of adult mosquitoes. The purpose of Vector Control Rodent Control Activity is to answer, respond, and forward complaints involving rodent activity for the concerned citizens of Maricopa County. The purpose of Vector Control Complaint Activity is to answer, respond, and forward complaints for surveillance and testing for the concerned citizens of Maricopa County so that they can have their complaints recorded. MOSQUITO LARVICIDING RODENT CONTROL VECTOR CONTROL COMPLAINT MGMT 949 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) VECTOR PUBLIC EDUCATION VECTOR SURVEILLANCE & TESTING STORM WATER COMPLIANCE ACT The purpose of Vector Public Education Activity is to provide education and information about WNV specifically and mosquito control generally, and seek voluntary compliance to take the necessary precautions to prevent the transmission of WNV to Maricopa County citizens so that they are aware the County's and their own role in the reduction of the spread of WNV disease. The purpose of the Vector Control Surveillance and Testing Activity is to provide necessary and accurate data in an efficient manner on vector species to vector control personnel so that they can initiate appropriate control activities to reduce Maricopa County's citizens' exposure to vector borne diseases. The purpose of the StormWater Control Activity is to provide compliance for stormwater runoffl activities for stakeholders in Maricopa County so that they can be safe from hazards caused by non compliance with applicable rules governing stormwater runoff facilities. Health Care Mandates Program Activity PRE-AHCCCS LIABILITY MANAGEMENT Purpose The purpose of the Pre-AHCCCS Liability Management Program is to provide claims processing, disputed claims resolution and litigation support for Maricopa County Administration so they can manage and limit their pre-AHCCCS financial liability. LITIGATION SUPPORT The purpose of the Litigation Support Activity is to provide documents and technical expertise to litigation counsel so they can effectively defend the financial interests of Maricopa County Administration. The purpose of the Resolutions Activity is to provide a review of disputed preAHCCCS claims for Maricopa County Administration so they can fulfill their statutory obligation to resolve claims, limit their pre-AHCCCS financial liability, and avoid the need for subsequent litigation. The purpose of the Indigent Behavioral Health Program is to provide funds to the State for mental health programs so that they can ensure that their court-ordered obligations are met. The purpose of the SARN - ARNOLD V. SARN Activity is to contribute funding to the Arizona Department of Health Services (ADHS) via an Intergovernmental Agreement (IGA) to provide adequate services for Maricopa County's indigent seriously mentally ill (SMI) persons. The purpose of the Genenral Mental Health Activity is to contribute funding to the Arizona Department of Health Services (ADHS) via an Intergovernmental Agreement (IGA) to provide the same level of behavioral health services for indigent non-SMI population in Maricopa County that were in place prior to the 1981 inception of the AHCCCS program. The purpose of the Disproportionate Share Match Program is to provide support for the federal Disproportionate Share Hospital program for Maricopa Medical Center. RESOLUTIONS INDIGENT BEHAVIORAL HEALTH ARNOLD V. SARN GEN MENTAL HEALTH DISPROPORTIANATE SHARE MATCH DISPROPORTIONATE SHARE MATCH The purpose of the Disproportionate Share Match Activity is to provide support for the federal Disproportionate Share Hospital program for Maricopa Medical Center. INDIGENT HEALTH CARE The purpose of the Indigent Health Care Program is to provide funds to the State's AHCCCS programs and to provide funding for outstanding Pre-AHCCCS claims for Maricopa County Administration so that they can ensure accurate and proper distribution of funds. The purpose of the Pre-AHCCCS Liability Activity is to provide funding for outstanding Pre-AHCCCS claims for Maricopa County Administration so that they can ensure accurate and proper distribution of funds. The purpose of the AHCCCS Contribution Activity is to contribute financial support to the State AHCCCS program to satisfy the Federal Medicaid matching requirement, which represents a mandated contribution for the medical services cost of AHCCCS enrolled members. PRE-AHCCCS LIABILITY AHCCCS CONTRIBUTION 950 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) Medical Examiner Program Activity MEDICAL EXAMINERS DECEDENT ADMISSIONS CREMATION AUTHORIZATIONS DECEDENT TRANSPORT DECEDENT MEDICAL EXAMINATION HISTOTECHNOLOGY DECEDENT MEDICAL INVESTIGATIONS TRANSCRIPTION TOXICOLOGY Purpose The purpose of the Medical Examiners is to provide a determination and timely report of findings as to the cause and manner of death, and an authorization for the cremation of decedent remains, for the families of decedents and the legal and medical community so that they can have closure, prosecute offenders, and take actions to safeguard public health and safety. The purpose of Admissions is to provide the admission record for the Medical Examiners so that they can conduct an examination and record the determination of the cause and manner of death. The purpose of Cremation Authorizations Activity is to provide certification for cremation to the public so that they can legally cremate a person's remains. The purpose of Decedent Transport is to provide a timely recovery of decedents and preserve the chain of custody of remains and evidence for the Medical Examiners so that they can determine cause and manner of death. The purpose of the Decedent Medical Examinations is to provide a certification as to the cause and manner of death, a timely report of findings, and expert testimony in legal proceedings for families of decedents and the legal and medical community so that they can conduct financial transactions and have closure, investigate and prosecute offenders, and reduce risks to public health and safety. The purpose of Histotechnology is to produce micro slides of organ tissues according to established histology standards for the Medical Examiners so that they can make a timely determination whether or not an identifiable disease contributed to the cause and manner of death. The purpose of Medical Investigations is to provide medical and forensic information to the Medical Examiners so that they can use the information to make a timely determination of the cause and manner of death. The purpose of Transcription Activity is to provide the transcription of reports and information for the Medical Examiners so that they can issue their findings and the death can be registered. The purpose of toxicology is to provide drug analyses and test results according to established laboratory standards to the Medical Examiners so that they can make a timely determination whether or not drugs or chemicals contributed to the cause and manner of death. Public Health Program Activity BIO-DEFENSE PREPAREDNESS/RESPONSE Purpose The purpose of the Bio-Defense Preparedness and Response Program is to provide a comprehensive plan for detecting and responding to a public health disaster as well as provide leadership and coordination of the Department’s response so that the Department can mount a coordinated, rapid and appropriate response. BIO-DEFENSE INTELLIGENCE The purpose of Bio-Defense Intelligence Gathering is to conduct disease surveillance so that the Maricopa County Department of Public Health (MCDPH) can mount a coordinated, rapid and appropriate response to any natural or intentional biological event, disease outbreak, or other public health disaster threatening the health and safety of Maricopa County residents. The purpose of Planning and Training is to provide readiness assessment, preparedness and response planning and training to the Maricopa County Department of Public Health (MCDPH) and to the Health and Human Services (HHS) Constellation partners and other identified partners so that they can be fully prepared and responsive to a public health disaster or emergency. The purpose of the Community Development Program is to provide facilitation and resources to communities at risk in Maricopa County so that they can reduce disease. The purpose of HIV Community Education is to provide meetings of HIV prevention agencies in Maricopa County so that they may coordinate efforts to better serve the community. The purpose of HIV/AIDS Services Planning Council Support is to provide facilitation of fulfilling all legislatively mandated roles and responsibilities of the Planning Council so that the Planning Council effectively meets the needs of those living with HIV/AIDS. The purpose of Minority and Community Health is to provide public health resources to communities of color who are at greater risk of disease, so that disease disparities can be reduced. PLANNING AND TRAINING COMMUNITY DEVELOPMENT HIV COMMUNITY EDUCATION HIV/AIDS SERVICES PLANNING MINORITY AND COMMUNITY HEALTH 951 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) HIV/HCV SERVICES HEPATITIS EDUC, PREV & SURV HIV COUNSELING & TESTING HIV PREVENTION SERVICES FOR PEOPLE WITH HIV/A FAMILY HEALTH FAMILY HEALTH PARTNERSHIPS FAMILY PLANNING NEWBORN INTENSIVE CARE PREGNANCY CONNECTION PARENT SUPPORT CENTER WELL WOMAN HEALTHCHECK HEALTH RELATED DATA BIRTH & DEATH CERT REGISTRN BIRTH AND DEATH CERTIFICATES HEALTH AND DISEASE STATISTICS The purpose of HIV/HCV Services is to provide planning, procurement, execution, and monitoring of medical, health, and support service agreements to people living with HIV/AIDS and HCV so that morbidity and mortality will be reduced and overall quality of life will be improved. The purpose of the Hepatitis Education, Prevention and Survival activity is to provide information and skills to incarcerated populations at risk for hepatitis so they can change attitudes and practices to prevent the spread of viral hepatitis. The purpose of HIV Counseling and Testing is to provide counseling and testing services for people at risk for HIV so that they can reduce the likelihood of contracting HIV or get early intervention services if infected with HIV. The purpose of HIV Prevention Activity is to provide information and skills to populations at risk for HIV so that the rate of HIV infection will be reduced in Maricopa County. The purpose of Services for People with HIV/AIDS (Ryan White Title I) is to provide medical, health and support services to people living with HIV in the Phoenix Eligible Metropolitan Area (EMA) so that they can lead healthier, longer, and more productive lives. The purpose of Family Health is to provide assessment, services, and policy development leadership to families so that health disparities among women and children are reduced. The purpose of Family Health Partnerships is to provide technical assistance to local programs so that they can expand their capacities to improve maternal/child health outcomes. The purpose of Family Planning is to provide affordable (low cost or free) wellwomen health examinations and family planning services to uninsured women so that these women may plan their pregnancies and remain healthy throughout their pregnancies. The purpose of the Newborn Intensive Care Activity is to provide in-home nursing visits and case management services to families of babies who were critically ill at birth so that the physical, developmental, social and environmental status of these babies is improved. The purpose of the Pregnancy Connection activity is to provide intervention and prevention services to uninsured pregnant adolescents/women so that access to early prenatal care is increased and babies are born healthy. The purpose of the Parent Support Center is to provide parenting education and supportive services to families so that child abuse and domestic violence is prevented and families are healthier. The purpose of the Well Woman Healthcheck is to provide increased access to preventive health services to uninsured older women so that there is earlier detection of breast and cervical cancer. The purpose of Health Related Data is to provide accurate and timely data and documents to members of the public and service providers so that they have relevant information for disease detection, disease prevention, and legal documentation. The purpose of the Birth and Death Records Activity is to record pertinent information about births and deaths in Maricopa County for public health professionals so that they can quickly and accurately detect disease and death patterns. The purpose of the Birth and Death Certificates activity is to provide copies of birth and death certificates on request to private individuals who are entitled to have them so that they can conduct their personal business in a timely manner. The purpose of Health and Disease Statistics (Epidemiology) is to provide information and training regarding population health status as well as epidemiologic and data methods and procedures to other Public Health divisions, County departments, and the public at large so that they can productively use accurate data to implement and evaluate health-related interventions. 952 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) CHRONIC DISEASE & TOBACCO CONTROL CARDIOVASCULAR DISEASE EDUC CHILD INJ PREVENT & HLTH EDUCN TOBACCO USE EDUCATION WOMEN TOGETHER FOR HEALTH HEALTHCARE FOR HOMELESS INDIVIDUALS PRIMARY CARE CLINIC-HOMELESS INFECTIOUS DISEASE CONTROL & TREATMENT GENERAL HEALTH SURVEILLANCE HANSEN'S DISEASE HIV SURVEILLANCE INF DISEASE CNTL FOR REFUGEES JAIL WORK RELEASE EXAMINATIONS PUBLIC HEALTH LABORATORY PUBLIC HEALTH PHARMACY SEXUALLY TRANSMITTED DISEASE TUBERCULOSIS SERVICES The purpose of Health Education is to provide prevention education to people living in Maricopa County so that healthy behaviors are increased and the incidence of disease is reduced. The purpose of Cardiovascular Disease Education is to provide education and motivation to students in grades four through eight to increase their physical activity now, and throughout their lives. The purpose of Childhood Injury Prevention and General Health Education is to educate people on child safety issues and distribute child safety devices to low income children in Maricopa County so that the rate of unintentional injuries and deaths may be reduced. The purpose of the Maricopa County Tobacco Use Prevention activity is to provide leadership, direction, education and support to all residents of Maricopa County so they can live in tobacco-free communities. The purpose of the Women Together for Health activity is to provide education, motivation and support to women of childbearing years so that they can make positive changes to improve their health. The purpose of Healthcare for Homeless Individuals is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so that an optimal level of health can be achieved. The purpose of the Primary Care Clinic for the Homeless is to provide integrated primary care, medical and behavioral health services, in a holistic manner for homeless persons of Maricopa County so that an optimal level of function is achieved. The purpose of Infectious Disease Control and Treatment is to provide clinical, outreach, and community-based interventions to defined populations and communities in order to prevent sexually transmitted diseases and tuberculosis, and promote the health of the community. The purpose of General Health Surveillance is to provide investigations of all cases of communicable diseases to residents of Maricopa County so that the sources of disease can be identified and the spread of infectious diseases can be controlled. The purpose of Hansen’s Disease Services is to provide medical services to individuals suspected or confirmed with Hansen’s Disease (also known as leprosy) so that they prevent the development of debilitating conditions due to lack of or inappropriate treatment of the disease. The purpose of HIV Surveillance is to provide verification and follow-up to reported and suspected cases of HIV and AIDS so that spread of HIV will be reduced in the community. The purpose of Infectious Disease Control for Refugees is to provide necessary communicable disease screening and treatment to newly-arrived refugees to Maricopa County so that the community experiences better total health and the spread of disease is prevented. The purpose of Jail Work Release Examinations is to provide screening for communicable diseases and basic physical exam to incarcerated individuals to determine their suitability for placement in outdoor incarcerated work release living environment. The purpose of the Laboratory is to provide client testing for Public Health clinics so that they will receive their results quickly and at great cost savings. The purpose of the pharmacy is to provide medications for Public Health programs and clients so that they can get cost savings on expensive medications. The purpose of STD Testing and Treatment is to provide testing, treatment, and follow-up to people at risk for developing a STD (other than HIV) so that they may be disease free. The purpose of Tuberculosis Services is to provide identification, prevention, and treatment of individuals with active tuberculosis and their contacts, so that they are free of tuberculosis and the spread of TB in the community is reduced. 953 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) IMMUNIZATION SERVICES ADULT IMMUNIZATIONS CHILDHOOD IMMUNIZATIONS IMMUNIZATION EDUCATION NUTRITION COMMUNITY NUTRITION WOMEN INFANTS & CHILDREN (WIC) ORAL HEALTH DENTAL INSURANCE DENTAL SURVEILLANCE DENTAL SEALANTS ORAL HEALTH TOBACCO USE The purpose of Immunization Services is to provide immunizations to eligible children and adults so that vaccine-preventable diseases can be prevented in Maricopa County. The purpose of Adult Immunizations is to provide the recommended or required immunizations to individuals planning to travel outside the United States or to meet immunizations requirements in the United States so that they can experience better total health through prevention activities. The purpose of Childhood Immunizations is to provide immunizations to children 0 to 18 and education to parents, guardians, and day care and school staff to reduce/eliminate the transmission of vaccine preventable diseases. The purpose of Immunization Education is to provide classes to immunization providers in the community so that there will be an increase in immunization coverage rates for their clients (0-2 years old). The purpose of the Nutrition Program is to provide services, resources and referrals to residents of Maricopa County so that they will be empowered to realize, attain, and achieve food security and implement nutritional practices associated with disease reduction and optimal health. The purpose of Community Nutrition is to build community partnerships to provide nutrition programs, resources and referrals for the residents of Maricopa County so that they can implement nutrition and lifestyle practices to improve health, reduce chronic disease risks, and decrease barriers to food security. The purpose of WIC is to provide supplemental food and nutrition education for pregnant, breastfeeding, postpartum women, infants & children (up to age five) so that they adopt lifetime nutrition habits for better nutritional/health status. The purpose of Oral Health is to provide education, preventive, and treatment services to targeted children, adults and healthcare providers so that oral disease is detected, reduced, and oral health is enhanced. The purpose of Dental Insurance is to provide access to dental insurance benefits for low income people in Maricopa and Pinal Counties so they have the opportunity to receive dental services when needed. The purpose of Dental Surveillance is to provide disease monitoring services to schools in Maricopa County so that oral health needs can be determined and addressed. The purpose of Dental Sealants is to provide dental sealants to uninsured, AHCCCSand KidsCare-eligible second and sixth grade students in Maricopa County so that they experience less tooth decay. The purpose of Oral Health Tobacco Use Prevention is to provide curriculum and training that emphasizes the oral health manifestations of tobacco use to dental and medical health care providers in Maricopa County so that they can improve their ability and capacity to incorporate this knowledge into their practice. Solid Waste Program Activity ENVIRONMENTAL WASTE MANAGEMENT HOUSEHOLD HAZARDOUS WASTE ILLEGAL DEUMPING CLEAN-UP WASTE TIRE MANAGEMENT Purpose The purpose of the Environmental Waste Management program is to provide management services for household hazardous waste and illegal dumping clean-up as well as waste tire storage, disposal and recycling services so that it can provide its citizens with convenient, safe and economical and environmental sound waste disposal. The purpose of the Household Hazardous Waste Collection Activity is to provide wate collection services for batteries, oil, paint, and antifreeze for residents of Maricopa County so they can have an environmentally safe disposal outlet for these wastes. The purpose of the Illegal Dumping Clean-Up Activity is to provide the cleanup of illegally disposed of solid wastes for Maricopa County residents so they are provided a safe environment and protection of public health. The purpose of the Waste Tire Activity is to provide collection and disposal facilities for Maricopa County residents so waste tires will not be illegally disposed of within the County. 954 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) WASTE DISPOSAL MANAGEMENT LANDFILL POST-CLOSURE MONITOR WASTE TRANSFER STATION The purpose of the Waste Disposal Management program is to provide convenient, safe and economical waste disposal services for the remotely located areas of the County and perform closure and post-closure services to protect public health and the environment. The purpose of the Landfill Post-Closure Maintenance and Monitoring Activity is to provide the necessary post-closure maintenance and monitoring services to landfills in order to protect the health and environment of the residents of Maricopa County. The purpose of the Waste Transfer Station Activity is to provide waste disposal facilities for Maricopa County residents who are not provided with private waste collection so they can safely dispose of solid wastes. Public Safety Adult Probation Program Activity BEHAVIORAL CHANGE EDUCATION ACTIVITY PRESENTENCE ACTIVITY PRETRIAL BAIL/BOND REVIEW PRETRIAL INIT AP RELEASE INFO PRETRIAL SUPERVISION ACTIVITY TRANSITION & TREATMNT ACTIVITY COMMUNITY JUSTICE COMMUNITY RESTORATION ACTIVITY IN-CUSTODY MANAGEMENT ACTIVITY INDIRECT SERVICES ACTIVITY Purpose The purpose of the Behavioral Change Program is to provide assessment, treatment and education services to offenders so that they can experience positive behavioral change. The purpose of the Education Activity is to provide education classes and services for adult students so that they can develop new life skills as evidenced by their successful completion of the education program. The purpose of the Presentence Activity is to provide timely investigation, screening and assessments of offenders for judges so that they (judges) can make informed sentencing decisions. The purpose of the Pretrial Bail/Bond Review Activity is to provide the court with a review and report of the defendant’s bail/bond and custody status so that the court can modify the bail/bond custody status, if appropriate. The purpose of the Pretrial Jail Initial Appearance Release Information Activity is to provide information on arrested defendants to the Initial Appearance Court so that the court can make appropriate release decisions in a timely manner. The purpose of the Pretrial Supervision Activity is to provide supervision of conditionally released defendants so they can successfully complete release conditions without termination. The purpose of the Transition and Treatment Activity is to provide treatment services to probationers so that they can make behavioral change as evidenced by successful completion of the treatment 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. The purpose of the Community Restoration Activity is to provide services to victims and members of the community so that they can recover from the financial and emotional harm caused by crime. The purpose of the In-Custody Management Activity is to provide case management of jailed probationers for field probation officers so that they can be relieved of community supervision responsibility while the probationer is incarcerated. The purpose of the Indirect Services Activity is to provide administrative services for probationers who reside outside the county or in prison, so that their cases can be monitored and processed until returned to active supervision or terminated from supervision or terminated from supervision. 955 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) INTENSIVE PROBATION ACTIVITY STANDARD PROBATION ACTIVITY WARRANTS ACTIVITY The purpose of the Intensive Probation Activity is to provide community supervision of high-risk probationers so that they can be held accountable and not be committed to the Department of Corrections The purpose of the Standard Probation Activity is to provide community supervision of probationers so that they can be held accountable and not be committed to the Department of Corrections. The purpose of the Warrants Activity is to provide investigation and apprehension services for the Court so that absconded probationers are returned to the Court. Clerk of the Superior Court Purpose Program Activity COURT RECORDS CASE AND DOCUMENT FILING MEMORIALIZE COURT PROCEEDINGS FIDUCIARY SERVICES COURT ORDERED RECEIVABLES COURT ORDERED DISBURSEMENT The purpose of the Court Record Program is to provide access to the judicial system and related public records to the public, legal community, Courts, County and other governmental agencies so that they can pursue legal processes and/or obtain and maintain legal and financial records and information. The purpose of the Case and Document Filing Activity is to provide proof of the initiation of a case, filing of subsequent case documents, receipt of fees, and mandated processing services to the public, legal community, Courts, County and other governmental agencies so that they can have access to the judicial process and expedite resolution. The purpose of the Memorialization of Court Proceedings Activity is to memorialize court proceedings and events for the court and other interested parties so that they can have an objective record of those events in order to facilitate the judicial procesess and expedite resolution. The purpose of thd Clerk of Superior Court Fiduciary Services Program is to allocate and disburse court-ordered fees, provide account receivables and to execute court support orders to the public, legal community, courts, County and other governmental agencies so that they can be assured that all Superior Court monies are properly receipted, accounted for and disbursed. The purpose of the Court Ordered Receivables Activity is to provide information to individuals and businesses regarding their financial obligation due to the Superior Court so that they can comply with state law and court order by executing payments timely and completely. The purpose of the Court Ordered Disbursement Activity is to disburse trust monies to public agencies, businesses and individuals so that they can have access to monies as provided by court order. COURT DOCUMENT PRESERVATION The purpose of the Court Support Orders Activity is to execute Court-directed orders for the Court and the parties so that they can implement or obtain equities in the dissolution of marriages. The purpose of the Public Records Program is to register public applications and record legal documentation so that there is an accessible public record. The purpose of the Court Document Preservation Activity is to preserve legal documents for the citizens of Maricopa County and other governmental agencies so that documents can be retrieved upon request. PUBLIC REGISTRATIONS The purpose of the Public Registrations Activity is to register marriages, passport applications and process server certifications for the citizens of Maricopa County so that there is a legal, public record. COURT SUPPORT ORDERS PUBLIC RECORDS Constables Program Activity SERVICE OF PROCESS Purpose The purpose of the Service of Process Program is to provide the distribution of court documents to public and governmental agencies so they can proceed with litigation. SERVICE OF PROCESS 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. 956 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) Correctional Health Program Activity ADULT/REMANDED JUVENILE INMATE TREATMENT ACUTE INFIRMARY ACTIVITY ADULT INPATIENT PSYCH UNITS EXTERNAL HLTH CARE COST LONG TERM CARE INFIRMARY MED DISPENSION & DISTRIBUTION SICK CALL TREATMENT-MEDICAL UTILIZATION MANAGEMENT ACT HEALTH CARE MANAGEMENT CLINICAL EDUCATION & TRAINING HEALTH RECORDS HEALTH RISK MANAGEMENT INFECTION CONTROL INMATE ASSESSMENT 14-DAY HEALTH ASSESSMENT HEALTH SERVICES REQUESTS RECEIVING SCREENING HLTH CARE Purpose To provide medically necessary health care to adults and remanded juveniles in County correctional facilities in order to protect the health and safety of the community. The purpose of the Acute Infirmary Activity is to provide necessary treatment to inmates unable to be placed in general population that do not require hospitalization so that they can regain their health and return to the general inmate population. The purpose of the Adult Inpatient Psychiatric Unit Activity is to provide inpatient psychiatric treatment for inmates with mental health conditions so severe that prohibit their placement in general population so that they can be successfully reintegrated into the general inmate population. The purpose of the External Health Care Cost Activity is to provide payments for outside medical services rendered to Maricopa County inmates so that they can receive mandated health care. The purpose of the LTC Infirmary Activity is to provide a specialized environment to inmates with chronic/debilitating health conditions who are unable to be placed in general population that do not require hospitalization so that they can stay in jail per court mandate. The purpose of the Medication Dispensing and Distribution Activity is to provide daily distribution of provider prescribed and pharmacy provided prescriptions to inmates for prevention and treatment of illness/disease. The purpose of the Sick Call Treatment and Appointment Activity is to provide medically necessary care and treatment to inmates so they can have constitutionally mandated access to health care. The purpose of the Utilization Review Activity is to review requested outside services for medical necessity to ensure the most cost effective delivery of health care. To provide CHS internal and authorized external agencies the necessary associated services that assist and complement the direct administration of health care to patients incarcerated in County jails. The purpose of the Education and Training Activity is to provide an environment that encourages professional development by offering internal and external training opportunities to employees to ensure that all employees must achieve both a level of competence and compliance with continuing education credits as required by CHS policy, state licensure or mandated by an accrediting agency such as NCCHC. The purpose of the Health Records Activity is to provide an accurate inmate health care record to all parties requesting that information so they can continue with inmate care or utilize the information in legal proceedings. The purpose of the Health Risk Management Activity is to provide trending, analysis, recommendations, interventions, and reports to Department and County management so that they can make programmatic decisions or take action to contain or reduce adverse patient outcomes and the risk of adverse legal outcomes. The purpose of the Infection Control Activity is to provide surveillance, prevention and control of communicable diseases and significant infections for CHS staff and inmates so that measures can be implemented to minimize the incidence of infectious conditions and communicable diseases. The purpose of the Inmate Assessment Program is to provide medically necessary health care to persons in County correctional facilities in order to protect the health and safety of the community. The purpose of the Inmate 14 Day Health Assessment Activity is to identify medically necessary health care for inmates so they can have constitutionally mandated access to health care. The purpose of the Health Requests Activity is to identify medically necessary health care treatment and care for inmates so they can have constitutionally mandated access to health care. The purpose of the Receiving Screening Health Care Activity is to identify detainees with immediate medical, dental and mental health needs prior to booking and provide necessary intervention so that arrestee is medically stable for admission to jail. 957 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) RESTORATION TO COMPETENCY ESTATE PROBATES & TRUST ADMIN RULE 11 - ASH PAYMENT RULE 11 CUSTODY RESTORATION BIODEFENSE PREPAREDNESS PLANNING AND TRAINING 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. The purpose of the Estate Probates and Trust Administrations Activity is to ensure that case reviews are completed within required due dates so that litigants’ property and rights are protected. The purpose of the ASH Activity is to provide payments to Arizona State Hospital for mental health services rendered to Maricopa County inmates so that they can receive mandated health care. 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. The purpose of the Bio-Defense Preparedness and Response Program is to provide a comprehensive plan for detecting and responding to a public health disaster as well as provide leadership and coordination of the Department’s response so that the Department’s response so that the Department can mount a coordinated, rapid and appropriate response. The purpose of Planning and Training is to provide readiness assessment, preparedness and response planning and training to the Maricopa County Department of Public Health (MCDPH) and to the Health and Human Services (HHS) Constellation partners and other identified partners so that they can be fully prepared and responsive to a public health disaster or emergency. County Attorney Program Activity CIVIL LEGAL SERVICES CIVIL REPRESENTATION ACTIVITY LEGAL ADVICE ACTIVITY COMMUNITY SERVICES ADOPTION ACTIVITY SEXUALLY VIOLENT PREDATOR VICTIM COMPENSATION ACTIVITY PROSECUTION APELLATE ACTIVITY CHARGING ACTIVITY Purpose The purpose of the Civil Legal Services Program is to provide legal advice and representation to County officers, administrators and managers so that they can manage the affairs of the County with the benefit of timely and responsive legal advice and representation. The purpose of the Civil Representation Activity is to provide a defense for claims filed against the County, or to initiate claims, protests, lawsuits and appeals for Maricopa County so that a timely and just result is achieved. The purpose of the Legal Advice Activity is to provide legal advice to county officers, administrators and managers so that they can have timely and quality advice to manage the affairs of county government. The purpose of the Community Services Program is to provide a variety of special services and assistance to people in Maricopa County so that the office fulfills its statutory mandates. The purpose of the Adoptions Activity is to provide information, free legal assistance and representation in uncontested adoptions to prospective adoptive parents so that they can legally adopt children in Maricopa County. The purpose of the Sexually Violent Predator Activity is to provide legal and civil commitment services on behalf of the citizens of Maricopa County so that the court can determine if sexually violent predators require additional confinement for rehabilitation purposes in order to protect the community. The purpose of the Victim Compensation Activity is to provide financial reimbursement to victims of violent crimes so that they can recover eligible crime related financial loss. The purpose of the Prosecution Program is to provide comprehensive felony, misdemeanor, delinquency and incorrigibility prosecution in the adult and juvenile courts on behalf of the people of Maricopa County so that they can be assured that justice has been served and offenders are held accountable for their criminal or delinquent acts. The purpose of the Appellate Activity is to provide post-conviction legal services on behalf of the people of Maricopa County so that they can be assured that justice is served. The purpose of the Charging Activity is to provide prompt charging decisions, criminal filings and juvenile petitions for law enforcement agencies and victims so that they can see that offenders are held accountable and that justice is served. 958 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) CHECK ENFORCEMENT PROGRAM ACTY DRUG DIVERSION ACTIVITY IDENTITY THEFT The purpose of the Check Enforcement Diversion Activity is to provide recovery of monies from bad check writers and to deter the writing of bad checks through prosecution, education and the assessment of fines, so that Maricopa County residents and businesses will see successful recovery of lost monies and that offenders are held accountable. The purpose of the drug diversion activity is to provide alternatives to criminal prosecution to appropriate offenders so that they can receive drug rehabilitation services without the cost of prosecution. The purpose of the Identity Theft Prosecution Activity is to provide prosecution of persons who commit identity theft to crime victims and the public so that they can be assured that offenders will receive just punishment and crime will be prevented. INVESTIGATION RELATED CASE The purpose of the Investigations Related Case Support Activity is to provide pre and post file investigative services accompanied by accurate and complete reporting to Deputy County Attorneys so that they can successfully prosecute cases. PROSECUTION RELATED INVEST The purpose of the Prosecution Related Investigation Activity is to provide investigative services accompanied by accurate and complete reporting to Deputy County Attorneys so that they can successfully prosecute cases. The purpose of the County Attorney Initiated Investigations Activity is to provide original investigative and surveillance findings to the County Attorney and Chief Deputy so that they can determine if further legal action is needed. The purpose of the Meth and Other Illegal Drugs Prosecution Activity is to provide prosecution of persons who commit meth and other illegal drug offenses to crime victims and the public so that they can be assured that offenders will receive just punishment and crime will be prevented. The purpose of the Trial Activity is to provide criminal and juvenile prosecution of offenders to the people of Maricopa County so that they can live in a safer community. The purpose of the Victim Assistance Activity is to provide victims' rights and victim assistance services to victims of crimes committed in Maricopa County so that they can experience a reduction in trauma, strive to "feel whole" again, and be informed of criminal or juvenile justice proceedings. The purpose of the Employee Training and Development Program is to provide training and education to MCAO employees so that they can have the training, skills, and support necessary to efficiently and effectively perform their job functions. COUNTY ATTORNEY INITIATED INV METH & DANGEROUS DRUGS TRIAL ACTIVITY VICTIM ASSISTANCE ACTIVITY EMPLOYEE TRAINING & DEVELOPMENT CAREER DEVELOPMENT EMPLOYEE TRAINING The purpose of the Career Development Activity is to provide mentoring, career development and counseling opportunities to MCAO employees so that the Office retains employees for a longer period of time and enables employees to excel at their job functions and promote within the organization. The purpose of the Employee Training Activity is to provide education, and selfdevelopment to MCAO employees so that they can have the knowledge and skills necessary to excel at their job functions. Emergency Management Program Activity PREPAREDNESS TRAINING AND EXERCISE PLANNING Purpose The purpose of the preparedness program is to provide plans and programs that will reduce or eliminate the effects of disasters and enable political subdivisions and the population to respond when they occur. The purpose of the training and exercise activity is to provide training and disaster simulations for public and private entities within Maricopa County so they can gain the knowledge and practical experience needed to respond to an actual emergency. The purpose of the planning activity is to provide emergency plans and guidance for public and private entities within Maricopa County so that they can react in an informed and consistent manner to disasters. 959 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) PUBLIC INFORMATION RESPONSE & RECOVERY EMERGENCY OPERATIONS MGMT The purpose of the public information activity is to provide emergency awareness information to the people of Maricopa County so they can prepare for and respond to a disaster. The purpose of the response and recovery program is to provide a coordinated disaster response capability for the people of Maricopa County in order to protect their lives and property and allow them to recover from a disaster. The purpose of the emergency operations management activity is to provide a coordinated disaster response and recovery effort for the people of Maricopa County to protect their lives, their property, and the environment. Integrated Crimal Justice Information System N/A Juvenile Probation Program Activity JUVENILE EARLY INTERVENTION DIVERSION JUVENILE CRIME PREVENTION TEEN COURT JUVENILE DETENTION ALTERNATIVE TO JUV SECURE CARE JUV DETENTION ASSESSMENT JUV DETENTION MEDICAL HEALTH Purpose The purpose of the Juvenile Early Intervention Program is to provide Prevention and Diversion opportunities to juveniles and families to prevent juvenile crime. The purpose of the Juvenile Court Diversion Activity is to divert juvenile offenders from the formal court process by providing alternatives to formal court intervention for juvenile offenders and their families so that they can avoid future entry into juvenile justice processes. The purpose of the Crime & Truancy Prevention Activity is to provide crisis counseling and referral services, delinquency and truancy prevention information, and law-related education to juveniles and their families to prevent juvenile crime. The purpose of the Teen Court Activity is to provide educational courtroom simulations as a community-based alternative to formal court intervention to juveniles and families so that they can avoid future offenses. 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 reoffend upon release into the community. The purpose of the Alternatives to Juvenile Secure Care Activity is to provide community-based alternatives to secure care detention for juvenile offenders so that they can remain in their community while ensuring their appearance in court and do not commit further offenses. The purpose of the Juvenile Detention Assessment (JDAC) Activity is to assess and recommend initial placement for juvenile offenders presented to detention so that they can be placed in an environment that best meets the needs of the juvenile and the community safety is enhanced. The purpose of the Juvenile Detention Medical Health Activity is to provide mandated medical treatment and services to juveniles placed in detention so that they can maintain and/or improve their physical well-being. JUV PRE-DISPO SECURE CARE The purpose of the Juvenile Detention Pre-Disposition Secure Care Activity is to provide a safe, healthy environment for juveniles so that their physical, emotional and educational needs are met while ensuring their appearance in court. JUV POST-DISPO SECURE CARE The purpose of the Juvenile Detention Post-Disposition Secure Care Activity is to provide secure detention for adjudicated juveniles so that they meet legal obligations and not re-offend. The purpose of the Juvenile Detention Behavioral Health Activity is to provide mandated behavioral health care for juvenile offenders placed in detention so that they can maintain and/or improve their mental well-being. JUV DET BEHAVIORAL HEALTH JUVENILE INFORMATION JUVENILE INFO SYSTEM MGMNT The purpose of the Juvenile Information Program is to provide accurate juvenile case record information for the Court so that they can make informed decisions regarding the disposition of juvenile offenders. The purpose of the Juvenile Information System Management Activity is to provide accurate juvenile case record information for the Court so that they can make informed decisions regarding the disposition of juvenile offenders. 960 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) JUVENILE PROBATION SUPERVISION JUV COMP RESTORATION ACTIVITY The purpose of the Juvenile Probation Supervision Program is to provide appropriate levels of community supervision to adjudicated juveniles who have been placed on probation so that they can become law abiding members of the community. The purpose of the Juvenile Offender Competency Restoration Activity is to provide psychological assessment and restoration services to juvenile offenders so that they can become legally competent to participate in their court proceedings. JUV COURT SERVICES The purpose of the Juvenile Court Services Activity is to provide information to the Court, Juvenile Probation clients, and victims so that all parties have the necessary information to make informed decisions. JUV INTENSIVE PROB SUPERVISION The purpose of the Juvenile Intensive Probation Supervision Activity is to provide statutorily mandated supervision to juveniles so that they can comply with the orders of the Court and avoid future criminal behavior. JUV STANDARD PROB SUPERVISION The purpose of the Juvenile Standard Supervision Activity is to provide the appropriate level of supervision to adjudicated juveniles so that they can comply with the orders of the Court and avoid future criminal behavior. 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. The purpose of the Juvenile Skills Development Activity is to provide vocational rehabilitation and community service opportunities to juvenile offenders so that they can satisfy legal obligations while learning job skills. The purpose of the Drug Treatment Activity is to provide substance abuse based treatment to juvenile offenders so that they can become law-abiding citizens and avoid future criminal behavior. The purpose of the Non-Residential Treatment Activity is to provide therapeutic sessions and structured activities to juvenile offenders so that they can become accountable for their own behavior and avoid future criminal involvement. JUVENILE TREATMENT COMPETENCY DEVELOPMENT DRUG TREATMENT NON-RESIDENTIAL TREATMENT RESIDENTIAL TREATMENT SEX OFFENDER TREATMENT YOUTH RECOVERY The purpose of the Residential Treatment Activity is to provide therapy and structured activities in a residential environment for juvenile offenders so that they can become accountable for their own behavior and avoid future criminal involvement. The purpose of the Sex Offender Treatment Activity is to provide specialized treatment to juvenile offenders so that they can become law-abiding citizens, thereby avoiding future court involvement. The purpose of the Youth Recovery Academy is to provide specialized behavioral and substance abuse therapy to juvenile offenders so that they can become lawabiding citizens and avoid future criminal behavior. Planning & Development Program Activity ONE STOP SHOP Purpose 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. CODE ENFORCEMENT The purpose of the Code Enforcement Activity is to provide inspection, enforcement, licensing and permitting services, under the operational guidelines of the Planning and Development Department, to constituents, so they can enjoy their properties and/or operate their businesses in compliance with County codes and ordinances. COMPREHENSIVE PLANNING The purpose of the Comprehensive Planning Activity is to develop and maintain planning elements and provide information to various private and public entities of Maricopa County so they make informed decisions concerning growth, development and investment. The purpose of the Customer Services Activity is to provide accurate planning and development information to customers so they can make informed development decisions and receive timely delivery of property based services. CUSTOMER SERVICES 961 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) DRAINAGE ENFORCEMENT The purpose of the drainage enforcement activity is to provide enforcement of drainage regulations to residents and property owners so that they can use and develop their property in a manner that reduces and limits the risk of flooding. DRAINAGE INSPECTION The purpose of the Drainage Inspection Activity is to provide drainage inspections to residents and builders so that they can complete construction in compliance with approved drainage regulations. The purpose of the drainage review activity is to provide plan review comments or approvals to the One-Stop Shop Distribution Center so that they can notify permit applicants of required changes to their plans or to pick up approved permits. DRAINAGE REVIEW PERMIT INSPECTIONS PLANNING AND ZONING PLAN REVIEW ZONING ADJUDICATION The purpose of the Permit Inspection Activity is to provide development inspections for builders so they can complete construction in compliance with approved development codes. The purpose of the Planning and Zoning Activity is to provide information, support and a recommendation to the Planning Commission so they are enabled to make planning and land use recommendations to the Board of Supervisors. The purpose of the Plan Review Activity is to provide plan review comments or approvals to the Distribution Center so they can notify permit applicants of required changes to their plans or to pick up their approved permits. The purpose of the Zoning Adjudication (Board of Adjustment (BA) Staffing) activity is to provide information, support and a recommendation to the Board of Adjustment so they are enabled to make appropriate quasi-judicial rulings. Indigent Representation Program Activity ADULT CIVIL REPRESENTATION ADLT CIVIL PRVT COUNSEL EXP ADULT GUARDIAN AD LITEM REP PROBATE REP ADULT FELONY REPRESENTATION CAPITAL REP Purpose The purpose of the Adult Civil Representation Program is to provide effective legal representation to assigned indigent persons in civil matters so that their rights are protected. The purpose of the Adult Civil Private Counsel Expense Activity is to provide effective legal representation to assigned indigent adults in Adult Civil matters where private counsel is retained, so that their rights are retained. The purpose of the Guardian ad Litem Representation Activity is to provide effective legal representation to assigned indigent persons in Guardian ad Litem matters, so that their rights are protected. 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. The purpose of the Adult Felony Representation Program is to provide effective legal representation to assigned indigent adults charged with felony offenses so that their rights are protected. The purpose of the Capital Representation Activity is to provide effective legal representation to assigned indigent adults charged with Capital offenses so that their rights are protected. CLASS 2 & 3 FELONY REP The purpose of the Class 2 and 3 Felony Representation Activity is to provide effective legal representation to assigned indigent adults charged with Class Two and Class Three Felony offenses so that their rights are protected. CLASS 4,5,6 FELONY REP The purpose of the Class 4, 5, and 6 Felony Representation Activity is to provide effective legal representation to assigned indigent adults charged with Class Four, Class Five, or Class Six Felony offenses so that their legal rights are protected. FELONY DUI REP The purpose of the Felony DUI Representation Activity is to provide effective legal representation to assigned indigent adults charged with Felony DUI offenses so that their rights are protected. 962 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) ADLT FELONY PRVT COUNSEL EXP The purpose of the Adult Felony Private Counsel Expense Activity is to process court-ordered payments for legal expenses incurred for representation of persons deemed indigent by the Court, who are represented by privately retained counsel in Adult Felony Cases, so that their rights are protected. OTHER HOMICIDE REP The purpose of the Other Homicide Representation Activity is to provide effective legal representation to assigned indigent adults charged with Non-Capital Homicide offenses so that their rights are protected. VIOLATION OF PROBATION REP The purpose of the Violation of Probation Representation Activity is to provide effective legal representation to assigned indigent adults accused of violating the conditions of their probation so that their rights are protected. WITNESS REP 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 that their legal rights are protected. ADULT MISDEMEANOR REPRESENTATION The purpose of the Adult Misdemeanor Representation Program is to provide effective legal representation to assigned indigent adults charged with misdemeanor offenses so that their rights are protected. The purpose of the Misdemeanor Representation Activity is to provide effective legal representation to assigned indigent adults charged with misdemeanor offenses so that their rights are protected. MISDEMEANOR REP APPELLATE REPRESENTATION ADLT APPEALS PRVT COUNSEL EXP The purpose of the Appellate Representation Program is to provide effective legal representation to assigned indigent persons appealing their convictions, adjudications, and dependency matters so that their rights are protected. The purpose of the Adult Appeals Private Counsel Expense Activity is to process Court-ordered payments for legal expenses incurred for representation of persons deemed indigent by the Court, who are represented by privately retained counsel in Adult Appeal Cases so that their rights are protected. ADULT APPEAL REP The purpose of the Adult Appeal Representation Activity is to provide effective legal representation to assigned indigent adults appealing their convictions so that their legal rights are protected. ADULT POST CONVCTN RELIEF REP The purpose of the Post Conviction Relief Representation Activity is to provide effective legal representation to assigned indigent adults who have filed for Post Conviction Relief so that their legal rights are protected. JUVENILE APPEAL REP The purpose of the Juvenile Appeal Representation Activity is to provide effective legal representation to assigned indigent juveniles appealing their delinquency or dependency matters so that their legal rights are protected. The purpose of the Dependency Representation Program is to provide effective legal representation to assigned indigent persons in dependency or severance matters so that their legal interests are protected. 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 matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Child Report and Review Representation Activity is to provide legal representation, when appointed by the court, to indigent children in juvenile court Report and Review status cases involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. DEPENDENCY REPRESENTATION CHILD DEPENDENCY REP CHILD R&R REP CHILD SVRNCE/PERM GUARD REP The purpose of the Child Severence or Permanent Guardianship Representation Activity is to provide legal representation, when appointed by the court, to indigent children in juvenile court severance or permanent guardianship matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. 963 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) DEP GAL DEPENDENCY REP The purpose of the Guardian ad Litem Dependency Representation Activity is to act as the legal guardian ad litem, when appointed by the Court, for indigent children in Juvenile Court dependency matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. DEP GAL R&R REP The purpose of the Guardian ad Litem Report and Review Representation Activity is to act as the legal guardian ad litem, when appointed by the Court, for indigent children in Juvenile Court dependency matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Dependency Private Counsel Expense Activity is to process court-ordered payments for legal expenses incurred for representation of persons deemed indigent by the court, who are represented by Privately Retained Counsel in Dependency cases, so that their rights are protected. The purpose of the Guardian ad Litem Severence or Permanent Guardianship Representation Activity is to act as the legal guardian ad litem, when appointed by the Court, for indigent children in Juvenile Court severance or permanent guardianship matters involving their individual rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Parental Dependency Representation Activity is to provide legal representation, when appointed by the court, to indigent parents in juvenile court on dependency matters involving their parental rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Parental Report and Review Representation Activity is to provide legal representation, when appointed by the court, to indigent parents in juvenile court Report and Review status cases involving their parental rights so they can obtain the most favorable resolution of their cases under the circumstances. DEPENDENCY PRVT COUNSEL EXP DEP GAL SVRNCE/PERM GUARD REP PARENTAL DEPENDENCY REP PARENTAL R&R REP PARENTAL SVRNCE/PERM GUARD REP JUVENILE CIVIL REPRESENTATION FAMILY COURT REP JUV CIVIL PRVT COUNSEL EXP JUVENILE NOTIFICATION REP JUVENILE DELINQUENT INCORRIGIBLITY REPRESENTATION FELONY-LEVEL DELINQUENCY REP INCORR & MISD-LEVEL DELINQ REP The purpose of the Parental Severence or Permanent Guardianship Representation Activity is to provide legal representation, when appointed by the court, to indigent parents in juvenile court severance or permanent guardianship matters involving their parental rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Juvenile Civil Representation Program is to provide effective legal representation to assigned indigent persons in Juvenile Civil matters so that their legal interests are protected. The purpose of the Family Court Representation Activity is to provide legal representation, when appointed by the court, to indigent clients in juvenile court on issues involving their rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Juvenile Civil Private Counsel Expense Activity is to process court-ordered payments for legal expenses incurred for representation of persons deemed indigent by the court, who are represented by privately retained counsel in Juvenile Civil Cases, so that their rights are protected. The purpose of the Juvenile Notification Representation Activity is to provide legal representation, when appointed by the court, to juveniles with abortion issues involving their rights so they can obtain the most favorable resolution of their cases under the circumstances. The purpose of the Juvenile Delinquency and Incorrigibility Representation Program is to provide effective legal representation to assigned indigent juveniles charged with incorrigible or delinquent acts so that their rights are protected. The purpose of the Felony-Level Juvenile Delinquency Representation Activity is to provide effective legal representation to assigned indigent juveniles charged with felony-level delinquent acts so that their rights are protected. The purpose of the Incorrigibility and Misdemeanor-Level Juvenile Delinquency Representation Activity is to provide effective legal representation to assigned indigent juveniles charged with incorrigibility or misdemeanor-level delinquent acts so that their rights are protected. 964 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) JUV DELINQ PRVT COUNSEL EXP JUV VIOLATION OF PROBATION REP MENTAL HEALTH REPRESENTATION MENTAL HEALTH REP SEXUALLY VIOLENT PREDATOR REP The purpose of the Juvenile Delinquency Private Counsel Expense Activity is to process court-ordered payments for legal expenses incurred for representation of juveniles deemed indigent by the court, who are represented by privately retained counsel in Delinquency or Violation of Probation cases, so that their rights are protected. The purpose of the Juvenile Violation of Probation Representation Activity is to provide effective legal representation to assigned indigent juveniles who are accused of violating the conditions of their probation, so that their rights are protected. The purpose of Mental Health Representation Program 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. The purpose of the 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. 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 that their legal rights are protected. Sheriff Program Activity CUSTODY MANAGEMENT INMATE ADDICTIVE RECOVERY INMATE EDUCATION INMATE FINGERPRINT IDENTIFICATION INMATE LABOR INMATE RELEASE INMATE CANTEEN AND SPEC SVCS INMATE TRANSPORT INMATE SKILLS TRAINING Purpose The purpose of the Custody Management Program is to provide a safe and secure environment to inmates and Maricopa County Sheriff's Office staff so that inmates can be properly and expeditiously processed through the system. The purpose of the Inmate Addictive Recovery Activity is to provide addictive recovery treatment and rehabilitation services to adult and juvenile inmates so that they will not return to jail. The purpose of the Inmate Education Activity is to provide classes to jailed juvenile and adult inmates so that qualifying juveniles receive special education and inmates participating in general education programs receive their GEDs. The purpose of the Inmate Fingerprint Identification Activity is to provide identification of individuals booked into Sheriff's Custody to law enforcement agencies so that they can be properly detained. The purpose of the Inmate Labor Activity is to provide work management for fully sentenced inmates so that work can be credited toward reduced sentence time for eligible inmates and accomplished at a reduced cost to the public. The purpose of the Inmate Release Activity is to provide charge disposition services to inmates, criminal justice agencies, and the public so that inmates can be accurately and expeditiously released from custody. The purpose of the Inmate Canteen and Special Services Activity is to provide a selfsupporting program where toilet articles, candy, notions, and other sundries can be sold to inmates so that proceeds can be used to fund programs for inmate benefit and welfare. The purpose of the Inmate Transport Activity is to provide confined and secured prisoner/inmate transportation, primarily to court, so they arrive at scheduled destination points without incident The purpose of the Inmate Skills Training Activity is to provide opportunities to adult and juvenile inmates so they can learn vocational and coping skills. 965 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) INMATE RELATED MANDATES INMATE MEALS INTAKE ADULT DETENTION MANAGEMENT INMATE SMI ADDICTIVE RECOV CENTRALIZED MCSO OPERATIONS FLEET MANAGEMENT INFORMATION TECHNOLOGY EMPLOYEE PROFESSIONAL STANDARDS MANDATED ENF AND DET TRAINING ENFORCEMENT CIVIL PROCESS DISPATCH DISASTER & DISRUPTION RESP ENF SUPPORT AND SPEC RESPONSE EXTRADITIONS INTELLIGENCE The purpose of the Inmate Related Mandates Activity is to provide laundry and other services to inmates so that the Sheriff's Office is in compliance with constitutional, legislative, or judicial mandates. The purpose of the Inmate Meals Activity is to provide low cost meals to inmates so that minimum daily food requirements are met. The purpose of the Intake Activity is to properly and efficiently process prisoners so that they can be assigned and transferred to a Sheriff's Housing Facility. The purpose of the Mandated Enforcement and Detention Training Activity is to provide mandated training to Maricopa County Sheriff's Office compensated and non-compensated sworn and detention personnel so that they can be prepared/certified to perform job and maintain proficiency standards. The purpose of the Seriously Mentally Ill Addictive Treatment Activity is to provide addictive recovery programs similar to Alpha for seriously mentally ill inmates so that they won't return to jail. The purpose of the Centralized MCSO Operations Program is to provide comprehensive Enforcement and Custody Management support services that are unique to a Sheriff’s Office operation so that goals can be met in compliance with legal standards by a qualified and productive workforce. The purpose of the Fleet Management Activity is to provide vehicle management services to the MCSO employees so that they can accomplish their assignments. The purpose of the Information Technology Activity is to provide IT leadership and services to MCSO bureaus so that communication and processes can be accomplished more efficiently through automation. The purpose of the Employee Professional Standards Activity is to provide administrative investigative services for the Maricopa County Sheriff's Office so that qualified employees can be hired and retained The purpose of the Mandated Enforcement and Detention Training Activity is to provide mandated training to Maricopa County Sheriff's Office compensated and non-compensated sworn and detention personnel so that they can be prepared/certified to perform job and maintain proficiency standards. The purpose of the Enforcement Program is to provide law enforcement response relative to crime and criminal activity, and crime prevention to the general public within Maricopa County so that they feel safe and secure in the community. The purpose of the Civil Process Activity is to provide mandated and statutory services, including taxation, licensing and court directives so that items are processed according to the mandate or statute. The purpose of the Dispatch Activity is to provide 24-hour emergency communications operations for the general public and public safety personnel so that calls can be taken and dispatched within standard thresholds. The purpose of the Disaster and Community Threat Disruption Response Activity is to provide support to the National Response Plan (NRP) through the State's Homeland Security Strategy so that acts of terrorism can be prevented and vulnerabilities to critical hazards can be reduced, damage can be minimized, and recovery can take place. The purpose of the Enforcement Support and Specialized Response Activity is to provide patrol resources including personnel with special training and equipment for non-routine situations so that injury/damage can be avoided or controlled. The purpose of the Extraditions Activity is to return subjects to Arizona who are wanted on Maricopa County Superior Court warrants and are in-custody in other states or countries so that can appear in court when requested. The purpose of the Intelligence Activity is to provide lawful collection, synthesis and assessment of criminal information for the Sheriff's Office and the criminal justice system so enforcement action can be taken. 966 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) INTELLIGENCE INVESTIGATIONS COMMUNTIY OUTREACH PATROL PROPERTY AND EVIDENCE SMI APPREHEN INTERVEN SEARCH AND RESCUE WARRANTS INFO PROCESSING The purpose of the Intelligence Activity is to provide lawful collection, synthesis and assessment of criminal information for the Sheriff's Office and the criminal justice system so enforcement action can be taken. The purpose of the Investigations Activity is to provide criminal investigative services for the public and the prosecution so that arrests can be made and cases can be cleared. The purpose of the Community Outreach Activity is to promote safety and crime prevention in the community so that the public is better informed. The purpose of the Patrol Activity is to provide preventive enforcement and law enforcement response to the general public in County Districts, at the Lakes, and on Park Trails so that criminal activity can be deterred and offenders can be apprehended. The purpose of the property and evidence activity is to provide custodial service for evidentiary and other property so that it can be readily retrieved for review or release in the same condition as it was upon initial receipt and destroyed, released or disposed of according to mandate. The purpose of the Seriously Mentally Ill Apprehension Intervention Activity is to provide an evaluation by law enforcement and health care professionals for local law enforcement agencies so that they can safely deal with seriously mentally ill violent/nonviolent offenders by directing them to an appropriate treatment facility. The purpose of the MCSO Search and Rescue Activity is to provide aid in missions involving the life or health of any person so that individuals can be rescued or recovered. The purpose of the Warrants Information Processing activity is to provide comprehensive warrants records management services so that criminal information can be entered, verified, reported, and retrieved according to law. Trial Courts Program Activity CRIMINAL JUSTICE CAPITAL ADJUDICATION Purpose 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. The purpose of the Capital Adjudication Activity is to resolve capital cases for defendants and victims so that they are afforded timely and just legal resolutions. CRIMINAL TRAFFIC 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. FELONY DUI ADJUDICATION The purpose of the Felony DUI Adjudication Activity is to resolve felony DUI cases for defendants and victims so that they are afforded timely and just legal resolutions. GENERAL FELONY ADJUDICATION The purpose of the General Felony Adjudication Activity is to resolve felony cases for defendants and victims so that they are afforded timely and just legal resolutions. MISDEMEANOR CRIM ADJUDICATION 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. MISDEMEANOR DUI 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. CIVIL JUSTICE The purpose of the Civil Justice Program is to resolve civil cases for litigants so that they are afforded timely and just legal resolutions. 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. CIVIL TRAFFIC 967 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) GENERAL CIVIL ADJUDICATION The purpose of the General Civil Adjudication Activity is to resolve Superior Court civil cases for litigants so that they are afforded timely and just legal resolutions. CIVIL SMALL CLAIMS 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. FORCIBLE DETAINER The purpose of the Forcible Detainer Activity is to resolve forcible detainer cases in Justice Courts for litigants so that they are afforded timely and just legal resolutions. INJUNCTIONS AGAINST HARASS The purpose of the Injunctions Against Harassment Activity is to provide injunctions against harassment to litigants with cause so that they receive timely and just legal resolutions. ORDERS OF PROTECTION 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 resolutions. SMALL CIVIL (JUSTICE COURTS) 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. FAMILY ADJUDICATION The purpose of the Family Adjudication Program is to resolve pre-decree and postdecree Family Court matters for litigants so that they receive timely and just legal resolutions. The purpose of the Family Pre-Decree Activity is to resolve pre-decree Family Court cases for litigants so that they receive timely and just legal resolutions. The purpose of the Family Post-Decree Activity is to resolve post-decree Family Court issues for litigants so that they receive timely and just legal resolutions. FAMILY PRE DECREE FAMILY POST DECREE JUVENILE JUSTICE JUVENILE DELINQUENCY ADJUD JUVENILE DEPENDENCY ADJUD MENTAL HEALTH COURT MENTAL HEALTH COURT OPERATIONS SUPPPORT COURT INTERPRETATION COURT SECURITY The purpose of the Juvenile Justice Program is to adjudicate dependency and delinquency matters for juveniles so that they receive timely and just legal resolutions and their well-being is maintained. The purpose of the Juvenile Delinquency Activity is to adjudicate delinquency matters for juveniles so that they receive timely and just legal resolutions. The purpose of the Juvenile Dependency Activity is to establish dependency for juveniles so that their well-being is maintained. The purpose of the Mental Health Court Program is to resolve mental health and competency issues for litigants and defendants so that they receive timely and just legal resolutions. The purpose of the Mental Health Activity is to resolve mental health and competency issues for litigants and defendants so that they receive timely and just legal resolutions. The purpose of the Court Operations Support program is to provide internal services to the court and interested parties so they can efficiently resolve court cases in a safe and productive work environment. The purpose of the Court Interpretation Activity is to provide interpretation for litigants so that they understand court proceedings. The purpose of the Court Security Activity is to provide physical and electronic deterrent services to the Court and the public so they can have a safe and secure environment in which to conduct judicial proceedings and other court business. 968 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Program and Activity Purpose Statements (Continued) COURT TRANSLATION INDIGENT DEFENSE REIMBURSE JURORS PUB INFORM & COMMUNITY OUTRCH OFFICIAL COURT RECORD KEEPING PROBATE COURT ESTATE PROBATES & TRUST ADMIN TAX ADJUDICATION LARGE RECORD TAX ADJUD SMALL RECORD TAX ADJUD The purpose of the Court Translation Activity is to provide non-English verbal and written translation from other languages for the judicial system so that they can effectively conduct court proceedings. The purpose of the Indigent Defense Reimbursement Activity is to screen indigent defendants for the Court to ensure that legal representation is provided at public expense only to those who are truly unable to pay. The purpose of the Juror Activity is to provide impartial jury panels to defendants and litigants so that they will render informed decisions in court cases. The purpose of the Public Information and Community Outreach Activity is to provide website access to the public so that case information and court forms can be accessed by litigants without having to make a trip to a courthouse. The purpose of the Official court Record Keeping Activity is to provide an official court case record for the Court so that they ensure impartial and fair adjudication. The purpose of the Probate Court Program is to ensure that probate case reviews are completed within required due dates so that litigants’ property and rights are protected. The purpose of the Estate Probates and Trust Administrations Activity is to ensure that case reviews are completed within required due dates so that litigants’ property and rights are protected. The purpose of the Tax Court Program is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. The purpose of the Large Record Tax Activity is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. The purpose of the Small Record Tax Activity is to provide property tax appeals to litigants so that they receive timely and just legal resolutions. 969 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments FY 2006-07 Revenue Object and Definitions Revenue Source 0601 0601 0601 0601 0601 0605 0606 0610 0610 0610 0610 0610 0610 0610 0610 0610 0610 0610 0610 0610 0610 0610 0610 0615 0615 0615 0615 0620 0620 0620 0620 0620 0620 0620 0620 0620 0621 0621 0621 0621 0621 0625 0626 0630 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 Sub-Revenue Source 00 01 02 03 04 00 00 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 00 01 02 03 00 01 02 03 04 05 06 07 08 00 01 02 03 04 00 00 00 00 01 02 03 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Revenue Source Sub-Revenue Source Name PROPERTY TAXES REAL PROP TAXES - CURRENT YEAR REAL PROP TAXES - PRIOR YEAR PERSONAL PROPERTY TAXES CURREN PERSONAL PROPERTY TAXES PRIOR TAX PENALTIES & INTEREST SALES TAXES LICENSES AND PERMITS LIQUOR LICENSES PAWN SHOP LICENSES PEDDLERS LICENSES AIR POLLUTION PERMITS ANIMAL LICENSES BUILDING SAFETY PERMITS ENVIRONMENTAL PERMITS FLOOD CONTROL LICENSES MARRIAGE LICENSES MOBILE HOME MOVING PERMIT MOBILE HOME USE PERMIT PLANNING VARIANCE PERMIT PUBLIC HEALTH ENG PERMIT COUNTY RIGHT OF WAY USE CABLE TV LICENSE FEES GRANTS FEDERAL STATE OTHER GRANTS OTHER INTERGOVERNMENTAL FEDERAL SHARED REVENUE OTHER SHARED REVENUE FEDERAL SHARE OF COSTS STATE SHARED REVENUE STATE SHARE OF COST OTHER GOVERNMENT SHARE OF COST INTRGV-EMPLOYER PREM HLTH/LIFE INTRGV-EMPLOYEE PREM HLTH/LIFE PAYMENTS IN LIEU OF TAXES SALT RIVER PROJECT FEDERAL STATE CITY-PMT IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED HIGHWAY USER REV STATE SHARED VEHICLE LICENSE OTHER CHARGES FOR SERVICES FILL THE GAP GARNISH & SUPPORT FEES TAX SALE FEES CERTIFICATIONS COURT FEES CONSTABLE FEES FIDUCIARY FEES JURY FEES LEGAL SERVICES PASSPORTS PROBATE FEES RECORDING FEES RECORD AUTOMATION SURCHARGE SUBDIVISION FEES ZONING CLEAR REVIEW FEES ZONING APPLICATION ROOM & BOARD PROBATION 970 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0635 0636 0636 0637 0637 0637 0637 0637 0637 0638 0638 0638 0638 0638 0638 0638 0638 0638 0638 0638 0645 0650 0650 0650 0650 0650 0650 0650 0650 0650 0650 0650 0650 0650 0650 0650 0651 0652 0652 0652 0652 0680 0690 Sub-Revenue Source 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 00 01 00 01 02 03 04 05 00 01 02 03 04 05 06 07 08 09 10 00 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 00 00 01 02 03 00 00 Sub-Revenue Source Name KENNEL FEES VITAL STATISTICS CAMPGROUND RESERVE FEES TARGET RANGE FEES PARK ENTRANCE FEES REC ACTIVITIES FEES BUILDING PLAN REVIEWS AUTOPSIES INDIGENT DEFENSE REVENUES PROBATION SERVICE FEES SPECIAL LAW ENFORCE SERVICE DAMAGE RECOVERY LANDFILL CHARGES INSURANCE PREMIUMS COUNTY PREMIUM HLTH/LIFE EMPLOYEE PREMIUM HLTH/LIFE CIGNA DEDUCTIBLE COUNTY PREMIUM PHARMACY ACCRUED REVENUE-PAYROLL HEALTH SELECT INTERNAL SERVICE CHARGES ISF CHARGE-CTY PREM HLTH/LIFE FINES & FORFEITS CIVIL SANCTIONS TRAFFIC COURT FINES LIBRARY FINES ANTI-RACKETEERING FINES DIVERSION FINE PATIENT SERVICES REVENUE REVENUE DEDUCTIONS CAPITATION REVENUE PROTEASE CAPITATION REVENUE REINSURANCE REVENUE THIRD PARTY LIABILITY REVENUE HOSPITAL SUPPLEMENT REVENUE SOBRA KICK PATIENT CONTRIBUTIONS HCBS PLACEMENT RECONCILIATION SOC RECONCILIATION INTEREST EARNINGS MISCELLANEOUS REVENUE BUILDING RENTALS EQUIPMENT RENTALS PAYPHONE RECEIPTS VENDING MACHINE RECEIPTS OTHER RENTS & COMMISSION SALE OF BOOKS/COPIES/ETC. SALE OF FIXED ASEST SALE FOOD BULK NOURISHMENT SALE OF POSTAGE SALE OF DATA INFORMATION INSURANCE RECOVERIES CASH OVER/SHORT DONATIONS/CONTRIBUTIONS BAD CHECK FEES (NSF) GAIN ON FIXED ASSETS PROCEEEDS FROM FINANCING CAPITAL LEASE PROCEEDS CERT OF PART PROCEEDS BOND PROCEEDS TRANSFERS IN INVENTORY Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments FY 2006-07 Expenditure Object and Definitions Object Sub Object 701 00 701 01 701 02 701 03 701 04 701 05 701 06 701 07 701 08 701 09 701 10 701 11 705 00 710 00 750 00 750 01 750 02 750 03 750 04 750 05 750 06 750 07 750 08 750 09 750 10 750 11 750 12 750 13 750 14 750 15 750 16 750 17 750 18 750 19 750 20 750 21 750 22 750 23 790 00 790 01 790 02 790 03 790 04 790 05 790 06 790 07 790 08 790 09 790 10 790 11 790 12 790 13 795 00 796 00 801 00 801 01 Sub Object Name Object Sub Object REGULAR PAY 801 02 FULL TIME REGULAR SALARIES 801 03 PERMANENT PART TIME 801 04 OTHER SALARIES & WAGES 801 05 COMPENSATORY TIME 801 06 HOLIDAY PAY 801 07 VACATION PAY 801 08 JURY DUTY 801 09 ADMINISTRATIVE LEAVE WITH PAY 801 10 ON THE JOB INJURY LEAVE 801 11 MILITARY LEAVE 801 12 SICK LEAVE 801 13 TEMPORARY PAY 801 14 OVERTIME 801 15 FRINGE BENEFITS 801 16 FICA 801 17 MEDICARE TAX 801 18 ELECTED OFFICIALS RETIREMENT 801 19 801 20 CORRECTIONS OFFICERS RETIREMNT PUBLIC SAFETY RETIREMENT 801 21 STATE RETIREMENT PLAN 801 22 DENTAL PLAN 801 23 EMPLOYER'S DENTAL SERVICES 801 24 HEALTH SELECT PLAN 801 25 CIGNA HEALTH PLAN 801 26 MANUFACTURERS LIFE 801 27 ON THE JOB INJURY INSURANCE 801 28 UNEMPLOYMENT INSURANCE 801 29 BUS FARE SUBSIDY PLAN 801 30 ASRS LONG TERM DISABILITY 801 31 INVESTIGATOR RETIREMENT 801 32 CONCORDIA DENTAL 801 33 RELIASTER LIFE 801 34 MEDICAL/DENTAL WAIVER 801 35 CIGNA DEDUCTIBLE 802 00 PARK RANGERS RETIREMENT 802 01 SELF-INSURED PHARMACY 802 02 VANPOOL SUBSIDY PLAN 802 03 OTHER PERSONNEL SERVICES 802 04 PRODUCTION BONUS 802 05 DIFFERENTIALS 802 06 WORKING CONDITION 802 07 WEEKEND PREMIUM 802 08 STANDBY PAY 802 09 REGULAR OVER BUDGET 802 10 PERFORMANCE INCENTIVE AWARD 802 11 BUDGET DEFERRED HOURS PAID 802 12 LUMP SUM PAYMENT 802 13 EMPLOYEE SUGGESTION AWARD 802 14 AWARDS PROGRAM CREDIT 802 15 OTHER ADJUSTMENTS 803 00 PEAK PERFORMERS 804 00 PERSONNEL SERVICES ALLOC-OUT 804 01 PERSONNEL SERVICES ALLOC-IN 804 02 GENERAL SUPPLIES 804 03 AUTO-GAS OIL LUBE 804 04 804 05 971 Sub Object Name AUTO-TIRES TUBES BATTERY OTHER AUTOMOTIVE SUPPLY BEDDING & LINEN CLEANING & JANITORIAL CLOTHING/UNIFORMS TECHNOLOGY SUPPLIES SOFTWARE EDUCATIONAL SUPPLIES ENVIRONMENTAL SUPPLIES FOOD-PERISHABLE FOOD-PREPARATION FOOD-NON PERISHABLE FOOD-SPECIAL FUNCTIONS FOOD-NOURISHMENTS KITCHEN & DINING SUPPLIES LANDSCAPING SUPPLIES OFFICE SUPPLIES RECREATIONAL SUPPLIES SAFETY APPAREL SMALL TOOLS & EQUIPMENT FURNITURE UNDER $1000 LAUNDRY SUPPLIES PROCUREMENT CARD BOOK/PAMPHLET/SUBSCRIPTIONS AUTOMOTIVE R&M SUPPLIES BUILDING R&M SUPPLIES COMMUNICATION R&M SUPPLIES ELECTRICAL R&M SUPPLIES GROUNDS R&M SUPPLIES HEAT/LIGHT/COOL R&M SUPPLIES OFFICE R&M SUPPLIES PLUMBING R&M SUPPLIES ROAD R&M SUPPLIES OTHER R&M SUPPLIES MEDICAL SUPPLIES DENTAL SUPPLIES LABORATORY SUPPLIES LAB-REAGENTS & MEDIA LAB-CONSUMABLES RADIOLOGY SUPPLIES X-RAY FILM X-RAY CONTRAST & MEDIA PHARMACEUTICALS BLOOD & PLASMA SUPPLIES ANESTHETIC SUPPLIES OXYGEN & OTHER GASES RADIOACTIVE SUPPLIES O R INSTRUMENTS MEDICAL R&M SUPPLIES DURABLE MEDICAL EQUIPMENT FUEL NON-CAPITAL EQUIPMENT COMMUNICATION EQUIPMENT CONS EQUIP NON-MOTORIZED EDUCATION/REC EQUIPMENT ENGR/SCIENTIFIC EQUIPMENT KITCHEN/LAUNDRY EQUIPMENT Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments FY 2006-07 Expenditure Object and Definitions (continued) Object Sub Object 804 06 804 07 804 08 804 09 804 10 804 11 804 12 805 00 806 00 808 00 809 00 810 00 810 01 810 02 810 03 810 04 810 05 810 06 810 07 810 08 810 09 810 10 810 11 810 12 810 13 810 14 810 15 810 16 810 17 810 18 810 19 810 20 810 21 810 22 810 23 810 24 810 25 810 26 810 27 810 28 810 29 810 30 810 31 811 00 811 01 811 02 811 03 811 04 811 05 811 06 811 07 811 08 811 09 811 10 811 11 811 12 811 13 Sub Object Name HEAT/COOL/LIGHT EQUIPMENT MEDICAL/LAB EQUIPMENT OFFICE FURNITURE/EQUIPMENT SHOP EQUIPMENT WEAPONS/GUNS COMPUTER EQUIPMENT FURNITURE OVER $1000 SUPPLIES-ALLOCATION OUT SUPPLIES-ALLOCATION IN LEGAL - GROSS PROCEEDS DAMAGES PAID LEGAL SERVICES PARALEGAL/STUDENT TIME ATTORNEYS CRIM INDIG-COURT ATTORNEYS NON-CRIMIN COURT ATTORNEYS-JUVENILE COURTRT ATTORNEYS OTHER NON-COURT EXPERT WITNESS FEES/EXPENSE EYE WITNESS FEES/EXPENSE INTERPRETER FEES/EXPENSE VISITING JUDGES FEES MENTAL EXAMINATION FEES RULE 11 EXAM RULE 26.5 EXAM DEPOSITION REPORT SERVICE PRELIM HEARING/GRAND JURY TRIALS REPORT SERVICE APPEALS TRANSRIPTION SERVICE DEPOSITION TRANS SERVICE PRELIM HEAR/GRAND JURY TR S TRANSCRIPT MISCELLANEOUS JURY FEES JURY LODGING JURY MEALS JURY MILEAGE ARBITRATION EXPENSE JUDGEMENTS/SETTLEMENTS LITIGATION EXPENSE MERIT SYSTEM HEARING EXPENSE INVESTIGATION EXPENSE COURT IN INVESTIGATION TIME INVESTIGATION EXPENSE OTHER LEGAL NOTICE PUBLICATION HEALTH CARE SERVICES NURSES MENTAL HEALTH SERVICES DENTISTS PHYSICIANS CONTRACT MEDICAL PROVIDER HOSPITAL/MEDICAL SERVICES PRIMARY CARE SERVICES THERAPY SERVICES RADIOLOGY SERVICES EMERGENCIES PRESCRIPTIONS LABORATORY SERVICES TRANSPORTATION/AMBULANCE Object Sub Object 811 14 811 15 811 16 811 17 811 18 811 19 811 20 811 21 811 22 811 23 811 24 811 25 811 26 811 27 811 28 811 29 811 30 811 31 811 32 811 33 811 34 811 35 811 36 812 00 812 01 812 02 812 03 812 04 812 05 812 06 812 07 812 08 812 09 812 10 812 11 812 12 812 13 812 14 812 15 812 16 812 17 812 18 812 19 812 20 812 21 812 22 812 23 812 24 812 25 812 26 812 27 812 28 812 29 812 30 812 31 812 32 812 33 972 Sub Object Name PATIENT TRANSPORT SVCS - MMC BAD DEBT EXPENSE REBATES SHORT-TERM DISABILITY CLAIMS INPATIENT HOSPITALIZATION OUTPATIENT MEDICAL COMPENSATION NURSING FACILITY HOME HEALTH FAMILY PLANNING VENTILATION INSTITUTION CARE HOME & COMMUNITY BASED SVC SANCTION FEES INSTITUTION-INTERMEDIATE ATTENDANT CARE ADULT FOSTER CARE ACH/ACHT BEHAVIORAL HEALTH NURSING HOMES-IBNR ACH/AFC-IBNR DENTAL-IBNR SRL'S-IBNR OTHER SERVICES ACCOUNTING & AUDITING ACTUARIAL ADMINISTRATIVE SERVICES HSA ALLOCATION ARCHITECTURAL APPRAISAL SERV CONSULTING & MANAGEMENT BROKER FEES EDUCATORS & TRAINERS ENGINEERING TECHNOLOGY CONSULTING SECURITY GUARD SVCS CLAIMS ADMIN SERVICE FEE ARCOR PERSONNEL SERVICES ELECTION WORKERS OUTSIDE LAUNDRY/DRY CLEANING SVCS PERSONNEL HIRE/TEST SVCS TEMPORARY HELP OUTSIDE COLLECTION FEES JTPA-OCCUPATIONAL/VOCATIONAL JTPA-OJT GP - AUTO LIABILITY GP - GENERAL LIABILITY GP - MEDICAL MALPRACTICE OTHER INSURANCE AUTO PHYSICAL DAMAGE CLAIMS AUTO LIABILITY CLAIMS ENVIRONMENTAL LIAB CLAIMS BOILER INSURANCE COURSE CONST INSURANCE GENERAL LIABILITY CLAIMS GENERAL LIABILITY INSURANCE WORKMENS COMP INDEMNITY Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments FY 2006-07 Expenditure Object and Definitions (continued) Object Sub Object 812 34 812 35 812 36 812 37 812 38 812 39 812 40 812 41 812 42 812 43 812 44 812 45 812 46 812 47 812 48 812 49 812 50 812 51 812 52 812 53 812 54 820 00 820 01 820 02 820 03 820 04 820 05 820 06 820 07 820 08 820 09 820 10 825 00 825 01 825 02 825 03 825 04 825 05 825 06 825 07 825 08 825 09 825 10 825 11 830 00 830 01 830 02 839 00 839 01 839 02 839 03 839 04 839 05 839 06 839 07 839 08 839 09 Sub Object Name WORKMENS COMP INSURANCE WORKMENS COMP MEDICAL DENTAL INSURANCE DISABILITY INSURANCE HEALTH CLAIMS HEALTH INSURANCE INDIVIDUAL/BLANKET BONDS UNEMPLOYMENT CLAIMS PROPERTY CLAIMS PROPERTY INSURANCE MALPRACTICE CLAIMS MALPRACTICE INSURANCE LIFE INSURANCE MENTAL HEALTH PROGRAM NOTARY BONDS SIGHT CARE PRINTING-BINDING-DUPLICATION TAX SALE PUBLICATION OTHER PUBLICATION & ADV EXP RECORDS MANAGEMENT SERVICES MEMBERSHIPS/CERT/LICENSE RENT & OPERATING LEASES RENT AUTOMOBLE RENT BUILDING RENT SPECIAL FUNCTION RENT COPYING EQUIPMENT RENT COMMUNICATION EQUIP RENT DATA PROCESSING EQUIP RENT GROUNDS/LAND RENT MEDICAL EQUIPMENT RENT OFFICE EQUIPMENT RENT REPAIRS AND MAINTENANCE AUTOMOTIVE R&M BUILDING R&M CONSTRUCTION EQUIP R&M COMMUNICATION EQUIP R&M DATA PROCESS EQUIP R&M GROUNDS R&M HEAT/LIGHT/COOL R&M MEDICAL/LAB EQUIP R&M COPYING EQUIP R&M OFFICE EQUIP R&M JANITORIAL SERVICE INTERGOVERNMENTAL PAYMENTS TAXES & ASSESSMENTS MANDATED HEALTH CARE PAYMENTS INTERNAL SERVICE CHARGES TELECOM DISCRETIONARY COUNTY COUNSEL BASE LEVEL EQ SERVICES CHARGES RISK MANAGEMENT BASE LEVEL TELECOM TELECOM WIRELESS SYSTEMS REPROGRAPHICS MOTOR POOL CELL PHONE Object Sub Object 839 10 841 00 841 01 841 02 841 03 841 04 841 05 841 06 841 07 842 00 842 01 842 02 842 03 842 04 843 00 843 01 843 02 843 03 843 04 843 05 845 00 845 01 845 02 845 03 845 04 845 05 850 00 850 01 850 02 850 03 850 04 850 05 850 06 850 07 850 08 850 09 850 10 855 00 861 00 865 00 870 00 870 02 870 04 870 05 871 00 872 00 873 00 880 00 880 01 890 00 910 00 910 01 910 02 910 03 915 00 915 01 915 02 973 Sub Object Name RESEARCH AND REPORTING TRAVEL AIRLINE/BUS/TAXI MEALS LODGING MILEAGE ALLOWANCE INVESTIGATIVE TRAVEL WITNESS TRAVEL PRISONER/COURT WARD TRAVEL EDUCATION AND TRAVEL COUNTY SPONSORED TRAINING PAID VENDOR TRAINING EDUCATION REIMBURSEMENT CONFERENCE/SEMINAR FEES POSTAGE/FREIGHT/SHIPPING FREIGHT MOVING SERVICES POSTAGE SHIPPING COURIER SERVICE SUPPORT AND CARE OF PERSONS BURIAL OF INDIGENTS PERSONAL CARE HOME MEALS SERVICE JTPA-FINANCIAL ASST.(NBP/NRP) NURSING HOMES UTILITIES MICROWAVE U S WEST CHARGES LONG DISTANCE CHARGES OTHER COMMUNICATION SERVICES ELECTRICITY NATURAL/PROPANE GAS REFUSE REMOVAL SEWAGE DISPOSAL WATER INFECTIOUS WASTE DISPOSAL INTEREST EXPENSE GAIN/LOSS ON FIXED ASSETS DEPRECIATION OTHER ADJUSTMENTS ITEMS FOR RESALE ITEMS FOR INVENTORY INTERGOVT HOLDING ACCOUNT INVENTORY SERVICES-ALLOCATION OUT SERVICES-ALLOCATION IN TRANSFERS OUT CENTRAL SERVICE COST ALLOCAT LOSS ON FIXED ASSETS LAND LAND ACQUISITION-ROW LAND ACQUISITION-OTHER RELOCATION-FACILITIES BUILDINGS AND IMPROVEMENTS CONSTRUCTION WORK IN PROGRESS ALTERATIONS/IMPROVEMENTS Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments FY 2006-07 Expenditure Object and Definitions (continued) Object Sub Object 920 00 920 01 920 02 920 03 920 04 920 05 920 06 920 07 920 08 920 09 930 00 930 01 930 02 930 03 930 04 930 05 930 06 930 07 940 00 940 01 940 02 940 03 940 04 940 05 950 00 950 01 950 02 950 03 950 04 950 05 950 06 955 00 956 00 Sub Object Name CAPITAL EQUIPMENT COMMUNICATIONS CAP EQUIPMENT CONS CAP EQUIP NON-MOTORIZED EDUCATION/REC CAP EQUIPMENT ENGR/SCIENTIFIC CAP EQUIPMENT KITCHEN/LAUNDRY CAP EQUIPMENT HEAT/COOL/LIGHT CAP EQUIPMENT MED/LAB/ CAP CAP EQUIPMENT SHOP CAP EQUIPMENT COMPUTER CAP EQUIPMENT VEHICLES & CONSTRUCTION EQUIP CONSTRUCTION VEHICLES TRAILERS OTHER MECHANIZED TRUCKS WATERCRAFT AIRCRAFT\HELICOPTERS PASSENGER VEHICLES INFRASTRUCTURE ROAD CONSTRUCTION ENVIRONMENTAL UTILITY RELOCATION INTERGOVERNMENTAL CONSTRUCTION MANAGEMENT DEBT SERVICE PRINCIPAL BOND INTEREST BOND PRINCIPAL COP INTEREST COP PRINCIPAL CAPITAL LEASE INTEREST CAPITAL LEASE CAPITAL-ALLOCATION OUT CAPITAL-ALLOCATION IN 974 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule A) 975 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule B) MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2006-07 2005-06 FISCAL YEAR 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 2. Amount received from primary property taxation in the 2005-06 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ 2006-07 FISCAL YEAR 371,224,118 $ 398,725,245 371,224,118 $ 398,725,245 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes General Fund - Override election Flood Control District Library District $ $ 62,733,411 17,295,751 Total secondary property taxes C. Total property tax levy amounts 67,096,622 18,401,410 $ 80,029,162 $ 85,498,032 $ 451,253,280 $ 484,223,277 $ 371,224,118 $ 371,224,118 4. Property taxes collected* A. Primary property taxes (1) 2005-06 year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) 2005-06 year's levy (2) Prior years’ levies (3) Total secondary property taxes $ 80,029,162 $ 80,029,162 C. Total property taxes collected $ 451,253,280 5. Property tax rates A. County tax rate (1) Primary property tax rate (2) Secondary property tax rate General Fund - Override election Flood Control District Library District (3) Total county tax rate 1.1971 1.1794 0.2119 0.0521 0.2047 0.0507 1.4611 1.4348 B. Special assessment district tax rates Secondary property tax rates * 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. 976 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule C) MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2006-07 ESTIMATED REVENUES 2005-06 SOURCE OF REVENUES ACTUAL REVENUES 2005-06* ESTIMATED REVENUES 2006-07 GENERAL FUND Taxes TAX PENALTIES & INTEREST PAYMENTS IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED VEHICLE LICENSE $ 11,834,653 $ 8,029,157 407,330,479 126,127,849 12,696,623 $ 8,878,454 458,364,002 136,618,538 1,854,000 2,067,143 2,066,000 Intergovernmental OTHER INTERGOVERNMENTAL GRANTS 75,225,413 - 77,350,490 - 80,315,343 - Charges for services OTHER CHARGES FOR SERVICES PATIENT SERVICE REVENUE INTERNAL SERVICE CHARGES 23,125,479 52,848 4,549,469 28,674,436 46,237 4,571,862 24,869,084 46,237 5,732,994 Fines and forfeits FINES & FORFEITS 12,457,158 14,836,017 15,044,128 4,503,265 15,136,839 10,003,265 2,336,555 5,096,759 2,618,383 677,426,325 $ 764,337,400 $ Licenses and permits LICENSES AND PERMITS Investments INTEREST EARNINGS 12,700,000 8,782,492 491,811,670 144,035,674 Rents, royalties, and commissions Contributions Voluntary contributions Miscellaneous MISCELLANEOUS REVENUE Total General Fund $ 977 798,025,270 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule C) (Continued) MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2006-07 SOURCE OF REVENUES SPECIAL REVENUE FUNDS Road Fund TRANSPORTATION EST IM AT ED REVENUES 2006-07 ACT UAL REVENUES 2005-06* EST IM AT ED REVENUES 2005-06 $ Total Road Fund $ 106,067,343 $ 106,067,343 $ 109,425,665 $ 109,425,665 $ 113,655,039 113,655,039 Health Services Fund PATIENT SERVICE REVENUE $ Total Health Services Fund $ 1,198,557 $ 1,198,557 $ 1,037,884 $ 1,037,884 $ 979,740 979,740 $ $ 457,861,619 $ 457,861,619 $ 467,615,694 $ 467,615,694 $ 511,380,800 511,380,800 Total Special Revenue Funds $ 565,127,519 $ 578,079,243 $ 626,015,579 4,693,935 $ 5,515,094 10,209,029 $ 5,055,283 $ 6,088,417 11,143,700 $ 5,041,366 5,515,094 10,556,460 4,148,623 $ 29,366,281 493,683 34,008,587 $ 913,457 $ 16,623,559 526,789 18,063,804 $ 3,300,000 39,510,191 493,683 43,303,874 $ $ $ Total Permanent Funds $ - $ - $ - MARICOPA MANAGED CARE SYSTEMS $ Total Enterprise Funds $ 81,569,822 $ 81,569,822 $ 82,049,459 $ 82,049,459 $ - 50,971,799 $ 15,232,361 901,885 10,596,904 23,116,120 100,819,069 $ 46,662,488 $ 16,408,352 928,708 12,706,435 24,879,229 101,585,212 $ 24,628,889 16,557,997 901,885 12,280,301 26,750,000 81,119,072 GRANTS, MISC. REVENUE, ETC. DEBT SERVICE FUNDS GENERAL GOVERNMENT $ STADIUM DISTRICT Total Debt Service Funds $ CAPITAL PROJECTS FUNDS APPROPRIATED FUND BALANCE $ TRANSPORTATION STADIUM DISTRICT Total Capital Projects Funds $ PERMANENT FUNDS ENTERPRISE FUNDS INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES $ CHIEF INFORMATION OFFICER MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT Total Internal Service Funds $ 978 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule C) (Continued) MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2006-07 SOURCE OF REVENUES ELIMINATIONS FUNDS ELIMINATIONS EST IM AT ED REVENUES 2005-06 ACT UAL REVENUES 2005-06* $ Total Eliminations Funds $ (70,965,989) $ (70,965,989) $ (72,263,473) $ (72,263,473) $ TOTAL ALL FUNDS $ 1,398,194,362 $ 1,482,995,347 $ EST IM AT ED REVENUES 2006-07 (67,940,624) (67,940,624) 1,491,079,631 * 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. 979 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule D) MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2006-07 OTHER FINANCING 2006-07 SOURCES FUND GENERAL FUND MEDICAL EXAMINER $ GENERAL GOVERNMENT APPROPRIATED FUND BALANCE SHERIFF PUBLIC HEALTH Total General Fund $ SPECIAL REVENUE FUNDS EMERGENCY MANAGEMENT $ COMMUNITY DEVELOPMENT HUMAN SERVICES PARKS & RECREATION PLANNING & DEVELOPMENT GENERAL GOVERNMENT APPROPRIATED FUND BALANCE TRANSPORTATION SOLID WASTE STADIUM DISTRICT FLOOD CONTROL DISTRICT ANIMAL CARE & CONTROL AIR QUALITY PUBLIC HEALTH ENVIRONMENTAL SERVICES Total Special Revenue Funds $ INTERFUND TRANSFERS 2006-07 IN $ - $ $ $ - $ 7,022,061 $ $ $ $ 7,022,061 38,000 160,895,270 482,500 45,000 17,188 168,839,337 46,989,577 51,563 45,000 215,942,665 74,747 25,380 934,317 217,000 374,905 38,670,475 68,093,970 75,683 1,560,393 77,315,461 1,959,135 303,802 1,698,440 378,412 191,682,120 - $ - $ 161,460,770 $ $ $ 9,337,196 $ - $ - $ 9,337,196 $ 482,500 482,500 40,930,000 $ $ 40,930,000 $ - $ 85,839,052 $ 66,383,561 1,560,393 77,315,461 231,098,467 $ - $ $ $ $ Total Permanent Funds $ - $ - $ - $ DEBT SERVICE FUNDS GENERAL GOVERNMENT $ STADIUM DISTRICT Total Debt Service Funds $ CAPITAL PROJECTS FUNDS APPROPRIATED FUND BALANCE $ TRANSPORTATION STADIUM DISTRICT FLOOD CONTROL DISTRICT Total Capital Projects Funds $ PERMANENT FUNDS 980 - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule D) (Continued) MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2006-07 OTHER FINANCING 2006-07 SOURCES FUND ENTERPRISE FUNDS INTERFUND TRANSFERS 2006-07 IN $ $ $ $ Total Enterprise Funds $ - $ - $ - $ - $ $ $ - $ - $ - $ 286,708 50,483 356,086 117,932 811,209 INTERNAL SERVICE FUNDS CHIEF INFORMATION OFFICER $ MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT Total Internal Service Funds $ ELIMINATIONS FUND PARKS & RECREATION $ TRANSPORTATION STADIUM DISTRICT FLOOD CONTROL DISTRICT ELIMINATIONS Total Eliminations Funds $ $ $ - $ - $ (38,000) $ (66,383,561) (2,042,893) (77,315,461) (263,138,579) (408,918,494) $ TOTAL ALL FUNDS $ 40,930,000 $ - $ - $ 981 (38,000) (66,383,561) (2,042,893) (77,315,461) (263,138,579) (408,918,494) - Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule E) MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2006-07 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2005-06 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2005-06 ACTUAL EXPENDITURES/ EXPENSES 2005-06* BUDGETED EXPENDITURES/ EXPENSES 2006-07 GENERAL FUND 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 CLERK OF THE BOARD ADULT PROBATION ASSESSOR CALL CENTER EMERGENCY MANAGEMENT CLERK OF THE SUPERIOR COURT FINANCE COUNTY ATTORNEY COUNTY MANAGERS OFFICE ELECTIONS HUMAN SERVICES INTERNAL AUDIT CONSTABLES CORRECTIONAL HEALTH JUVENILE PROBATION MEDICAL EXAMINER PARKS & RECREATION HUMAN RESOURCES PUBLIC FIDUCIARY EMPLOYEE HEALTH INITIATIVES RECORDER SUPERINTENDENT OF SCHOOLS HEALTH CARE MANDATES CHIEF INFORMATION OFFICER TREASURER RESEARCH & REPORTING GENERAL GOVERNMENT APPROPRIATED FUND BALANCE MANAGEMENT & BUDGET SHERIFF PUBLIC DEFENDER LEGAL DEFENDER LEGAL ADVOCATE CONTRACT COUNSEL FACILITIES MANAGEMENT MATERIALS MANAGEMENT ANIMAL CARE & CONTROL TRIAL COURTS AIR QUALITY PUBLIC HEALTH ENVIRONMENTAL SERVICES Total General Fund $ $ 306,515 306,515 306,515 306,515 306,515 536,893 50,303,044 18,118,945 1,555,385 233,760 26,383,155 3,086,638 57,520,494 1,996,561 7,255,771 2,067,234 1,349,254 1,908,645 3,580,435 11,680,865 4,923,739 1,692,756 2,954,676 2,186,245 2,326,033 2,114,696 2,165,072 301,233,694 5,819,236 4,147,293 296,304 168,455,307 99,010,666 2,777,491 54,588,802 32,831,396 7,431,420 6,794,249 14,162,317 11,460,411 1,489,584 375,193 67,135,563 8,743,496 1,738,045 995,963,338 $ 12,540 $ 12,540 12,540 12,540 12,540 56,038 1,832,993 2,130,799 56,069 2,327 2,737,209 107,678 4,233,056 65,573 113,796 103,917 63,973 59,970 44,978 667,252 964,291 92,625 83,653 89,675 42,838 51,300 45,539 11,989 139,715 278,107 (30,898,585) (16,014,927) 284,243 5,446,381 4,148,584 725,329 702,746 (122,051) 501,894 205,619 4,698 5,079,891 544,023 291,549 33,389 (14,929,157) $ $ 285,314 306,041 293,286 291,603 296,072 546,647 49,903,089 18,095,702 1,506,676 225,321 27,574,168 3,113,487 59,090,730 2,014,830 7,089,294 2,345,578 1,382,493 1,968,615 2,393,468 11,824,691 5,735,031 1,604,482 2,887,162 2,205,915 2,129,487 2,113,969 1,987,365 300,389,667 5,776,409 4,303,107 354,609 70,920,478 18,148,587 2,627,931 57,963,660 35,816,937 7,667,169 7,044,883 16,913,211 11,212,591 1,681,676 380,151 70,456,267 364,680 8,515,764 1,689,629 831,437,923 $ $ 341,043 341,043 341,043 341,043 341,043 623,410 55,280,402 22,979,361 1,686,973 235,773 32,090,197 4,442,521 67,528,212 2,667,353 19,040,514 2,702,378 1,897,474 2,126,145 3,719,176 21,320,911 6,660,197 1,766,029 3,182,409 2,256,900 2,457,959 2,349,174 2,132,796 317,896,691 7,504,804 4,668,836 349,072 195,190,654 165,391,470 3,232,305 67,455,441 36,608,991 8,459,463 7,752,303 16,768,051 12,932,897 1,961,265 375,982 77,815,530 546,899 12,029,428 2,419,397 1,200,210,958 * 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. 982 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule E) (Continued) M A R IC O P A C O U N T Y S u m m a r y b y D e p a r t m e n t o f E x p e n d it u r e s / E x p e n s e s W it h in E a c h F u n d T y p e F is c a l Ye a r 2 0 0 6 - 0 7 AD O P T E D BUDG ET ED E X P E N D IT U R E S / EXPENSES 2005-06 F U N D /D E P AR T M E N T E X P E N D IT U R E / EXPEN SE AD J U S T M E N T S AP P R O V E D 2 0 0 5 -0 6 AC T U AL E X P E N D IT U R E S / EXPEN SES 2 0 0 5 -0 6 * B UD G ET ED E X P E N D IT U R E S / EXPEN SES 2006-07 SPECIAL REVENUE FUNDS ADULT PROBATION EMERGENCY MANAGEMENT CLERK OF THE SUPERIOR COURT COMMUNITY DEVELOPMENT COUNTY ATTORNEY HUMAN SERVICES CORRECTIONAL HEALTH JUVENILE PROBATION MEDICAL EXAMINER PARKS & RECREATION RECORDER SUPERINTENDENT OF SCHOOLS INTEGRATED CRIMINAL JUST INFO PLANNING & DEVELOPMENT GENERAL GOVERNMENT APPROPRIATED FUND BALANCE SHERIFF PUBLIC DEFENDER LEGAL DEFENDER LEGAL ADVOCATE TRANSPORTATION LIBRARY DISTRICT SOLID WASTE STADIUM DISTRICT FLOOD CONTROL DISTRICT FACILITIES MANAGEMENT ANIMAL CARE & CONTROL TRIAL COURTS AIR QUALITY PUBLIC HEALTH ENVIRONMENTAL SERVICES MARICOPA EVENTS CENTER Total Special Revenue Funds $ $ 14,536,894 806,303 8,874,258 15,970,994 12,799,672 37,132,605 39,634,375 45,991,188 12,689 5,043,954 7,509,286 1,766,906 13,320,022 88,006,674 36,486,113 166,430,334 2,227,664 105,542 19,500 54,020,065 15,256,294 4,792,338 2,497,658 32,201,482 2,178,614 8,112,123 16,674,245 10,470,060 43,571,742 11,234,271 697,683,865 $ 17,416,902 5,442,594 22,859,496 $ 105,428,056 110,571,009 3,000 62,142,000 278,144,065 $ 581,504 $ 301,890 372,158 124,199 (210,245) 376,792 2,620,530 357,230 64,977 24,439 1,195,672 (16,931,262) (73,678) 11,991,188 205,517 7,000 748,347 5,571,533 103,471 1,811,545 115,922 89,442 238,640 1,804,895 445,693 583,346 12,520,745 $ $ 14,909,409 1,178,902 8,734,405 8,070,746 12,418,548 33,871,444 41,797,457 44,505,567 14,932 4,692,574 7,288,965 1,309,627 13,528,612 26,702,794 6,134,937 172,376,591 1,961,579 112,541 10,000 47,487,438 18,373,335 5,161,920 2,056,945 32,272,807 1,939,696 7,589,512 16,265,592 10,655,068 43,912,505 11,375,915 596,710,365 $ 30,345,479 4,063,779 34,409,258 $ 50,487,263 91,914,646 4,244,979 59,414,057 206,060,945 $ $ 16,132,870 1,250,147 9,561,287 13,518,945 11,918,136 36,892,125 41,838,500 39,937,815 5,339,800 6,435,103 3,648,304 1,817,932 17,428,155 79,096,363 34,917,369 189,299,237 2,526,833 134,794 17,500 58,301,537 18,948,379 7,939,066 2,514,561 34,655,410 3,081,810 8,527,458 17,892,544 13,510,386 46,000,854 11,939,909 75,000 735,098,129 DEBT SERVICE FUNDS GENERAL GOVERNMENT STADIUM DISTRICT Total Debt Service Funds $ $ $ 11,271,279 11,271,279 $ 11,662,473 5,745,000 2,100,000 19,507,473 $ $ $ 17,691,300 5,442,594 23,133,894 CAPITAL PROJECTS FUNDS APPROPRIATED FUND BALANCE TRANSPORTATION STADIUM DISTRICT FLOOD CONTROL DISTRICT Total Capital Projects Funds $ $ $ $ $ 97,675,894 119,194,034 1,003,000 71,000,000 288,872,928 PERMANENT FUNDS $ Total Permanent Funds $ $ - $ $ - $ $ - $ - * 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. 983 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Attachments Arizona State Auditor General Forms (Schedule E) (Continued) MARICOPA COUNTY Summary by Department of Expenditures/Expenses W ithin Each Fund Type Fiscal Year 2006-07 EXPENDIT URE/ EXPENSE ADJUST M ENT S APPROVED 2005-06 ADOPT ED BUDGET ED EXPENDIT URES/ EXPENSES 2005-06 FUND/DEPART MENT ENTERPRISE FUNDS MARICOPA MANAGED CARE SYSTEM $ Total Enterprise Funds $ BUDGET ED EXPENDIT URES/ EXPENSES 2006-07 ACT UAL EXPENDIT URES/ EXPENSES 2005-06* 87,070,639 87,070,639 $ $ 9,767,438 9,767,438 $ $ 93,968,355 93,968,355 $ $ - $ 50,596,799 14,593,068 811,961 10,171,760 26,011,566 $ $ $ $ $ 74,032 260,602 55,827 - $ $ $ $ $ 44,885,068 14,992,642 1,094,556 11,720,287 26,011,501 $ $ $ $ $ 24,253,889 13,790,213 1,005,833 11,804,591 29,166,658 $ 102,185,154 $ 390,461 $ 98,704,054 $ 80,021,184 ELIMINATIONS Total Eliminations Funds $ $ (70,965,989) $ (70,965,989) $ TOTAL ALL FUNDS $ INTERNAL SERVICE FUNDS EMPLOYEE HEALTH INITIATIVES CHIEF INFORMATION OFFICER MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT Total Internal Service Funds ELIMINATIONS FUNDS 2,112,940,568 (29,872) $ (29,872) $ $ 38,498,367 $ (72,263,473) $ (72,263,473) $ 1,789,027,427 $ (67,940,624) (67,940,624) 2,259,396,469 * 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. 984 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Glossary Glossary Activity: A set of services grouped together around a common purpose or result. AHCCCS: Arizona Health Care Cost Containment System. ALTCS: Arizona Long Term Care System. Balanced Budget: An annual budget in which expenditures or uses do not exceed available resources. Current year spending as well as future spending obligations must be taken into account. Base Level Internal Service Charge: A base-level, fixed charge that is required by all agencies for normal business operations that cannot be controlled directly by department management. As an example, Telecommunications provides base-level services that include phone line administration, 506 and 372 exchange, voice mail, transmission systems, etc. Base Level Request: An initial fiscal year’s budget amount, with adjustments for program changes, grants, and departmental realignments, which are approved by the Maricopa County Board of Supervisors and annualized costs for previously funded budget issues (initiatives). A department’s base budget request must be within the budget target provided. Baseline: An established level of previous or current performance that could be used to set improvement goals and provide a comparison for assessing future progress. Benchmarking: A continuous process of collecting information on internal or external standards, processes, and/or best practices, evaluating why they are successful and applying what is learned. Budgeting for Results: A budgeting strategy where decisions are based on or informed by performance information that describes the cost or efficiency of producing an activity and the results achieved for customers—those whose best interests are served by or who receive or use the products or services of a department or program. This is accomplished by structuring the accounting and budgeting systems according to the structure of departments' strategic plans. Note: Accountability is at the heart of Budgeting for Results—County Government is willing and able to tell taxpayers what they are getting for their money in terms of results for customers. Capital Budget: The first year of the Capital Improvement Program (CIP). Capital Improvement Program (CIP): A five-year plan of capital improvement projects that outlines project costs, funding sources and future operating costs associated with each capital improvement. Capital Improvement Project: A major, nonrecurring expenditure of $150,000 or more used to expand or improve the County’s physical assets, including land, facilities and infrastructure. Capital improvement projects generally result in new facilities with expected life spans of many years, in substantial extension of the useful life and monetary value of existing facilities, or in increases to the existing “footprint” of a building. Capital improvement projects generally span two or more years. Note: Separate and distinct new facilities should be budgeted as discrete projects. Portions of new facilities should be included in the overall project budget for the overall facility. Capital Outlay: An 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 resources for the acquisition, construction or reconstruction of major capital facilities. 985 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Glossary Carryover Funding: An amount budgeted for FY 2006-07 to pay for a capital expenditure budgeted for FY 2005-06 for which an obligation has been incurred that cannot be paid by June 30, 2006. 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. COP’s (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. County: Maricopa County government. DCM: Deputy County Manager. Debt Service Fund: A fund used to account for the accumulation of resources for and payment of general obligation, special assessment, and stadium district bond principal and interest. Demand Measure: A measure of the number of total units of service or product anticipated to be demanded or needed by the customer. Examples include, number of residents eligible for job training or number of building inspection applications received. Department: An organizational unit headed by a director or elected official. In terms of financial structure, departments can have multiple funding sources, (i.e. general fund, special revenue etc.) that are based on specified uses. The combinations of the various funds are consolidated at the department level. Discretionary Internal Service Charge: A charge for a service above the base service level that can be controlled at the discretion of the requesting department, such as fuel use, motor pool, reprographic services, long distance, cellular phones, pagers, 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 or economy of the community. Efficiency Measure: A performance measure that measures the average activity cost per output or result. Examples include cost per participant served or cost per building inspection completed within seventy-two hours. 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. Interdepartmental charges from the Reprographics (print shop) fund to various County departments are one example. 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. Enterprise Fund: A fund used to account for operations that are financed and operated in a manner similar to private enterprises where the intent of the County is that the costs of providing goods and services to the general public on a continuing basis be financed through user charges. This allows for the evaluation of these funds on the same basis as investor-owned enterprises in the same industry. 986 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Glossary Environmental Assessment: An analysis of the internal and external trends and issues that will have a major impact on the department and its customers over the next two to five years. Issue statements summarize the trends and the impact on the department. 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. 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 .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 Balance/Equity: An amount comprised of accumulated excess or deficiency of revenues less expenditures in a fund. This is measured at the beginning or end of a fiscal year. GAAP: Generally 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, and serves as the County’s primary operating fund. GO Bond: General Obligation Bonds are approved by a majority of Maricopa County residents that are sold to raise funding for capital expenditures. Funding for repayment is provided by the County’s secondary debt service property tax levy. Indirect Cost: A cost that is necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. The central service cost allocation is an example of the allocation of indirect costs. Input: A volume of resources used to provide an activity. Inputs are typically stated in terms of dollars or hours, but are sometimes stated in terms of people or material resources. Internal Charge: A cost billed to one County department by another County department for base level or discretionary services provided. ISF (Internal Service Fund): A proprietary fund that accounts for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis like a business. Issue Statement: A summary statement of an issue and trend that will have a major impact on the department and its customers over the subsequent two to five years. Issue statements include what that impact will be and are the products of the environmental assessment phase in strategic planning. Key Result Measure: A performance measure that is directly related to the program purpose statement and measures the impact that a program had on citizens/customers. 987 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Glossary Major Maintenance: A category of non-routine projects comprised of major maintenance or upgrades to facilities and/or equipment that will achieve demonstrable savings in operational cost, extend the useful life of assets, or achieve at least ten percent savings in current energy consumption. Each project cost must exceed $20,000 for it to be classified as a major maintenance item. Examples of Major Maintenance projects include replacing heating, ventilation, and cooling (HVAC) systems, replacing roofs, repairing building exteriors, retrofitting light fixtures, installing variable drive fan motors, installing energy management systems, etc. Maintenance projects costing less than $20,000 will be treated as Facilities base-level or discretionary services, and charged accordingly (refer to Internal Charges section). Mandate: A program that meets constitutional, statutory or court-ordered requirements from either Federal or State entities. MCSO: Maricopa County Sheriff’s Office. MFR (Managing for Results): A systemic approach to management decision-making, resource allocation, and accountability for results. It includes an integrated system of processes: Planning for Results, Budgeting for Results, Delivering Services and Collecting Data, Reporting Results, Evaluating Results, and Decision Making. MHP: Maricopa Health Plans. Mission: A clear, concise statement of purpose for the entire department. The mission focuses on the broad, yet distinct, results the department will achieve for its customers. MMC: Maricopa Medical Center. MOE: Maintenance of Effort. Maintaining funding of maintenance and operational expenditures, including detention personnel compensation, employee related expenses, utility expenses of the facility, costs of food and care of prisoners, administrative support costs and costs of maintaining and repairing the facility and grounds, at a level before the voter approved detention excise tax. Object Code: Identifies the balance sheet account (assets, liabilities, or fund equity), revenue source, or expenditure/expense type (e.g., cash, accounts payable, real property taxes, salaries and wages). OMB: Office of Management and Budget. Org: A level two budget under the budget org. This usually denotes a unit under the division. Example of a departmental budget structure: Department 110 Adult Probation Budget Org (level 1) 1100 Administration Services Org (level 2) 1101 Department Administration Output Measure: A performance measure that measures the number of units produced. Examples include number of participants enrolled in job training courses or number of building inspections completed. PCN: A position control number assigned to a position. 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, and salary adjustments and personnel allocations out/in. 988 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Glossary Personal Services Allocation – Out/In: An object code (795 or 796) used to record payroll expenditures that will be charged/credited to a department for work performed on a special assignment basis. The department providing the personal services will record the expenditure as a credit and the receiving department will record the expenditure as a debit. Personnel Savings: A savings normally realized when positions are vacant or employees are paid at lower rate than budgeted. Object code 701, sub-line “Regular Pay Personnel Savings” and object code 750 sub-line “Benefits Personnel Savings” are provided to recognize the expenditure. This reduction (negative) to the personal services budget allows the department to use these budget dollars to fund other items. Position: A specific employment, 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 or result. Programs provide operational and performance information for strategic decision making. Restatement: A budgetary transfer which provides for a specific increase to revenues or expenditures in one department, activity or fund with a corresponding decrease in revenues and expenditures in another department, activity or fund for a net impact of zero (or less). 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. Service: 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 receives rather than in terms of what the department does. 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 Plan: A strategic 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 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. Sub-object Code: Identifies detailed balance sheet account, revenue source, or expenditure/expense type (e.g., cash on hand, current real property taxes, overtime wages). Supplies and Services: 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. Technology Results Initiative: A results initiative for technology expenditures for more than $20,000 or an amount above a department’s base budget for new or improved technology systems or expenditures used for maintaining existing information technology systems. 989 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Glossary Trend: A documented recurrence of a measurable event or circumstance over time that is increasing, decreasing or even staying the same. The size of the number of occurrences often determines whether the recurrences constitute a trend. If the number of recurrences is very small, such as number of floods in a year, it may take a number of years to document a trend in one direction or another. While 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 of years. 990 Maricopa County, Arizona FY 2006-07 Annual Business Strategies Acknowledgements Acknowledgements The Fiscal Year 2006-07 Maricopa County Annual Business Strategies was made possible with the help of many dedicated individuals. Most importantly, the Board of Supervisors and the County Manager for providing the policy guidance and leadership that is the backbone of the budget process. Thanks must also be given to the Elected Officials, Deputy County Manager, Assistant County Managers, and Department Directors and Managers for their cooperation during this past year. This document could not have been produced without the conscientious and creative efforts of the entire staff of the Office of Management and Budget whose members include: Tara Acuna, LeeAnn Bohn, Christopher Bradley, Thomas Brandt, Neeraj Deshpande, Shannon Fitzgerald, Daren Frank, Cindy Goelz, Brian Hushek, Kirk Jaeger, Lisa Johnson, Wendy Johnson, Marc Kuffner, Hannah Lee, Jack Patton, Kimberly Roman, Scott Rothe, Jamie Rullo, Monica Staats, Dexter Thomas, Maria Tutelman, Victor Wickersham, Sandi Wilson, Ryan Wimmer, Janet Woolum. We would also like to thank David Hill, Duane Lee and Debbie Fisher of the Office of Enterprise Technology who have spent many hours working to provide us the schedules for this document. With the Board’s approval of the FY 2006-07 Budget on June 19, 2006, and the corresponding tax rates on August 21, 2006 we start down the path of developing the FY 2007-08 budget. 991 Maricopa County Flood Control District, Library District, Stadium District FY 2006-07 Annual Business Strategies Maricopa County, Arizona FY 2006-07 Final Budget Table of Contents Table of Contents Motions Flood Control District Library District Stadium District 1 1 1 Flood Control District Transmittal Letter Flood Control District Mission, Vision and Goals Budget Summary Revenue Sources and Variances Commentary Beginning Fund Balance and Variance Commentary Budget Adjustments and Reconciliation Flood Control Capital Improvement Program 3 5 7 11 16 17 20 Library District Transmittal Letter Library District Mission, Vision and Goals Budget Summary Revenue Sources and Variances Commentary Beginning Fund Balance and Variance Commentary Budget Adjustments and Reconciliation 61 63 65 68 73 74 Stadium District Transmittal Letter Stadium District Mission, Vision and Goals Budget Summary Revenue Sources and Variances Commentary Beginning Fund Balance and Variance Commentary Budget Adjustments and Reconciliation Debt Service 77 79 81 84 86 86 89 Special Districts Direct Assessment Special Districts Secondary Roll Street Lighting Improvement Levies Secondary Roll 95 96 Attachments Budget Priorities – Flood Control District Budget Priorities – Library District Budget Priorities – Stadium District 103 105 107 i Maricopa County, Arizona FY 2006-07 Final Budget Motions Motions Flood Control District It is moved that the Board of Directors of the Maricopa County Flood Control District approve the Fiscal Year 2006-07 Budget in the amount of $105,655,410 by total appropriation for each fund for the Flood Control District and by project for the Flood Control District Capital Improvement Program. This represents an increase of $111,237 from the tentative budget of $105,544,173. Library District It is moved that the Board of Directors of the Maricopa County Library District approve the Fiscal Year 2006-07 Budget by total appropriation for each fund for the Library District in the amount of $18,948,379. Stadium District It is moved that the Board of Directors of the Maricopa County Stadium District approve the Fiscal Year 2006-07 Budget by total appropriation for each fund for the Stadium District in the amount of $8,960,155. Other Special Districts It is moved that the Maricopa County Board of Supervisors approve the Fiscal Year 2006-07 Budget for the Other Special Districts per the FY 2006-07 Budget Schedules entitled “Direct Assessment of Special Districts Secondary Roll” and “Street Lighting Improvement District Levies Secondary Roll.” 1 Maricopa County, Arizona FY 2006-07 Final Budget Motions 2 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Flood Control District Transmittal Letter To: Don Stapley, Chairman, District 2 Fulton Brock, District 1 Andrew Kunasek, District 3 Max W. Wilson, District 4 Mary Rose Wilcox, District 5 The recommended Fiscal Year 2006-07 expenditure budget for the Flood Control District is $105,544,173, which is $7,289,146 (7.4%) higher than the prior fiscal year’s budget. Increased expenditures are mainly due to higher spending in capital projects and operating activities such as floodplain delineation, planning, and flood hazard education. Expenditures for capital projects have increased by $6,758,000 (10.5%) in Fiscal Year 2006-07. Flood Control District For the first time in four years, the Capital Project Expenditures Flood Control District will be FY 2003 Through FY 2007 lowering its tax rate from 0.2119 $80,000,000 $71,000,000 to 0.2047. The District was $70,000,000 $59,414,057 directed by the Board of Directors $60,000,000 to implement a 2% levy cap, $47,741,781 $50,000,000 $42,692,818 excluding new construction, in $40,773,261 $40,000,000 order to protect taxpayers from $30,000,000 tax increases due to increased assessed property values. The $20,000,000 reduced rate results in a property $10,000,000 tax revenue budget of $$67,096,622. Revenue increases FY 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 FY 2006-07 Actual Actual Actual Projected Recommended are also expected in Fiscal Year 2006-07 as a result of increased permit issuances, as well as the anticipated sale of the District’s Cave Buttes property, valued at $20 million. In total, the Flood Control District expects to receive over $110 million this year, which is $13,068,447 (13.4%) more than in Fiscal Year 2005-06. The recommended Flood Control District Capital Improvement Project budget reflects strong activity in the construction phase of major infrastructure projects, which are geographically distributed to benefit all five County Supervisory Districts. Additionally, the budget provides for continued funding of $3,960,000 for the Flood Prone Properties Acquisition program. The Flood Control District has scheduled 20 projects, totaling $352 million, in their five-year capital improvement plan. 3 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District I wish to offer my appreciation to the Board of Directors for their support and guidance during the budget development process. I believe this budget is sustainable, responsible, and aligns with the District’s mission. Sincerely, David R. Smith County Manager On June 19, 2006, the Maricopa County Flood Control District Board of Directors adopted the FY 2006-07 Budget totaling $105,655,410. This represents a $111,237 increase from the recommended budget of $105,544,173. 4 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Flood Control District Analysis by Jamie Rullo, Senior Management & Budget Analyst Organizational Chart Flood Control District Board of Directors County Manager Assistant County Manager Regional Development Services Agency Public Works Director Flood Control District Timothy S. Phillips, P.E., Chief Engineer & General Manager Executive Operations & Maintenance Land Management Regulatory Administration Engineering Information Technology Planning & Project Management Mission The mission of the Flood Control District of Maricopa County is to provide flood hazard identification, regulation, remediation, and education to the people in Maricopa County so that they can reduce their risks of injury, death, and property damage due to flooding while enjoying the natural and beneficial values served by floodplains. Vision The vision of the Flood Control District of Maricopa County is that the people of Maricopa County and future generations will have the maximum amount of protection from the effects of flooding through fiscally responsible flood control actions and multiple-use facilities that complement or enhance the beauty of our desert environment. Strategic Goals • “Risk Mitigation Model” - By FY 2008-09, the Flood Control District will develop and implement a model for flood hazard risk mitigation that measures the amount of risk mitigated through actions taken by each of its programs in terms of the number of people affected and the inflation 5 Maricopa County, Arizona FY 2006-07 Final Budget adjusted cost per resident. process. Flood Control District Status: A study team has formed and preliminary work is in • “Flood Delineation” - Beginning in FY 2004-05 and for each year for the next 5 years, the Flood Control District will continue to identify flood and erosion hazard areas by delineating at least 5% of the existing (3,334) linear miles of undelineated watercourses and conducting studies on 5% of the total number of square miles (7,070) of watershed needing study. Status: Three new studies were begun in Fiscal Year 2005-06. There is a change underway to change from measuring linear miles to square miles. • “Flood Hazard Mitigation” - Beginning in FY 2004-05 and for each year for the next five years, the Flood Control District will continue to provide maximum flood hazard mitigation to the people who live and work in Maricopa County by completing 10% of the structural projects listed in the 5-year CIP plan (40). To the extent allowed by its enabling statutes, the District will include provisions for multiple use opportunities incorporating the principles of landscape architecture and land use planning in their siting, planning, and design. Status: The District is making progress in achieving this goal. • “Community Rating System” - By the end of calendar year 2007, the Flood Control District will have the requisite number of 500 points to increase its Community Rating System rating from a level 5 to a level 4 thereby saving the property owners in unincorporated Maricopa County an additional 5% on their annual flood insurance premiums. Status: The District continues to work towards having the requisite number of points to increase the Community Rating System; however, FEMA has not published the new rules that are necessary for the District to know the exact status. Delays at FEMA are caused by their focus on recent hurricane disasters. • “Public Education” - Beginning in FY 2004-05 and for each year for the next five years, 50% of those who live in and visit Maricopa County will be exposed to flood hazard information, flood mitigation project information, and flood safety guidance through mass media and public education programs as measured by public meeting counts and PR Tracker. Status: The District anticipates meeting this goal as stated. • “Floodplain Regulation Compliance” - Beginning in FY 2004-05 and for each year for the next five years, the Flood Control District will provide floodplain regulation compliance guidance, direction, permitting, and enforcement so that 100% of the structures permitted for building within delineated floodplains are in compliance with applicable state and federal laws and are not flooded during storm runoff events. Status: The District is making progress in meeting this goal. 6 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Budget Summary Sources of Funds Sources of Funds $105,655,410 Miscellaneous & Interest 15% Permits, Fees & Fines 1% Fund Balances 22% Other Intergovernmental & Grants 15% Property Taxes, Penalties & Interest 47% Uses of Funds Uses of Funds $105,655,410 General Government 1% Information Technology 2% Flood Hazard Regulation 2% Flood Hazard Education 2% Administrative Services 3% Flood Hazard Identification 10% Flood Hazard Remediation 80% 7 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 69FH - FLOOD HAZARD REGULATION PROGRA DENF - DRAINAGE ENFORCEMENT DINS - DRAINAGE INSPECTION DREV - DRAINAGE REVIEW FENF - FLOODPLAIN ENFORCEMENT FINS - FLOODPLAIN INSPECTIONS FMAP - FLOODPLAIN MAP INFORMATION FREV - FLOODPLAIN REVIEW QUAL - STORMWATER QUALITY 69HI - FLOOD HAZARD IDENTIFICATION FLDP - FLOODPLAIN DELINEATION HYDR - HYDROMETEOROLOGY PLNG - PLANNING 69HR - FLOOD HAZARD REMEDIATION HAZD - FLOOD CONTROL STRUCTURES MAIN - MAINTENANCE PMGT - PROPERTY MANAGEMENT 99IT - INFORMATION TECHNOLOGY PROGRAM GISA - GIS APPLICATION DEVELOPMENT 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 69FH - FLOOD HAZARD REGULATION PROGRA DENF - DRAINAGE ENFORCEMENT DINS - DRAINAGE INSPECTION DREV - DRAINAGE REVIEW FENF - FLOODPLAIN ENFORCEMENT FINS - FLOODPLAIN INSPECTIONS FMAP - FLOODPLAIN MAP INFORMATION FREV - FLOODPLAIN REVIEW QUAL - STORMWATER QUALITY 69HE - FLOOD HAZARD EDUCATION PROGRAM EDAY - EDUCATION MASM - MASS MEDIA 69HI - FLOOD HAZARD IDENTIFICATION FLDP - FLOODPLAIN DELINEATION HYDR - HYDROMETEOROLOGY PLNG - PLANNING 69HR - FLOOD HAZARD REMEDIATION HAZD - FLOOD CONTROL STRUCTURES MAIN - MAINTENANCE PMGT - PROPERTY MANAGEMENT 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEVELOPMENT HDSP - HELP DESK SUPPORT 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ 983,129 5,930 26,055 512,515 (445) 1,511 263,396 110,760 63,407 (3,979) (53,999) 20 50,000 15,972,871 14,314,050 450 1,658,372 190,848 190,848 488,302 56,240,862 73,872,033 $ $ $ $ $ $ $ 2,265,623 (24,668) 140,944 319,148 155,180 249,777 404,038 693,482 327,721 478,789 350,512 128,277 9,824,913 1,776,729 880,673 7,167,511 51,583,609 43,878,389 7,106,189 599,031 1,610,448 404,420 59 551,609 603,675 50,684 4,635,545 1,144,170 71,543,097 $ $ $ $ $ $ $ FY 2005-06 ADOPTED $ 225,000 225,000 33,547,000 23,478,000 10,069,000 40,000 40,000 140,000 63,250,138 97,202,138 $ $ $ $ $ $ $ 1,666,337 138,787 293,100 160,746 723,073 350,631 715,838 205,952 509,886 10,856,688 2,159,955 898,247 7,798,486 2,711,322 (7,296,479) 9,678,288 329,513 1,996,367 246,765 532,952 1,216,650 75,256,125 1,140,805 94,343,482 $ $ $ $ $ $ $ FY 2005-06 REVISED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 225,000 225,000 33,647,000 23,478,000 10,169,000 40,000 40,000 40,000 63,250,138 97,202,138 1,962,667 87,449 434,632 113,906 967,200 359,480 784,578 260,152 524,426 11,166,045 2,322,428 1,003,110 7,840,507 77,142,551 65,977,899 10,819,373 345,279 1,991,348 253,795 539,989 1,197,564 4,067,033 1,140,805 98,255,027 FY 2005-06 PROJECTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 168,328 696 800 1,256 198,880 (33,304) 27,535,877 25,416,579 300 2,118,998 49,937 49,937 210,423 63,092,192 91,056,757 1,972,645 532 6,484 73,055 118,711 351,408 106,904 976,073 339,478 783,402 304,015 479,386 11,178,338 2,197,474 961,647 8,019,217 70,446,376 60,996,442 9,012,235 437,698 1,781,961 296,806 502,752 982,143 260 4,383,337 1,140,805 91,686,864 FY 2006-07 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 250,000 250,000 42,256,000 21,106,000 21,150,000 200,000 67,564,585 110,270,585 2,310,595 52,103 471,193 68,200 1,342,390 376,709 2,161,383 1,494,867 666,516 10,263,124 2,378,474 7,884,650 84,348,863 72,577,282 10,928,418 843,163 2,067,873 339,500 730,187 998,186 3,036,673 1,466,899 105,655,410 ADOPTED TO REVISED VARIANCE % $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 25,000 25,000 8,609,000 (2,372,000) 10,981,000 (40,000) (40,000) 160,000 4,314,447 13,068,447 (347,928) 35,346 (36,561) 45,706 (375,190) (17,229) (1,376,805) (1,234,715) (142,090) 902,921 (56,046) 1,003,110 (44,143) (7,206,312) (6,599,383) (109,045) (497,884) (76,525) (85,705) (190,198) 199,378 1,030,360 (326,094) (7,400,383) 11.1% 11.1% 25.6% -10.1% 108.0% -100.0% -100.0% 400.0% 6.8% 13.4% -17.7% 40.4% -8.4% 40.1% -38.8% -4.8% -175.5% -474.6% -27.1% 8.1% -2.4% 100.0% -0.6% -9.3% -10.0% -1.0% -144.2% -3.8% -33.8% -35.2% 16.6% 25.3% -28.6% -7.5% Total Budget by Category FY 2004-05 ACTUAL REVENUE TAXES LICENSES & PERMITS INTERGOVERNMENTAL REVENUES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES OTHER FINANCING USES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 55,544,623 2,315,702 13,236,682 2,775,026 73,872,033 $ 12,374,664 1,776,860 21,460,690 35,930,883 71,543,097 $ $ $ FY 2005-06 REVISED 62,733,411 505,000 23,479,727 10,484,000 97,202,138 $ 13,465,651 1,593,612 21,482,390 57,801,829 94,343,482 $ $ $ FY 2005-06 PROJECTED 62,733,411 505,000 23,479,727 10,484,000 97,202,138 $ 15,338,521 1,577,022 21,511,558 59,827,926 98,255,027 $ $ $ 8 FY 2006-07 REQUESTED 62,733,411 2,932,092 22,883,265 2,507,989 91,056,757 $ 14,817,087 1,623,715 20,418,633 54,827,429 91,686,864 $ $ $ FY 2006-07 ADOPTED 63,988,079 1,000,000 21,306,000 20,882,750 107,176,829 $ 15,955,524 2,015,172 19,243,912 1,108,407 67,228,130 105,551,145 $ $ $ ADOPTED TO REVISED VARIANCE % 67,096,622 1,000,000 21,291,213 20,882,750 110,270,585 $ 16,066,761 2,014,327 20,346,192 67,228,130 105,655,410 $ $ $ 4,363,211 495,000 (2,188,514) 10,398,750 13,068,447 7.0% 98.0% -9.3% 99.2% 13.4% (728,240) (437,305) 1,165,366 (7,400,204) (7,400,383) -4.7% -27.7% 5.4% -12.4% -7.5% Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Total Budget by Fund FY 2004-05 ACTUAL REVENUE 900 ELIMINATIONS 990 FLOOD CONTROL CAPITAL PROJ 989 FLOOD CONTROL GRANTS 991 FLOOD CONTROL ALL FUNDS EXPENDITURES 900 ELIMINATIONS 990 FLOOD CONTROL CAPITAL PROJ 989 FLOOD CONTROL GRANTS 991 FLOOD CONTROL ALL FUNDS FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 REQUESTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % $ (53,327,784) $ (70,816,471) $ (69,004,926) $ 53,327,784 70,816,471 69,004,926 322,202 73,549,831 97,202,138 97,202,138 $ 73,872,033 $ 97,202,138 $ 97,202,138 $ (69,004,926) $ 69,004,926 91,056,757 91,056,757 $ (71,000,000) $ 71,000,000 107,176,829 107,176,829 $ (77,315,461) $ 77,315,461 110,270,585 110,270,585 $ (8,310,535) 8,310,535 13,068,447 13,068,447 $ (53,327,784) $ (70,816,471) $ (69,004,926) $ 42,692,818 62,142,000 64,242,000 208,215 81,969,848 103,017,953 103,017,953 $ 71,543,097 $ 94,343,482 $ 98,255,027 $ (69,004,926) $ 59,414,057 101,277,733 91,686,864 $ (71,000,000) $ 71,000,000 105,551,145 105,551,145 $ (77,315,461) $ 71,000,000 111,970,871 105,655,410 $ 8,310,535 (6,758,000) (8,952,918) (7,400,383) 12.0% 12.0% 13.4% 13.4% -12.0% -10.5% -8.7% -7.5% Personnel by Fund FY 2005-06 ADOPTED 208.00 208.00 991 FLOOD CONTROL TOTAL FUNDS FY 2005-06 REVISED 210.00 210.00 FY 2006-07 ADOPTED 209.00 209.00 One FTE was reduced as a result of the Public Works consolidation. Mandates 690 FLOOD CONTROL MANDATED EXPENDITURES 140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED CAPITAL FUND NON-MANDATED CAPITAL FUND MANDATED SPECIAL REVENUE FUND NON-MANDATED SPECIAL REVENUE FUND MANDATED 9 ADOPTED TO REVISED VARIANCE % (1.00) 0% (1.00) 0% Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Mandates (Continued) Program Activity FLOOD HAZARD REGULATION FLOODPLAIN ENFORCEMENT FLOODPLAIN INSPECTIONS FLOODPLAIN MAP INFORMATION FLOODPLAIN REVIEW Purpose Mandate The purpose of the Flood Hazard Regulation program is to provide guidance, direction, and enforcement for the public so that they can avoid causing adverse impacts to floodplains, and use their property safely and in compliance with applicable state and federal laws. ARS 48-3608, ARS 48-3609, ARS 48The purpose of the Floodplain Enforcement Activity is to provide enforcement of the floodplain 3609B, ARS 48-3613, ARS 48-3614, regulations to residents and property owners so they can be kept out of harm's way of floods ARS 48-3615, ARS 48-3610, 44 CFR 59 - 78 and use/develop their property with an acceptable risk of flooding. ARS 48-3608, ARS 48-3609, ARS 483609B, ARS 48-3613, ARS 48-3614, The purpose of the Floodplain Inspections Activity is to provide floodplain inspections to ARS 48-3615, ARS 48-3610, 44 CFR residents and builders so they can complete construction in compliance with approved 59 - 78 floodplain regulations. ARS 48-3608, ARS 48-3606 ARS 48The purpose of the Floodplain Map Information Activity is to provide realtors, appraisors, engineers, and the public with flood determination information from flood insurance rate maps 3609, ARS 48-3609B, ARS 48-3613, ARS 48-3614, ARS 48-3615, ARS 48so they will know if they can build on their property, where they can build, and whether they 3610, 44 CFR 59 - 78 need flood insurance. ARS 48-3608, ARS 48-3609, ARS 48The purpose of the Floodplain Review Activity is to provide plan review comments or 3609B, ARS 48-3613, ARS 48-3610, approvals to the One-Stop-Shop Distribution Center so they can notify permit applicants of 44 CFR 59 - 78 required changes to their plans or to pick up their approved permits. FLOOD CONTROL STRUCTURES The purpose of the Stormwater Quality Activity is to provide right-of-way water quality plan reviews for regional coordination services and construction activities to County residents so they can comply with state and federal water quality regulations in a cost-effective manner. The purpose of the Flood Hazard Education program is to provide information to the public so they can be knowledgeable about the risks of floods and flood hazards, and the Flood Control District projects, studies, and activities that will affect them. The purpose of the Education Activity is to provide information and learning opportunities to the public about flood and stormwater related issues so they are aware of the dangers and can be safe. The purpose of the Mass Media Activity is to provide information to reporters, and discuss with them information about flood hazards and projects so they can be more knowledgeable about flood risks and flood control projects and provide accurate and balanced information to the public. The purpose of the Flood Hazard Identification program is to provide the identification of, and alternative solutions to flood hazards, and flood warning data to public and private organizations so that they can incorporate knowledge of flood hazards in their plans within presently developed and future urban growth areas. The purpose of the Floodplain Delineation Activity is to provide a map of the physical boundaries of the area adjoining a watercourse that mey be covered by floodwater during a flood so the public is aware of the dangers inherent in that property. The purpose of the Planning Activity is to provide studies which identify and document flood and erosion hazards and alternative mitigation solutions to public and private organizations so they can incorporate knowledge of flood hazards in their plans and their flood hazard remediation requests to the District. The purpose of the Flood Hazard Remediation program is to provide protection to the public from flood hazards through structural and non-structural solutions to mitigate flood hazards to provide protection to the public so that they can live with minimal risk of loss of life or property due to flooding. The purpose of the Flood Control Structures (Capital Projects) Activity is to provide structural and non-structural (buy-out) solutions to known flooding and drainage problems to residents and government agencies so they can have reduced risks of injury, death, and property damage due to flooding. MAINTENANCE The purpose of the Maintenance Activity is to provide upkeep of the flood control system and its associated properties for the public so they can get safe, functional, and aesthetically pleasing flood control facilities. ARS 48-3616, ARS 45-1423, ARS 481424 ARS 48-3603, ARS 48-3608, ARS 3609B, Code of Federal Regulations Title 2, Title 33 Chapter II (Structure Maintenance) ARS 45-1212, ARS 451423 PROPERTY MANAGEMENT The purpose of the Property Management Activity is to provide stewardship of Flood Control District owned real property for the public so they can get the best possible utility from it. ARS 9-402 (City Code), ARS 483603, ARS 33-1324, ARS 45-1423 STORMWATER QUALITY FLOOD HAZARD EDUCATION EDUCATION MASS MEDIA FLOOD HAZARD IDENTIFICATION FLOODPLAIN DELINEATION PLANNING FLOOD HAZARD REMEDIATION 10 ARS 3608, ARS 48-3609B, ARS 483610 ARS 48-3609B, ARS 48-3616, 44 CFR 59 - 78 ADMINISTRATIVE ARS 48-3605, ARS 48-3609, ARS 483609B, ARS 48-48-3616, ARS 11-821 ARS 48-3609, ARS 48-3609B, ARS 48-3616, ARS 11-821 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Revenue Sources and Variance Commentary Property Taxes The Flood Control District collects property taxes based on the secondary net assessed values of real property. Unlike the primary property tax rate, there is no constitutional limitation on growth for the secondary property tax rate. However, the Flood Control District Board of Directors has chosen to impose growth limitations similar to those imposed on the primary rate in order to minimize the burden on the taxpayers of Maricopa County. As a result, beginning in FY 2006-07 the secondary rate associated with the Flood Control Flood Control District Preliminary Tax Levy District was capped at 2% annual growth on property taxed in the Fiscal Net Assessed Value Tax Rate Tax prior year. Year (Thousands) (per $100 N.A.V.) Levy The Board of Supervisors must adopt the Flood Control District’s property tax levy on or before the third Monday in August for the fiscal year that begins on the previous July 1. Real property taxes are paid in arrears in two installments, due November 1 and May 1. 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 $11,129,482 12,361,851 13,660,618 15,504,112 17,485,890 19,544,069 21,174,169 24,140,629 26,585,248 29,605,196 32,778,027 0.3425 0.3425 0.3270 0.2858 0.2534 0.2319 0.2119 0.2119 0.2119 0.2119 0.2047 $ 36,078,354 38,118,477 42,339,342 44,670,223 44,310,754 45,042,553 45,322,696 44,165,629 50,550,367 62,733,411 * 67,096,622 ** The schedule to the right lists the secondary net assessed values, *Projected Actual tax rates, and secondary property ** Budget tax levy for the last ten fiscal years, plus the assessed values and the preliminary tax rates for FY 200607. The Flood Control District’s property tax rate will be reduced to $0.2047 per $100 net assessed value, a difference of ($0.0072) from FY 2005-06. The FY 2006-07 budget is based on this preliminary rate. As reflected in the graph below, the tax rate has steadily declined over the past decade, while the secondary net assessed value has more than tripled. 35,000 0.4000 30,000 0.3500 25,000 0.3000 0.2500 20,000 0.2000 15,000 0.1500 10,000 0.1000 5,000 0.0500 0 Tax Rate NAV (Millions) Net Assessed Value Vs. Tax Rate 0.0000 97 98 99 00 01 02 03 Fiscal Year 11 04 05 06* 07** * Projected Actual ** Budget Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District The FY 2006-07 budget includes an estimated secondary property tax levy (excluding Salt River Project) of $67,096,622, an increase of $4,363,411 (6.96%) from the FY 2005-06 adopted levy. Property tax revenue growth will be tempered in Fiscal Year 2006-07 and future fiscal years as the result of the Board of Director’s commitment to reduce property tax rates by establishing self-imposed limits on the District’s property tax levy. Comparative Tax Data FY 2006-07 PRELIMINARY PROPERTY TAX LEVY Flood Control District Levy Description Assessed Value FLOOD CONTROL DISTRICT: FY 2006-07 Preliminary $ 32,778,027,362 FY 2005-06 Final 29,605,196,407 Variance $ 3,172,830,955 Salt River Proj. Effective Assessed Value $ $ 90,480,096 90,480,096 - Total Assessed Value w/SRP $ $ Revenue from 1-cent Levy 32,868,507,458 29,695,676,503 3,172,830,955 $ $ 3,286,851 2,969,568 317,283 Tax Rates $ $ SRP Payments in Lieu (PILT) Property Tax Levy 0.2047 $ 0.2119 (0.0072) $ 67,096,622 62,733,411 4,363,211 $ $ Total Tax Levy & PILT 185,213 $ 191,727 (6,514) $ 67,281,835 62,925,138 4,356,697 Levy Limit FY 2006-07 Flood Control District Levy Limit Adopted by the Board of Directors on January 4, 2006 A. Adopted Levy A1. Adopted Secondary Tax Levy A2. A1 multiplied by 1.02 $ 62,733,411 63,988,079 B. Current Net Assessed Value Subject to Taxation in Prior Year B5. Net Secondary Assessed Value - See H1 31,256,164,204 C. Current Net Assessed Value C5. Net Secondary Assessed Value 32,778,027,362 D. Recommended Calculation D3. Recommended Tax Rate (A2. divided by B5. Divided by 100) D5. Recommended Levy Limit (C5. Divided by 100 times D3.) $ $ Maximum Levy Increase: $ 0.2047 67,096,622 4,363,211 7.0% * Current value of property taxed in the prior year is unavailable for centrally valued property. Estimated as follows: Curr. Value locally assessed property taxed in prior year: $ 30,785,298,061 Curr. Value of all centrally assessed property: 470,866,143 $ 31,256,164,204 12 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Licenses and Permits Licenses and Permit Revenue 3.5 3.0 $ (Millions) The Flood Control District collects revenue from customers for drainage plans, plan site reviews, and licenses. Rates for licenses and services are approved by the Board of Directors, unless otherwise set forth in State statutes. The revenue generated from licenses and permits is generally used to offset the cost of issuing the permits. The chart to the right shows FY 2004-05 actual revenue, FY 2005-06 projected revenue, and FY 2006-07 budgeted revenue for this category. 2.5 2.0 1.5 1.0 0.5 0.0 2005 2006* 2007** * Projected Actual ** Budget Intergovernmental Revenues Intergovernmental revenues are amounts received by the Flood Control District from other government or public entities, and include payments in lieu of taxes, grants, and 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. Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Salt River Project (SRP) and the federal government. Although it is a public entity, SRP estimates its net assessed value and makes payments in lieu of property taxes to each taxing jurisdiction based on its property tax rates. The table below reflects historical payments in lieu of taxes data. Payments in Fiscal Year Lieu of Taxes 2001-02 $ 152,544 2002-03 136,905 2003-04 152,557 2004-05 196,239 2005-06* 191,727 2006-07** 185,213 * Projected Actual ** Budget 13 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Other Intergovernmental Revenue Other Intergovernmental Revenue includes a variety of payments from other jurisdictions, usually as required by Intergovernmental Agreements (IGA’s) with the District. The following table shows the projected and budgeted intergovernmental revenue, by jurisdiction. Flood Control District Intergovernmental Revenue FY 2005-06 Projected FY 2006-07 Actual Recommended Jurisdiction City of Phoenix $ 5,211,000 $ 3,072,000 City of Scottsdale 298,000 Town of Wickenburg 520,000 715,000 City of Peoria 8,840,000 City of Mesa 826,000 1,370,000 MCDOT 2,372,000 619,000 NRCS 9,082,000 4,498,000 Queen Creek 740,000 Town of Gilbert 225,000 City of Chandler 3,000 ADOT 672,000 Multiple Jurisdictions 25,264,000 10,832,000 Total $ 54,053,000 $ 21,106,000 Miscellaneous Revenue Flood Control District Miscellaneous Revenue $ (millions) The Flood Control District 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, pay phone receipts, insurance recoveries, land sales, map sales, and equipment rental as well as sales of fixed assets, and bond proceeds. 18 16 14 12 10 8 6 4 2 0 Gain on Fixed Asset Sale of Books/Copies/Etc. Other Rents and Commission Vending Machine Receipts Building Rentals Miscellaneous Interest Earnings Listed to the right are the 2002 2003 2004 2005 miscellaneous revenues, other than bond proceeds, recorded for fiscal years 2001-02 through 2004-05. Note that revenues in fiscal years 2001-02 and 2002-03 include sale of land, which is non-recurring in nature. 14 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Other Financing Sources In the Flood Control District, Other Financing Sources are comprised solely of Fund Transfers In. Fund Transfers In The Flood Control District transfers fund balances from the operating to the capital fund throughout the year in order to support the District’s capital improvement program. Flood Control District Fund Transfers 90 80 $ (millions) 70 60 50 40 30 20 10 0 2003 2004 2005 2006* 2007* * Projected 15 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Beginning Fund Balance and Variance Commentary The following schedule lists the estimated beginning fund balances, projected revenues, expenditures and appropriated fund balance for the upcoming fiscal year, and resulting estimated fund balances at the end of FY 2006-07. “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. For budgeting purposes, fund balances are “Unreserved/Undesignated”, which means that estimated unreserved fund balances are reduced by amounts designated for other purposes. Fund designations are explained in greater detail later in this section. A list of fund balance designations is provided below, as well. The process for estimating all beginning fund balances for FY 2006-07 begins with audited actual fund balance information at the end of FY 2004-05, as presented in the Maricopa County Comprehensive Annual Financial Report (CAFR). For governmental funds, the “unreserved fund balance” is used. Beginning Fund Balance and Variance Commentary Unreserved/ Undesignated Beginning Fund Balance SPECIAL REVENUE 989 FLOOD CONTROL GRANTS 991 FLOOD CONTROL SPECIAL REVENUE TOTAL $ $ 57,151 1,700,286 1,757,437 CAPITAL PROJECTS 990 FLOOD CONTROL CAPITAL PROJECTS CAPITAL PROJECTS TOTAL $ $ 25,128,054 25,128,054 ELIMINATIONS $ ALL FUNDS $ 26,885,491 Revenue & Transfers In $ Expenditures & Transfers Out $ Appropriated Fund Balance $ 110,270,585 110,270,585 $ 111,970,871 111,970,871 $ $ $ 315,332,341 77,315,461 77,315,461 $ $ 288,872,928 71,000,000 71,000,000 $ $ (77,315,461) $ (77,315,461) $ $ 110,270,585 105,655,410 $ $ - $ Unreserved/ Undesignated Ending Fund Balance $ 111,970,871 111,970,871 $ 57,151 57,151 $ $ $ 191,197,034 71,000,000 71,000,000 $ $ 31,443,515 31,443,515 - $ (77,315,461) $ - $ 105,655,410 97,675,894 - $ Operating Expenditures $ $ 31,500,666 Fund Designations The following schedule lists amounts designated within the estimated balances of the Flood Control District’s operating fund. Designations are the District’s self-imposed limitations on financial resources that would otherwise be available for use. The major fund balance designation is for budget stabilization to ensure that sufficient cash is set aside to cover shortfalls during the fiscal year due to the property tax collection cycle. FY 2006-07 Fund Balance Designations Fund/Designation Flood Control District (Fund 991) Budget Stabilization: Cash Flow/Property Tax FY 2005-06 $ 7,653,929 FY 2006-07 4,626,756 $ (Inc.)/Dec. 3,027,173 (1) (1) Based on estimate of the amount needed to eliminate the need for Tax Anticipation Notes or other forms of short-term borrowing to finance current operations. Amount decreasing because of additional revenue from other sources. 16 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Base Adjustments Revenue • Property Taxes have increased due to increased property assessment values. • Licenses and Permits revenue has increased as a reflection of increased demand for permits. • Other Intergovernmental Revenue has decreased due to the timing of cost-shared projects. More revenue was received in Fiscal Year 2005-06 from cities, towns, and other jurisdictions for certain projects that continue into Fiscal Year 2006-07 based on the terms of the agreement. Additionally, some intergovernmental agreements have been completed. • Miscellaneous Revenue has increased due to the anticipated sale of the Cave Buttes property which has shown significant appreciation. This property was slated to be sold in Fiscal Year 2005-06 for $10 million, but the District has decided to wait in order to realize a higher value through appreciation. Expenditures • Regular Pay and Fringe Benefits have increased due to market adjustments, increased health and dental premiums, increased retirement contribution costs, and a pay for performance increase averaging 3.5%. • Temporary Pay has increased in order to accommodate increased demands in services primarily in the Flood Control Structures and Floodplain Review activities. • General Supplies have increased significantly in several programs. The primary increases are in information technology for software upgrades and in maintenance for landscaping and ground supplies. • Fuel has increased due to the increased costs of gasoline and diesel as well as usage of vehicles in the Floodplain Inspections, Maintenance, and Floodplain Review activities. • Expenditure increases in Non-Capital equipment are for items such as rain and stream stations, office furniture and equipment, and generators and pumps. Most of the expenditures are for the Maintenance Activity. • Legal Services expenditures have increased primarily to fund services for pending court cases and litigation, as well as land encroachment issues. • Expenditures for Utilities have increased due to increased utility rates. • Expenditures for Internal Service Fees and Central Service Charge Allocations have been moved to Intergovernmental Payments. Results Initiatives Not applicable. 17 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Reconciliation Flood Control Operating Fund (991) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 103,017,953 $ 97,202,138 FY 2005-06 REVISED RESTATED BUDGET: $ 103,017,953 $ 97,202,138 $ $ Subtotal $ 63,954 59,102 415,062 538,118 $ - $ 103,556,071 $ 97,202,138 TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Annualization of Market Adjustments FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Expenditures Requested above Target Decreased Regular Pay Increased Fringe Benefits Decreased Non-Capital Equipment Decreased Internal Service Charges Decreased Education & Training Increased Utilities Increased Transfers Out Revenue Requested above Target Increased Property Taxes Decreased Payments in Lieu of Taxes $ Subtotal $ 1,995,074 $ (69,523) 69,523 (845) (6,127) (60,300) 60,300 6,426,698 8,414,800 $ 9,974,691 3,108,543 (14,787) 13,068,447 FY 2006-07 ADOPTED BASE: $ 111,970,871 $ 110,270,585 FY 2006-07 ADOPTED BUDGET: Less Transfer to CIP Fund 990 $ 111,970,871 $ (77,315,461) 110,270,585 - FY 2006-07 ADOPTED OPERATING BUDGET: $ 18 34,655,410 $ 110,270,585 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Flood Control Capital Projects Fund (990) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 62,142,000 $ 70,816,471 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Pubilc Works Internship Program Pay for Performance Increase Public Works Market Adjustments East Mesa ADMP $ FY 2005-06 REVISED RESTATED BUDGET: BASE ADJUSTMENTS: Expenditure Change from Prior Year Revenue Change from Prior Year Increased Transfers In from Fund 991 FY 2006-07 ADOPTED BUDGET: 19 $ Subtotal $ 2,100,000 2,100,000 $ (100,000) (352,190) (1,359,355) (1,811,545) $ 64,242,000 $ 69,004,926 $ $ Subtotal $ 6,758,000 6,758,000 $ 1,995,074 6,315,461 8,310,535 $ 71,000,000 $ 77,315,461 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Flood Control District of Maricopa County Capital Improvement Program Summary The Flood Control District employs a separate planning procedure than that utilized by the County at large. The procedure includes intergovernmental agency collaboration and prioritization based on an established list of ranking criteria for designated types of projects. The Flood Control District project ranking criteria follows: • • • • • • • • • • • Submitting agency priority Master plan element Hydrologic/hydraulic significance Level of protection Area protected Environmental quality Area-wide benefits Total projected cost Level of partner(s) participation Operational and maintenance costs Operational and maintenance responsibility The prioritization procedure used by the Flood Control District is a multi-step decision process intended to implement previously approved fiscal policies from the District’s Strategic Plan. Potential CIP projects are identified primarily through agency requests and/or the Area Drainage Master Studies/Area Drainage Master Plans (ADMS/ADMP), flood plain delineation studies, or other District programs. As ADMPs are completed and adopted, it is anticipated that a significant number of future CIP project requests will be generated through this program. Input received annually concerning project priorities coming from these, or other plans, as well as other submitted projects, will continue to be sought and prioritized on a County-wide basis using this procedure. The Flood Control District utilizes its CIP prioritization procedure to limit additional future structural maintenance responsibility to only those projects that are multi-jurisdictional and regional in nature and involve main watercourses. 20 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Project Detail A total of 20 capital projects are identified and recommended to the Board by the Flood Control District. The recommended projects are as follows: 990 FLOOD CONTROL CAPITAL PROJECTS ACDC ADMP ADOBE DAM ADMP BUCKEYE #1 DURANGO ADMP EAST MARICOPA FLOODWAY EAST MESA ADMP GLENDALE/PEORIA ADMP HIGLEY ADMP MARYVALE ADMP MCMICKEN DAM METRO ADMP PARADISE VLY, SCOTTSDALE,PHX PROJECT RESERVES QUEEN CREEK ADMP S PHOENIX DRAINAGE IMPROVEMENT SALT/GILA RIVER SCATTER WASH CHANNEL SKUNK CREEK/NEW RIVER SPOOK HILL ADMP SPOOK HILL FRS TOWN OF GUADALUPE WHITE TANKS ADMP WHITE TANKS DAM #4 F650 - GILA BEND WICKENBURG ADMS NON-PROJECT TOTAL FUND 990 $ PRIOR YEARS $28,082,033 6,582,893 12,406 8,170,729 39,519,113 27,171,609 46,653,435 5,045,681 45,875,210 10,045,395 150,525 5,580,231 10,786,269 33,530,892 1,863,924 1,501,363 59,735,201 5,149,624 38,557 8,650,363 56,318,301 2,246,579 873 4,170,880 426 406,881,640 PROJECTED FY 2005-06 $139,332 677,877 10,000 3,331,604 6,334,675 3,238,697 4,399,462 10,233 7,605,366 1,783,751 1,020,790 2,634,370 3,953,091 2,030,712 1,382,514 37,173 202,493 7,030,739 1,478,223 41,324 11,112,580 18,363 513,544 22,722 $ 59,009,636 FY 2006-07 $1,560,000 10,000 8,833,000 2,604,000 2,827,000 8,755,000 15,350,000 100,000 1,510,000 484,000 1,035,000 4,995,000 1,693,000 10,000 45,000 82,000 2,300,000 81,000 13,279,000 220,000 1,267,000 3,960,000 $ 71,000,000 FY 2007-08 $2,114,000 540,000 850,000 5,500,000 840,000 3,080,000 8,110,000 1,510,000 1,150,000 3,230,000 484,000 1,110,000 5,485,000 1,020,000 306,000 510,000 4,620,000 4,291,000 380,000 13,380,000 3,390,000 4,740,000 4,360,000 $ 71,000,000 FY 2008-09 $0 1,030,000 8,180,000 4,600,000 9,670,000 5,120,000 7,360,000 2,080,000 1,110,000 1,113,000 1,520,000 3,600,000 16,187,000 4,050,000 4,380,000 $ 70,000,000 FY 2009-10 $0 2,030,000 8,150,000 6,200,000 4,140,000 2,060,000 7,430,000 3,400,000 2,020,000 1,210,000 2,590,000 840,000 5,180,000 16,320,000 4,060,000 4,370,000 $ 70,000,000 FY 2010-2011 $0 8,260,000 5,160,000 3,100,000 2,750,000 6,690,000 7,200,000 5,160,000 16,030,000 10,260,000 5,390,000 $ 70,000,000 5-YEAR TOTAL (FY 2007-2011) $3,674,000 11,860,000 17,190,000 25,133,000 22,414,000 13,087,000 31,655,000 1,510,000 25,080,000 100,000 7,870,000 968,000 7,218,000 21,280,000 9,733,000 1,030,000 351,000 592,000 20,860,000 4,372,000 380,000 75,196,000 21,980,000 6,007,000 22,460,000 $ 352,000,000 TOTAL PROJECT $31,895,365 19,120,770 17,212,406 36,635,333 68,267,788 43,497,306 82,707,897 6,565,914 78,560,576 11,929,146 9,041,315 9,182,602 11,171,091 34,096,982 44,646,405 2,931,097 2,054,856 67,357,941 27,487,847 4,451,881 9,030,363 142,626,881 24,244,942 873 10,691,424 22,483,148 $ Page 21 23 24 26 28 30 32 34 35 37 39 40 41 47 43 45 46 48 50 52 53 56 58 817,891,276 Managing for Results Purpose Statement The purpose of the project in terms of the Flood Hazard Remediation program is to provide protection to the public from flood hazards through structural mitigation and buy-out so that they can live with an acceptable risk of loss of life or property due to flooding. Strategic Goals Beginning in FY 2004-05 and for each year for the next five years, the Flood Control District will continue to provide maximum flood hazard mitigation to the people who live and work in Maricopa County by completing 10% of the structural projects listed in the 5-year CIP plan (40). And, to the extent allowed by its enabling statutes, the District will include provisions for multiple use opportunities incorporating the principles of landscape architecture and land use planning in their siting, planning, and design Strategic Plan Program Supported • Flood Hazard Remediation Strategic Activities Supported • Capital Projects Performance Measures Performance measures have been revised; no data are available. 21 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District ACDC Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 580.05.31 - 10th Street Wash Improvements - Alice Ave to ACDC (Along 10th Street, North of Arizona Canal Diversion Channel (ACDC) to Alice Avenue) 3 Flood Control District City of Phoenix FY 2007 Project Description 10th Street Wash Improvements (Alice to ACDC) (580.05.31) The Flood Control District of Maricopa County (District) conducted the ACDC Area Drainage Master Study in June of 1992. The study recommended this project to be completed along with upstream improvements such as 10th Street Wash Basin #1, Basin #2a and #2b. The portion of the 10th Street Wash to be improved is from Alice Avenue to ACDC. The project is located within the jurisdiction of City of Phoenix, Township 3N, Range 3E, Section 33 of GSRBM. The project is about 3,000 feet in length starting at just south of Alice Avenue along 10th Street to ACDC. Most of the project will be within the existing drainage rights-of-way. The project will include multiple pipes or box culvert with small open channel on top of the box and/or pipes. Several inlet structures (catch basins, etc.) will be located along the east side of the channel to capture sheet flows. Several utilities may need to be relocated to facilitate the new pipe/box culverts. The 10th Street Wash Improvements Project: • • • • • • Eliminates the existing floodplain containing 84 homes and commercial properties, Eliminates the existing hazard of a deep and unsafe open channel without any type of security fence and/or guard rail, Provides positive outfall for the storm drain coming from east along El Caminito Blvd. Connects the east and west neighborhood currently divided by the drainage channel, Enhances the quality of life through diminishing the impacts of flooding; and Increases opportunities for multi-use corridor facilities The design is currently 60% complete. The final plans are due to be completed by end of April 2006. The construction funding is available starting Fiscal Year 2006-07. The District and the City anticipates advertising the project for construction starting July 2006. The project will be constructed in six months from start of construction. 22 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District ACDC Area Drainage Master Plan (Continued) Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 28,082,033 Partnership Contributions/IGA/IDA Project Total $ 28,082,033 FY 05-06 Projected $ 139,332 $ 139,332 Year 1 FY 06-07 $ 810,000 750,000 $ 1,560,000 Year 2 FY 07-08 $ 1,469,000 645,000 $ 2,114,000 Operating Cost Summary Not applicable 23 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 2,279,000 1,395,000 $ 3,674,000 Total Project $ 30,361,033 1,534,332 $ 31,895,365 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Adobe Dam Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County Adobe Dam 3 Flood Control District UMC FY 2011 Project Description Adobe Dam ADMP 520.xx.xx The major objectives of the Adobe Dam/Desert Hill ADMP are to quantify selected drainage, flooding, and erosion hazards within the study area; identify solutions to alleviate potential flood and erosion damage within the watershed by mitigating the expected increase in runoff due to development and preserving the ability of the primary wash corridors to convey stormwater; develop a plan that area floodplain managers, municipalities, and developers will use as a basis for drainage and watershed regulation, improvements, and design; and identify cost-effective, sustainable flood and erosion control solutions for the study area that may be implemented together or individually, based on scheduling, funding, and cost sharing. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 6,582,893 Project Total $ 6,582,893 FY 05-06 Projected $ 677,877 $ 677,877 Year 1 FY 06-07 $ $ - Year 2 FY 07-08 $ 540,000 $ 540,000 Operating Cost Summary Not applicable 24 Year 3 FY 08-09 $ 1,030,000 $ 1,030,000 Year 4 FY 09-10 $ 2,030,000 $ 2,030,000 Year 5 FY 10-11 $ 8,260,000 $ 8,260,000 5-Year Total $ 11,860,000 $ 11,860,000 Total Project $ 19,120,770 $ 19,120,770 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Buckeye FRS No. #1 User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 207.xx.xx – Buckeye #1 Dam Rehabilitation - along the western slopes of the White Tank Mountains, parallels the north side of Interstate 10 for 7.1 miles west to the Hassayampa River 4 Flood Control District Natural Resources Conservation Service FY 2010 Project Description Buckeye #1 Rehabilitation Project (207.xx.xx) Buckeye FRS #1 is the western-most dam of the series of three flood control dams that were all designed and built by the Soil Conservation Service (now the Natural Resources Conservation Service – NRCS) from 1973 to 1975. The dam is located along the western slopes of the White Tank Mountains and parallels the north side of Interstate 10 for 7.1 miles west to the Hassayampa River. The dam is operated and maintained by the Flood Control District of Maricopa County (District) and is regulated under the jurisdiction of the Arizona Department of Water Resources (ADWR). The District has formal operating agreements with NRCS for all structural features of the Buckeye Watershed Project inclusive of Buckeye FRS #1. Since the dam’s original construction, the dam has experienced considerable transverse cracking. ADWR has identified the transverse cracking in Buckeye FRS #1 as a dam safety deficiency that must be corrected. ADWR currently classifies the dam as “unsafe non-emergency” due to embankment cracking. The District has completed Phase I Assessments of the dam and has filed application for federal cost share assistance and technical assistance under Public Law 106-472, The Small Watershed Amendment, with NRCS for a rehabilitation project to address the dam safety issues and to maintain flood control benefits to downstream properties for the next 100 years. Alternatives may include a modified dam, floodways, or basins, which will provide a minimum of 100-year flood protection. Buckeye FRS #1 has been identified as a major component of the proposed Maricopa Regional Trail Phase 3 Master Plan. Project planning will include the coordination of any interested stakeholders for the incorporation of a recreational federal cost share component to the rehabilitation project. Initially, the reconstructed dam will not require the current level of maintenance; however, the long-term maintenance requirements will be similar to today’s efforts. 25 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Buckeye FRS No. #1 (Continued) Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 12,406 Project Total $ 12,406 FY 05-06 Projected $ 10,000 $ 10,000 Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 850,000 $ 850,000 Year 3 FY 08-09 $ 8,180,000 $ 8,180,000 Year 4 FY 09-10 $ 8,150,000 $ 8,150,000 Year 5 FY 10-11 $ $ - 5-Year Total $ 17,190,000 $ 17,190,000 Total Project $ 17,212,406 $ 17,212,406 Year 5 FY 10-11 Total Project Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ 51,891 14,618 66,509 Post Construction User Department Operating Costs Personal Sevices $ 51,891 Supplies & Services 14,618 Capital Outlay $ 66,509 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - Year 1 FY 06-07 $ $ $ $ Year 2 FY 07-08 53,967 15,203 69,169 $ 53,967 15,203 69,169 $ - $ $ $ 26 $ $ $ Year 3 FY 08-09 56,125 15,811 71,936 $ 56,125 15,811 71,936 $ - $ $ $ $ Year 4 FY 09-10 58,370 16,443 74,814 $ 58,370 16,443 74,814 $ - $ $ $ $ 60,705 17,101 77,806 $ 63,133 17,785 80,918 $ 60,705 17,101 77,806 $ 94,333 26,585 $ 120,918 $ - $ $ $ $ 31,200 8,800 40,000 $ $ $ 344,191 96,961 441,153 375,391 105,761 481,153 31,200 8,800 40,000 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Durango Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 565.xx.xx - I-10 south to the Salt/Gila Rivers, and from approximately 27th Avenue west to the Agua Fria River 565.04.31 – along 75th Ave., Van Buren Street to the Salt River 5 565.xx.xx – To be determined 565.04.31 – City of Phoenix City of Phoenix 565.xx.xx – FY 2011 565.04.31 – FY 2008 Project Description Durango ADMP (565.xx.xx) The study consisted of an area drainage master plan that recommended guidelines for storm water management and structural mitigation measures for flooding in the Durango Study area. The study included analysis of approximately 68 square miles of watershed, which extends from I-10 south to the Salt/Gila Rivers and from approximately 27th Avenue west to the Agua Fria River. The study identified drainage problems, updated the existing hydrology due to development and new hydrologic methodology, developed cost effective solutions for a storm water collection and conveyance system, and identified potential outfall alternatives. Currently, the Study is in the implementation phase, which identifies the next design and construction phases for of solutions to the identified flooding hazards. Total expenditures proposed for the master project are now estimated at $130 million for identified projects, which includes the costs for the 75th Avenue Storm Drain & Durango Regional Conveyance Channel. 75th Avenue Storm Drain/Durango Regional Conveyance Channel (565.04.31) The 75th Avenue Storm Drain and Durango Regional Conveyance Channel Project will provide an interim regional outfall for the City of Phoenix and is the first phase of the Durango Regional Conveyance Channel Project. The area north of the UPRR railroad has associated flooding hazards. The improvements will reduce the flooding hazards and remove approximately 71 structures from an identified floodplain. The project was requested by the City of Phoenix for inclusion into the District's CIP in the FY 2001/2002 Prioritization Procedure. Construction of the storm drain is ongoing. Construction of the DRCC will begin in summer 2006. The City of Phoenix will operate and maintain the completed project and the DRCC basin will become a City park. 27 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Durango Area Drainage Master Plan (Continued) Funding/Cost Summary Funding Source Flood Control Dist. Property Taxes $ Partnership Contributions/IGA/IDA Project Total $ Prior Yrs. Actual 8,170,729 8,170,729 FY 05-06 Projected $ 2,703,604 628,000 $ 3,331,604 Year 1 FY 06-07 $ 6,411,000 2,422,000 $ 8,833,000 Year 2 FY 07-08 $ 2,178,000 3,322,000 $ 5,500,000 Operating Cost Summary Not applicable 28 Year 3 FY 08-09 $ 2,350,000 2,250,000 $ 4,600,000 Year 4 FY 09-10 $ 3,200,000 3,000,000 $ 6,200,000 Year 5 FY 10-11 $ $ - 5-Year Total $ 14,139,000 10,994,000 $ 25,133,000 Total Project $ 25,013,333 11,622,000 $ 36,635,333 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District East Maricopa Floodway User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 121.03.33 – Chandler Heights Basin; located between Queen Creek Road and Chandler Heights Road, and between the EMF Channel and Higley Road 1 Flood Control District None 121.03.33 - FY 2010 Project Description Chandler Heights Basin (121.03.33) The District has completed the East Maricopa Floodway (EMF) Mitigation Study. The study identified several drainage and flooding problems along the EMF. The capacity of the EMF is about 8,500 cfs. The existing condition 100-year is about 15,000 cfs. The study proposed to mitigate the problem by constructing two large off line detention basins. The Chandler Heights Basin is one of those two off line basins, and it will mitigate flows from the Queen Creek and Sonoqui Washes into the EMF. This project is being accomplished solely by the District, and consists of a pre-design, a final design and construction. The design has been completed, as has construction of the first phase. Phase 2 construction improvements to Queen Creek Wash, is presently underway with completion scheduled for FY 2007. Because of the size of the basin and because of the cost, construction will be phased over a number of years. The District will be negotiating an Intergovernmental Agreement with the Town of Gilbert for the Town’s recreational use of the basin in the future. The Town would fund the recreation amenities and assume responsibility for certain operation and maintenance obligations. District operation and maintenance will be increased, unless the Town of Gilbert implements park facilities, in which case the District maintenance will be minor. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 39,519,113 Partnership Contributions/IGA/IDA Project Total $ 39,519,113 FY 05-06 Projected $ 6,134,675 200,000 $ 6,334,675 Year 1 FY 06-07 $ 2,404,000 200,000 $ 2,604,000 Year 2 FY 07-08 $ 840,000 $ 840,000 29 Year 3 FY 08-09 $ 9,670,000 $ 9,670,000 Year 4 FY 09-10 $ 4,140,000 $ 4,140,000 Year 5 FY 10-11 $ 5,160,000 $ 5,160,000 5-Year Total $ 22,214,000 200,000 $ 22,414,000 Total Project $ 67,867,788 400,000 $ 68,267,788 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District East Maricopa Floodway (Continued) Operating Cost Summary Current Year Year 1 FY 06-07 Year 2 FY 07-08 Year 3 FY 08-09 Year 4 FY 09-10 Year 5 FY 10-11 Total Project 198,468 249,058 447,525 $ 203,430 255,284 $ 458,714 $ 208,515 261,666 $ 470,181 $ 213,728 268,208 $ 481,936 $ 219,071 274,913 $ 493,984 $ 224,548 281,786 $ 506,334 $ 1,267,760 1,590,914 $ 2,858,675 Post Construction User Department Operating Costs Personal Sevices $ 198,468 Supplies & Services 249,058 Capital Outlay $ 447,526 $ 216,630 272,084 $ 488,714 $ 230,515 289,666 $ 520,181 $ 236,608 297,328 $ 533,936 $ 243,271 305,713 $ 548,984 $ 250,948 315,386 $ 566,334 $ 1,376,440 1,729,235 $ 3,105,675 $ $ $ $ $ $ Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - $ 13,200 16,800 30,000 30 $ 22,000 28,000 50,000 $ 22,880 29,120 52,000 $ 24,200 30,800 55,000 $ 26,400 33,600 60,000 $ 108,680 138,320 247,000 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District East Mesa Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 442.08.31 – Ellsworth Channel - begin at Pecos and Ellsworth Roads and convey to the EMF 442.11.31 – Siphon Draw Drainage Improvements Vicinity of along Meridian Road and north of Elliot Road 1 442.08.31 – Flood Control District 442.11.31 – Flood Control District City of Mesa 442.08.31 – To be Determined 442.11.31 – FY 2009 Project Description Ellsworth Channel (442.08.31) Design and construction of the Ellsworth Channel was included in the Maricopa County Department of Transportation’s (MCDOT) Ellsworth Road - Germann to Baseline project (Project). Ellsworth Channel was identified as a high priority component of the regional flood plan in the East Mesa Area Drainage Master Plan. MCDOT developed a Design Concept Report (DCR) for the Project, which provided a preliminary design for the flood control features. Ellsworth Channel will begin at Pecos and Ellsworth roads and convey the future 100-year storm flows and Ellsworth Road drainage to the East Maricopa Floodway and alleviate significant flooding problems for the upgraded Ellsworth Road. MCDOT is the lead agency for the Project. IGA 2000A002 authorizes design and construction of the Ellsworth Channel and identifies a cost share of 50 percent Flood Control District, 40 percent City of Mesa, and 10 percent MCDOT, for the channel part of the project. The City of Mesa will assume operation and maintenance of the completed project. Siphon Draw Drainage Improvements (442.11.31) This project is the final element of the recommended plan for the East Mesa ADMP for the area south of the Superstition Freeway and north of Warner Road. This project, as currently envisioned, will collect sheet flow from east of Meridian Road, attenuate the flows and convey the flow to the storm drain which was constructed for the Elliot Basin and Channel project near the 104th Street alignment. There are two possible alternatives to accomplish this drainage system. The first alternative is to have a detention basin on the east side of Meridian Road just north of Elliot Road in Pinal County. The channel along Meridian Road would discharge to this basin which would discharge into a pipe along Elliot Road to the existing storm drain system. This basin would be located on State Land and the release of this land may not occur for some time; therefore, there is a second alternative that consists of intercepting the flow along Meridian Road and conveying it along the existing power-lines and along Siphon Draw Wash. The flow along the power-lines alignment and Siphon Draw Wash will discharge to new basins on City of Mesa owned rights-of-way located north of Elliot Road and East of Signal Butte Road. These basins will attenuate the flows and outlet into a new storm drain within Elliot Road. It 31 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District East Mesa Area Drainage Master Plan (Continued) is assumed that the District will be the lead agency for design and construction and that the City of Mesa will assume operation and maintenance responsibilities for the facilities west of Meridian Road. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 27,171,609 Partnership Contributions/IGA/IDA Project Total $ 27,171,609 FY 05-06 Projected $ 2,615,697 623,000 $ 3,238,697 Year 1 FY 06-07 $ 2,547,000 280,000 $ 2,827,000 Year 2 FY 07-08 $ 1,080,000 2,000,000 $ 3,080,000 Operating Cost Summary Not applicable 32 Year 3 FY 08-09 $ 3,120,000 2,000,000 $ 5,120,000 Year 4 FY 09-10 $ 2,060,000 $ 2,060,000 Year 5 FY 10-11 $ $ - 5-Year Total $ 8,807,000 4,280,000 $ 13,087,000 Total Project $ 38,594,306 4,903,000 $ 43,497,306 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Glendale/Peoria Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 450.02.32 – Rose Garden Lane Channel; located along Rose Garden Lane from Lake Pleasant Road to the Agua Fria River 450.02.33 - 83rd Avenue and Pinnacle Peak Road Improvements; located between 83rd and 91st Avenues, and from Calle Lejos to south of Williams Road 450.xx.xx (a) – Pinnacle Peak Road Channel; located along Pinnacle Peak Road from 83rd Avenue to the Agua Fria River 4 450.02.32 - City of Peoria 450.02.33 - Flood Control District 450.xx.xx - To be Determined City of Glendale, City of Peoria, Maricopa County Department of Transportation 450.02.32 - FY 2008 450.02.33 - FY 2008 450.xx.xx - FY 2010 Project Description Rose Garden Lane Channel (450.02.32) The District completed the Glendale/Peoria Area Drainage Master Plan Update Study (G/P ADMP) in May 2001. The Study made several recommendations for regional drainage infrastructure to provide 100-year protection for the G/P ADMP watershed. The Rose Garden Lane Channel is a high priority recommendation of the G/P ADMP and ranks as a high priority flood control project for the City of Peoria. The City Council of Peoria adopted the recommendations of the G/P ADMP in May 2001, and the Board of Directors for the District adopted the G/P ADMP recommendations in December 2001 (Resolution FCD 2001R012). The channel is an open channel along the north side of Rose Garden Lane and will provide 100-year level of protection. The channel will benefit an area between approximately Lake Pleasant Road and the Agua Fria River, south of Rose Garden Lane. The channel will accept flows, which currently flow over Rose Garden Lane and overflow the Beardsley Channel, and direct them to the Agua Fria River. An intergovernmental agreement between the District and the City of Peoria to define the project partners' responsibilities for construction, construction management and operations and maintenance is in process. The City of Peoria is the project lead agency with the District as a 50% cost-share partner. The City of Peoria will own, operate and maintain the completed project. 33 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Glendale/Peoria Area Drainage Master Plan (Continued) 83rd Avenue/Pinnacle Peak Road Improvements (450.02.33) The 83rd Avenue/Pinnacle Peak Road Drainage Improvements Project is a high priority recommendation of the Glendale/Peoria (G/P) ADMP and ranks as a high priority flood control project for the City of Peoria. Resolution FCD 2001R012 authorized the District to cost share in the project and to undertake the design, land and rights-of-way (R/W) acquisitions, construction, construction management, and operation and maintenance of the Project. Intergovernmental agreements have been approved for design, construction and operation and maintenance. The District is the lead agency. The design is presently underway with construction documents available in June 2006. The project will provide a combination of 10-year and 100-year levels of protection. The project will benefit an area between approximately 83rd and 91st Avenues, south of Calle Lejos (one-half mile north of Pinnacle Peak Road), and ties in to existing infrastructure on the east side of 83rd Avenue, south of Williams Road. The project includes the following components: 1) Two detention basins - one at the southeast corner of 87th Avenue and Avenida del Sol, and the other at the northwest corner of 83rd Avenue and Pinnacle Peak Road (the Pinnacle Peak Road Basin). 2) A series of 10-year and 100-year storm drains along Calle Lejos, Avenida del Sol, Cielo Grande, Pinnacle Peak Road, and 83rd, 87th, 89th and 91st Avenues will capture the storm flows and direct them into the basins with the ultimate project outfall being into an existing open channel on the east side of 83rd Avenue, south of Williams Road. The City of Peoria and the Maricopa County Department of Transportation (MCDOT) will share responsibilities for operation and maintenance of the completed project. Pinnacle Peak Road Channel 450.xx.xx The Pinnacle Peak Road Channel Improvements Project is one of the recommended projects from the Glendale/Peoria (G/P) ADMP. The project is presently in the development stages with on-going discussions occurring among the District, the City of Peoria and MCDOT to define the project and project responsibilities. The proposed project will consist of a channel and culvert storm drain system along the north side of Pinnacle Peak Road from about 87th Avenue to the Agua Fria River. It will be necessary to obtain approval of a project resolution as well as an intergovernmental agreement. It is anticipated that the District will be the lead agency for the project. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 46,653,435 Partnership Contributions/IGA/IDA Project Total $ 46,653,435 FY 05-06 Projected $ 2,754,462 1,645,000 $ 4,399,462 Year 1 FY 06-07 $ 7,116,000 1,639,000 $ 8,755,000 Year 2 FY 07-08 $ 6,471,000 1,639,000 $ 8,110,000 Operating Cost Summary Not applicable 34 Year 3 FY 08-09 $ 7,360,000 $ 7,360,000 Year 4 FY 09-10 $ 7,430,000 $ 7,430,000 Year 5 FY 10-11 $ $ - 5-Year Total $ 28,377,000 3,278,000 $ 31,655,000 Total Project $ 77,784,897 4,923,000 $ 82,707,897 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Higley Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County Southeast corner of Queen Creek Road and McQueen Road 1 Flood Control District City of Chandler FY 2008 Project Description Queen Creek Road Basin - 491.xx.xx The project was recommended in the Higley Area Drainage Master Study to alleviate flooding within the project vicinity. The District acquired the property for the basin in late 2004. The District entered into an intergovernmental agreement (IGA) with the City of Chandler to design and excavate the basin. The City agreed to take over the maintenance of the basin. The City also agreed to develop the basin as a City park site. The basin will be excavated to store 204 acre-feet of water for up to 100-yr storm event. The District’s funding is capped at $1.5 million, including cost for excavation and design portion of the basin. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 5,045,681 Project Total $ 5,045,681 FY 05-06 Projected $ 10,233 $ 10,233 Year 1 FY 06-07 $ $ - Year 2 FY 07-08 $ 1,510,000 $ 1,510,000 Operating Cost Summary Not applicable 35 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,510,000 $ 1,510,000 Total Project $ 6,565,914 $ 6,565,914 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Maryvale Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 620.03.32 - along the Grand Canal extending westerly from 63rd Avenue to the New River 620.05.31 – 26th Ave. & Verde Lane Basin; located along Verde Lane between 25th and 26th Drives 4, 5 620.03.32 – Flood Control District 620.05.31 – City of Phoenix Cities of Glendale and Phoenix 620.03.32 – FY 2011 620.05.31 – FY 2007 Project Description Bethany Home Outfall (620.03.32) The Bethany Home Road Outfall Channel project includes a linear basin and channel along the Grand Canal extending westerly from 63rd Avenue to the New River. The project will have a 100-year capacity removing approximately 745 structures from the floodplain. The channel alignment (Phase I and II) is in Phoenix, Glendale, and unincorporated Maricopa County. Portions of the channel are being used as a trail corridor and linear park. Phase I of the project has been completed by the Arizona Department of Transportation (ADOT) with District participation. Phase I extends west from the Agua Fria Freeway to the New River following the Bethany Home Road Alignment. ADOT increased the size of their freeway drainage channel to accommodate additional flows from the Maryvale area. Phase II of the project includes a channel from the Agua Fria Freeway alignment to 73rd Avenue and an earthen, linear, on-line detention basin from 67th Avenue to 73rd Avenue. The plan also recommends ten-year capacity storm drains, located within Bethany Home Road and Camelback Road, extending from 59th Avenue to the Outfall Channel. The cost share for the project is approximately 50% District and 25% each for the Cities of Glendale and Phoenix. The first reach of the Phase II project (Loop 101 to 83rd Avenue) is completed. Design and construction of the remainder or the improvements will be phased over several years, with completion anticipated in 2011. Each of the cities will own, operate and maintain the completed project within their jurisdictions. 26th Avenue/Verde Lane Basin (620.05.31) The City of Phoenix has accepted the Maryvale Area Drainage Master Plan (ADMP) as the hydrological basis for future drainage improvements within the ADMP watershed. A Design Concept Report for 26thAvenue & Verde Lane area was prepared by the City of Phoenix. The recommended basin alternative will provide a retention volume for the 100-year, 24-hour storm. The recommended alternative will incorporate a storm drain system designed to intercept flow from along the I-17 frontage road. Flows will be intercepted along 25th and 26th Drives, eliminating flooding for storms up to and including the10-year event. The Verde Lane Detention Basin will provide a positive outfall location for 36 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Maryvale Area Drainage Master Plan (Continued) the proposed storm drains thereby precluding ponding from occurring within streets and houses in this area. The basin will drain into the existing 27thAvenue storm drain system after the peak flows have passed. This project cost will be shared equally with the City. Design by the City has been completed, and construction bids have been opened. For funding reasons, the City has delayed award of the construction contract, which is expected to occur before the end of this fiscal year. The City has acquired all necessary rights-of-way. The City of Phoenix will own, operate and maintain the completed project. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 45,875,210 Partnership Contributions/IGA/IDA Project Total $ 45,875,210 FY 05-06 Projected $ 2,254,366 5,351,000 $ 7,605,366 Year 1 FY 06-07 $ 10,331,000 5,019,000 $ 15,350,000 Year 2 FY 07-08 $ 1,150,000 $ 1,150,000 Operating Cost Summary Not applicable 37 Year 3 FY 08-09 $ 466,000 1,614,000 $ 2,080,000 Year 4 FY 09-10 $ 1,645,000 1,755,000 $ 3,400,000 Year 5 FY 10-11 $ 3,100,000 $ 3,100,000 5-Year Total $ 15,542,000 9,538,000 $ 25,080,000 Total Project $ 63,671,576 14,889,000 $ 78,560,576 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District McMicken Dam User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 202.01.31 – McMicken Dam Fissure Risk Zone Remediation - East of the Beardsley Canal, north of Olive Avenue 4 Flood Control District None FY 2006 Project Description McMicken Dam Fissure Risk Zone Remediation (202.01.31) McMicken Dam was constructed by the U.S. Army Corps of Engineers (Corps) in 1954 to alleviate significant flooding in the west valley and to protect Luke Air Force Base. The District rehabilitated the dam in 1985. A geotechnical investigation has determined that significant ground subsidence has occurred in the area and that the embankment has significant transverse cracks. Portions of the dam have settled three to four feet. In addition, ground fissures were found within a quarter of a mile of the south end of the dam. The modifications that were completed in 1985 included reconstruction of the dam to its original design elevation and the installation of a central geofabric filter to protect the dam from piping failure of the embankment. The dam provides significant flood protection to the west valley and to Luke Air Force Base. The District initiated Structures Assessment Program Phase I studies for McMicken Dam and several Geotechnical Investigations for McMicken Dam. The results of a geotechnical study indicate that ground subsidence has continued to occur at the site and that earth fissures have been found both upstream and downstream of McMicken Dam. The District believes the ground subsidence and presence of earth fissures in close proximity to the dam poses a risk to dam safety that necessitates corrective action in a timely manner. The District initiated an alternatives analysis to determine the best plan for mitigation of the fissures and other immediate McMicken Dam deficiencies. The segment of dam located within a high fissure risk zone was removed and replaced with a new dam segment and basin outside the high fissure risk zone. Construction was completed in FY 2005-2006. Initially, the reconstructed dam will not require the current level of maintenance but will require significant monitoring. The long-term maintenance requirements will be similar to previous efforts. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 10,045,395 Project Total $ 10,045,395 FY 05-06 Projected $ 1,783,751 $ 1,783,751 Year 1 FY 06-07 $ 100,000 $ 100,000 Year 2 FY 07-08 $ $ - 38 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 100,000 $ 100,000 Total Project $ 11,929,146 $ 11,929,146 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District McMicken Dam (Continued) Operating Cost Summary Current Year Year 1 FY 06-07 Year 2 FY 07-08 Year 3 FY 08-09 Year 4 FY 09-10 Year 5 FY 10-11 101,627 284,883 386,510 $ 104,168 292,005 $ 396,172 $ 106,772 299,305 $ 406,077 $ 109,441 306,787 $ 416,229 $ 112,177 314,457 $ 426,634 $ 114,982 322,319 $ 437,300 $ Post Construction User Department Operating Costs Personal Sevices $ 101,627 Supplies & Services 284,883 Capital Outlay $ 386,510 $ 113,268 317,905 $ 431,172 $ 116,099 325,852 $ 441,952 $ 119,002 333,999 $ 453,001 $ 121,977 342,349 $ 464,326 $ 125,026 350,907 $ 475,934 $ $ $ $ $ $ $ Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - $ 9,100 25,900 35,000 39 $ 9,328 26,548 35,875 $ 9,561 27,211 36,772 $ 9,800 27,891 37,691 $ 10,045 28,589 38,633 Total Project 649,167 1,819,755 $ 2,468,922 697,000 1,955,894 $ 2,652,893 $ 47,833 136,139 183,971 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Metro Area Drainage Master Plan User Department: Project Location: Flood Control District of Maricopa County 625.02.31 - 24th Avenue & Camelback Basin; located between Missouri Avenue and Camelback Road, and between 23rd Avenue and I-17 3 City of Phoenix City of Phoenix 625.02.31 – FY 2008 Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Project Description 24th Avenue/Camelback Basin (625.02.31) A drainage study was prepared by the City of Phoenix in 2003 to identify the extent of flooding problems, evaluate alternative facilities to minimize flooding, and establish a recommended plan to provide flood protection and public safety of the local residents and adjacent businesses within a 3.6 square mile drainage area in the vicinity of 24th Avenue and Camelback Road. The watershed extends from the ACDC on the North to the Grand Canal in the South and between I-17 on the West to 19th Avenue on the East. Because of increasing costs for rights-of-way and construction, the project has been redefined to consist of two basins and associated storm drains. The necessary approvals through the resolution and intergovernmental agreement process will be required. This will be the first phase of the project. The basin is located at Camelback Road and 24th Avenue with associated storm drains. The basin and storm drain system will be designed to contain runoff from a 10-year storm event. The City of Phoenix is the lead agency for all tasks for this project. The City has begun the design and has nearly completed the rights-of-way acquisitions for the basin. It is proposed that the project cost be shared equally between the District and the City. Construction is scheduled for Fiscal Year 2006-07. The City of Phoenix will own, operate and maintain the completed project. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 150,525 Project Total $ 150,525 FY 05-06 Projected $ 1,020,790 $ 1,020,790 Year 1 FY 06-07 $ 1,510,000 $ 1,510,000 Year 2 FY 07-08 $ 3,230,000 $ 3,230,000 Operating Cost Summary Not applicable 40 Year 3 FY 08-09 $ 1,110,000 $ 1,110,000 Year 4 FY 09-10 $ 2,020,000 $ 2,020,000 Year 5 FY 10-11 $ $ - 5-Year Total $ 7,870,000 $ 7,870,000 Total Project $ 9,041,315 $ 9,041,315 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Paradise Valley, Scottsdale, Phoenix User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 120.03.31 – Scottsdale Road Corridor Drainage - along the east side of Scottsdale Road from Thunderbird Road to Sweetwater Avenue 2 City of Scottsdale City of Scottsdale FY 2007 Project Description Scottsdale Road Corridor Drainage Improvements (120.03.31) This project includes improving an existing earthen drainage channel just east of Scottsdale Road from Thunderbird Road to Sweetwater Avenue with a closed system either as pipe and/or a box culvert. The City will be the lead agency for the project. The District and the City entered into an intergovernmental agreement (IGA) to design and construct the project. The improvements will be designed to convey up to 10-year flows. The City will own, operate and maintain the system once constructed. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 5,580,231 Partnership Contributions/IGA/IDA Project Total $ 5,580,231 FY 05-06 Projected $ 1,985,370 649,000 $ 2,634,370 Year 1 FY 06-07 $ 484,000 $ 484,000 Year 2 FY 07-08 $ 484,000 $ 484,000 Operating Cost Summary Not applicable. 41 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 968,000 $ 968,000 Total Project $ 8,533,601 649,000 $ 9,182,601 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Queen Creek Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 480.04.31 – Sonoqui Wash, west of Higley Road to Chandler Heights Road 480.xx.xx – Sonoqui Wash, Chandler Heights to Riggs Road 480.05.31 - Queen Creek Wash Channel (ReckerHigley); located along the wash south of Queen Creek Road from Recker to Higley Roads 1 480.04.31 – Flood Control District 480.xx.xx - Flood Control District 480.05.31 - Town of Gilbert Town of Gilbert, Town of Queen Creek 480.04.31 – FY 2008 480.xx.xx - FY 2011 480.05.31 – FY 2007 Project Description Sonoqui Wash Channelization (480.04.31) The project design includes channelization of existing wash from confluence of Queen Creek Wash, just west of Higley Road to Chandler Heights Road. The existing wash does not contain 100-year flows and is subject to overtopping and flooding adjacent property owners. The proposed channel will be designed to collect and convey the 100-year flow. The current floodplain encompasses approximately 800 acres of land. After completion of the project, a 200’ wide strip of land will be conveying all of the floodwaters and remaining land can be removed from the floodplain. This is a joint project between the District and both the Towns of Gilbert and Queen Creek. The District will be the lead agency for the design of the project including bank improvements, major roadway crossings, channel stabilization, and landscape and trail improvements. The District will be constructing the drainage related improvements and both of the Towns will be required to implement the proposed landscaping of the channel at their own expense. Both of the Towns are expected to take responsibility of owning, operating and maintaining their portion of the channel. The adjacent developers, as per their development agreement with the Towns, will dedicate most of the land required for construction of the channel. The design has been completed and awaiting construction funding starting fiscal year 2006/07. The engineer’s estimated cost of construction is approximately $8.5 million. Sonoqui Wash Channelization (Chandler Heights Road to Riggs Road) (480.xx.xx) The Sonoqui Wash Floodplain Delineation Study from Higley Road to Riggs Road indicated that significant ponding and breakouts of flood flows occur along the wash. Results from the Queen Creek & Sonoqui Wash Hydraulic Master Plan for Queen Creek and Sonoqui Washes indicate that the most 42 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Queen Creek Area Drainage Master Plan (Continued) feasible solution to contain breakouts from Sonoqui Wash is to increase the cross section of the wash to contain the 100-year flood flows. In conjunction with Town of Queen Creek, the District is undertaking this project. The project design includes channelization of existing wash from Chandler Heights Road to Riggs Road. The proposed channel will be designed to collect and convey the 100-year flow. The total length of the project is approximately 2 miles. The District will be the lead agency for the design and other related tasks including bank improvements, major roadway crossings, channel stability analysis and landscape and trail improvements. The existing floodplain within this reach contains 115 acres of developable land, and once the project is constructed the floodplain can be removed from these properties. The Town of Queen Creek has requested the project and will be required to assume the maintenance responsibilities of the project after completion. The Town owns majority of the property required to construct the channel. Queen Creek Wash (Recker to Higley) (480.05.31) The Town of Gilbert proposed improvements to Queen Creek Wash from Recker to Higley Roads. Improvements have already been made to the wash upstream of Recker Road and are under construction for the wash downstream of Higley Road as part of the District’s EMF Basins project. The Town is the proposed lead agency for design, utility relocation, construction, and construction management. The Town will be the lead agency for rights-of-way acquisition and will own, operate and maintain the completed project. A design and construction IGA has been approved, and design is underway. The proposed improvements are to replace the existing wash with a natural desert vegetated100-year, 24-hour capacity channel. The total cost of the project, excluding force, is estimated to be $2,400,000 and will be shared between the District and the Town with the District’s cost-share capped at $1,000,000. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 10,786,269 Partnership Contributions/IGA/IDA Project Total $ 10,786,269 FY 05-06 Projected $ 1,725,712 305,000 $ 2,030,712 Year 1 FY 06-07 $ 3,035,000 1,960,000 $ 4,995,000 Year 2 FY 07-08 $ 3,325,000 2,160,000 $ 5,485,000 Operating Cost Summary Not applicable. 43 Year 3 FY 08-09 $ 1,520,000 $ 1,520,000 Year 4 FY 09-10 $ 2,590,000 $ 2,590,000 Year 5 FY 10-11 $ 6,690,000 $ 6,690,000 5-Year Total $ 17,160,000 4,120,000 $ 21,280,000 Total Project $ 29,671,981 4,425,000 $ 34,096,981 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Salt/Gila Regional Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 126.01.31 - Tres Rios - located along the Salt and Gila Rivers from about 83rd Avenue to the Agua Fria River 5 United States Army Corps of Engineers and the City of Phoenix City of Phoenix FY 2008 Project Description Tres Rios (126.01.31) The Tres Rios Project is a federal project under the auspices of the U.S. Army Corps of Engineers. The local sponsor is the City of Phoenix. The project is located in and along the Salt and Gila Rivers from about 83rd Avenue to the Agua Fria River. The project consists of the restoration of habitat within and along the river, including constructed wetlands, open water marshes, and riparian corridors. Along the north bank of the river from approximately 105th Avenue to the Agua Fria River will be constructed a flood control levee with interior drainage facilities to remove property and homes along the north side of the river from the floodplain. The District's participation includes a $2,000,000 cash contribution and the use of District owned rights-of-way at no cost to the City, as well as attending meetings, reviewing design concepts and contributing input pertaining to the design of the levee. The Board of Directors has approved a Resolution and an Intergovernmental Agreement with the city identifying the District’s role in the project. It is anticipated that the District’s current operation and maintenance of the Holly Acres Levee (113th Ave. – 123rd Ave.) will be doubled when the Tres Rios north bank levee (105th Ave – Agua Fria River) is completed. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 1,863,924 Project Total $ 1,863,924 FY 05-06 Projected $ 37,173 $ 37,173 Year 1 FY 06-07 $ 10,000 $ 10,000 Year 2 FY 07-08 $ 1,020,000 $ 1,020,000 44 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 1,030,000 $ 1,030,000 Total Project $ 2,931,097 $ 2,931,097 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Salt/Gila Regional Master Plan (Continued) Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ 5,569 2,181 7,750 Post Construction User Department Operating Costs Personal Sevices $ 5,569 Supplies & Services 2,181 Capital Outlay $ 7,750 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - Year 1 FY 06-07 $ $ $ $ Year 2 FY 07-08 5,708 2,236 7,944 $ 5,708 2,236 7,944 $ - $ $ $ 45 $ $ $ Year 3 FY 08-09 5,851 2,291 8,142 $ 5,851 2,291 8,142 $ - $ $ $ $ Year 4 FY 09-10 5,997 2,349 8,346 $ 47,887 19,459 67,346 $ 41,890 17,110 59,000 $ $ $ $ Year 5 FY 10-11 6,147 2,407 8,555 $ 48,037 19,517 67,555 $ 41,890 17,110 59,000 $ $ $ $ Total Project 6,301 2,468 8,768 $ 48,191 19,578 67,768 $ 41,890 17,110 59,000 $ $ $ $ 35,573 13,932 49,505 161,243 65,262 226,505 125,670 51,330 177,000 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Scatter Wash Channel User Department: Project Location: Supervisor District(s): Managing Department: Partner(s): Completion Date: Flood Control District of Maricopa County 590.03.31 – Scatter Wash Basin & Channel - Scatter Wash immediately downstream of I-17 3, 4 Arizona Department of Transportation Project City of Phoenix, Arizona Department of Transportation FY 2008 Project Description Scatter Wash Channel & Basin (590.03.31) The Arizona Department of Transportation (ADOT) has proposed a channel and basin improvement project for Scatter Wash at and immediately downstream (west of) Interstate 17 (I-17). This project is a joint project among ADOT, the City of Phoenix and the Flood Control District. A comprehensive IGA for design through operation and maintenance has been approved. The project will provide 100-year flood protection to this reach of Scatter Wash and will consist of improvements to Scatter Wash at the I-17 crossing, channel improvements immediately up and downstream of I-17 and construction of an off-line basin. ADOT is the lead agency for design and construction and the City and ADOT will own, operate and maintain the project features within their jurisdiction. ADOT has a consultant under contract for the design of the project in conjunction with improvements planned for I-17 and design is moving forward to the 30% submittal. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 1,501,363 Project Total $ 1,501,363 FY 05-06 Projected $ 202,493 $ 202,493 Year 1 FY 06-07 $ 45,000 $ 45,000 Year 2 FY 07-08 $ 306,000 $ 306,000 Operating Cost Summary Not applicable. 46 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 351,000 $ 351,000 Total Project $ 2,054,856 $ 2,054,856 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Skunk Creek and New River User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 400.06.31 – New River (Grand-Skunk Creek) - the reach of New River from Grand Avenue north to the Skunk Creek confluence with New River 4 Flood Control District City of Peoria FY 2006 Project Description New River (Grand to Skunk Creek) (400.06.31) The Middle New River Watercourse Master Plan study undertaken by the District identified projects to improve the conveyance capacity and provide bank protection along the New River. One of the recommended project areas is the reach of New River from Grand Avenue north to the Skunk Creek confluence with New River. Recommended improvements include channelization and bank protection for approximately 2 miles of New River, and an 800-foot reach on the west side of New River south of Bell Road. The City of Peoria is a project partner. The City and the District are property owners along and within the New River alignment. Intergovernmental agreements have been entered into with the City for design, construction and operations and maintenance of the project. This is the last reach of the New River that has not been improved consistent with the Corps of Engineers' “Phoenix, Arizona and Vicinity including New River” project. The project was requested by the City of Peoria and approved for inclusion in the District's CIP. Construction will be completed in 2006, and the City of Peoria will assume the operations and maintenance responsibilities. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 59,735,201 Partnership Contributions/IGA/IDA Project Total $ 59,735,201 FY 05-06 Projected $ 4,125,739 2,905,000 $ 7,030,739 Year 1 FY 06-07 $ 82,000 $ 82,000 Year 2 FY 07-08 $ 510,000 $ 510,000 Operating Cost Summary Not applicable. 47 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 592,000 $ 592,000 Total Project $ 64,452,940 2,905,000 $ 67,357,940 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District South Phoenix Drainage Improvement User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 117.08.31 – Laveen Area Conveyance Channel 117.09.31 - 23rd Avenue & Roeser Road Basin 5 117.08.31 – Flood Control District 117.09.31 - City of Phoenix City of Phoenix, SRP, Maricopa County Department of Transportation 117.08.31 - FY 2007 117.09.31 - FY 2007 Project Description Laveen Area Conveyance Channel (LACC) (117.08.31) The Laveen Area Conveyance Channel (LACC) is a public and private partnership to improve the existing Maricopa Drain into a regional flood control facility. This project, consisting of 5.8 miles of conveyance channel and a detention basin at 43rd Avenue and Southern Avenue will reduce flooding in the Laveen area. The channel and basin will also function as park facilities for the City of Phoenix. Construction of the channel is complete. The irrigation and landscaping for the channel has begun and will be completed in summer 2006. The project will be turned over to the City of Phoenix when it is complete. 23rd Avenue/Roeser Road Storm Drain & Detention Basin (117.09.31) The 23rd Avenue/Roeser Road Storm Drain & Detention Basin is identified as an element for regional flood control infrastructure as defined by the recommended plan for the South Phoenix / Laveen Drainage Improvement Project, The Preliminary Design Report was completed in July 1997. A proposed 10-acre detention basin, to be located on the northeast corner of 23rd Avenue and Roeser Road, will intercept flows from the north and the east. The Basin will be designed to intercept flows from a 100-year storm and will then discharge approximately 40cfs to a storm drain that will be constructed along Roeser Road. This storm drain will then discharge to a new storm drain to be constructed along 27th Avenue from Roeser Road to Broadway Road. An existing 108-inch storm drain will then convey the flow from Broadway Road to the Salt River. The City of Phoenix will operate and maintain the completed project. The City will award the project for construction in FY 2007. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 33,530,892 Partnership Contributions/IGA/IDA Project Total $ 33,530,892 FY 05-06 Projected $ 1,382,514 $ 1,382,514 Year 1 FY 06-07 $ 1,693,000 $ 1,693,000 Year 2 FY 07-08 $ $ - Operating Cost Summary Not applicable. 48 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ 440,000 400,000 $ 840,000 Year 5 FY 10-11 $ 3,700,000 3,500,000 $ 7,200,000 $ $ 5-Year Total 5,833,000 3,900,000 9,733,000 Total Project $ 39,363,892 5,282,514 $ 44,646,406 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Spook Hill Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 420.02.31- Hermosa Vista/Hawes Road Storm Drain and Basin; located between 90th Street and the Spook Hill FRS, and between McDowell Road and Hermosa Vista Road 420.03.31- McDowell Road Basin and Storm Drain; located along McDowell Road from Hawes Road to west of Sossaman Road 2 Flood Control District City of Mesa, possibly Maricopa County Department of Transportation 420.02.31 – FY 2010 420.03.31 – FY 2008 Project Description Hermosa Vista/Hawes Road Drainage System (420.02.31) The Spook Hill Area Drainage Master Plan updated and expanded the existing Spook Hill Area Drainage Master Study conducted in 1987. A preferred alternative has been chosen and adopted by the City of Mesa City Council and Flood Control District Board of Directors. The project includes a storm drain that will tie into the existing Madrid basin at 90th Street and McDowell, go west along McDowell Road, south along Hawes Road and west along Hermosa Vista Drive to the Spook Hill Flood Retarding Structure. A retention basin will be located at Hawes Road and Culver Street. The drainage system will provide 100-year storm protection. An intergovernmental agreement (IGA) between the City of Mesa and the District has been approved for design, which will be complete in 2007. A separate IGA will be negotiated for the project construction, operation and maintenance. McDowell Road Basin and Storm Drain System (420.03.31) The Spook Hill Area Drainage Master Plan also identified a project along McDowell Road from Hawes Road to west of Sossaman Road. The project includes a detention basin at the southwest corner of Sossaman Road and McDowell Road and a storm drain along McDowell Road from Hawes Road to just west of Sossaman Road. The drainage system will provide 100-year storm protection. Design is ongoing and will be complete in mid-2006. An intergovernmental agreement (IGA) between the City of Mesa and the District has been approved for design, and a separate IGA will be negotiated for the project construction, operation and maintenance. 49 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Spook Hill Area Drainage Master Plan (Continued) Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 5,149,624 Partnership Contributions/IGA/IDA Project Total $ 5,149,624 FY 05-06 Projected $ 1,243,223 235,000 $ 1,478,223 Year 1 FY 06-07 $ 1,210,000 1,090,000 $ 2,300,000 Year 2 FY 07-08 $ 3,650,000 970,000 $ 4,620,000 Operating Cost Summary Not applicable. 50 Year 3 FY 08-09 $ 2,550,000 1,050,000 $ 3,600,000 Year 4 FY 09-10 $ 3,780,000 1,400,000 $ 5,180,000 Year 5 FY 10-11 $ 5,160,000 $ 5,160,000 5-Year Total $ 16,350,000 4,510,000 $ 20,860,000 Total Project $ 22,742,847 4,745,000 $ 27,487,847 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Spook Hill FRS/Red Mountain Freeway (Loop 202L) Modification User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 300.01.31 – Spook Hill FRS/Red Mountain Freeway Mesa East of the CAP Canal, Parallel to the Power Road to University Drive Segment of the Red Mountain Freeway 2 Arizona Department of Transportation Arizona Department of Transportation FY 2008 Project Description Spook Hill FRS/Red Mountain Freeway (Loop 202L) Modification (300.01.31) Spook Hill Flood Retarding Structure (FRS) is a structural plan element of a Watershed Work Plan prepared by the Natural Resources Conservation Service (NRCS; formerly Soil Conservation Service) in January 1963 for the Buckhorn-Mesa Watershed Project located in Maricopa and Pinal Counties, Arizona. The Flood Control District of Maricopa County (District) operates and maintains the BuckhornMesa Watershed Project, which is an integrated system of floodwater retarding structures and floodways. Spook Hill FRS was constructed and completed by NRCS in 1980 with the District as the local sponsor. The Arizona Department of Water Resources (ADWR) is the jurisdictional agency for dam safety for Spook Hill FRS. Spook Hill FRS was designed to impound floodwaters for a 100-year flood event and direct flows in excess of the 100-year flood event through an emergency spillway. Flows collected by the Apache Junction FRS and Signal Butte FRS are discharged from the Signal Butte Floodway into the Spook Hill FRS which, in conjunction with runoff from the Spook Hill FRS watershed, are conveyed north by the Spook Hill Floodway to the Salt River. The Loop 202L Freeway is a major element of the Maricopa Association of Governments (MAG) adopted Regional Freeway System in the East Valley of Maricopa County. The Federal Highway Administration approved a Final Environmental Impact Statement (FEIS) in 1999 for the Loop 202L Freeway corridor between Country Club Drive (SR87) and Highway US60. The Loop 202L segment of the freeway, as currently being designed, will pass over Power Road, the Central Arizona Project (CAP) Canal, and the north end of Spook Hill FRS. The freeway will be located adjacent to and within the flood pool of Spook Hill FRS. The freeway will again pass over the Spook Hill FRS and CAP Canal, at the south end of the Spook Hill FRS and transition to become a depressed freeway at University Drive. The Arizona Department of Transportation (ADOT) will modify the Spook Hill FRS to accommodate the construction of the freeway. Major modifications will include the relocation of a 900 foot section of the Spook Hill FRS embankment at the McDowell Road crossing, construction of a new principal spillway, removal of the existing principal spillway, and relocation of the low flow channel to accommodate the freeway mainline. Additional modifications proposed by ADOT are a levee within the existing flood pool to protect the freeway from flood events, excavation within the impoundment area to replace lost flood 51 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Spook Hill FRS/Red Mountain Freeway (Loop 202L) Modification (Continued) storage due to freeway construction, realignment of a section of the Signal Butte Floodway outlet, construction of a central filter in areas impacted by freeway construction, and the installation of improvements requested by the District to address dam safety and vector control issues. All project costs, including rights-of-way acquisitions and use fees for District-owned lands, other lands, design, ALERT gauge installation and maintenance, permitting, utility relocations, construction, and construction management are the responsibility of ADOT. Cost-sharing opportunities negotiated as part of the IGA that benefit District operations include the installation of a central filter drain throughout the entire length of the Spook Hill FRS embankment and the repair of erosion gullies on the slopes of the embankment, both of which have been identified as dam safety deficiencies. The estimated cost of these benefits as included in the IGA will be reimbursed by State funds which will be credited to the District for right-of-way costs including market compensation payment for project utilization of District property. Construction is scheduled from January of 2006 to June of 2008. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 38,557 Project Total $ 38,557 FY 05-06 Projected $ 41,324 $ 41,324 Year 1 FY 06-07 $ 81,000 $ 81,000 Year 2 FY 07-08 $ 4,291,000 $ 4,291,000 Operating Cost Summary Not applicable. 52 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 4,372,000 $ 4,372,000 Total Project $ 4,451,881 $ 4,451,881 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Town of Guadalupe User Department: Project Location: Flood Control District of Maricopa County 035.xx.xx – Arizona Department of Transportation Pit Modifications 5 City of Tempe City of Tempe FY 2009 Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Project Description Arizona Department of Transportation Pit Modifications 035.xx.xx The Arizona Department of Transportation Pit Modification is to include a pump station that will be located in a large drainage basin near I-10 & Warner Road. In accordance with the IGA the pump station must be completed by the end of FY 2008-2009. The District will share in the cost of a pump station. The Pit Modification is a future component of the already completed Guadalupe Drainage Improvement Project. The Town of Guadalupe owns, operates and maintains this completed project. The District will share 50% of the design and construction costs which are being managed by the City of Tempe. Funding/Cost Summary Funding Source Prior Yrs. Actual Flood Control Dist. Property Taxes $ 8,650,363 Project Total $ 8,650,363 FY 05-06 Projected $ $ - Year 1 FY 06-07 $ $ - Year 2 FY 07-08 $ 380,000 $ 380,000 Operating Cost Summary Not applicable. 53 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ $ 380,000 380,000 Total Project $ 9,030,363 $ 9,030,363 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District White Tanks – Agua Fria Area Drainage Master Plan User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 470.04.30 – White Tanks #3 Modifications - north of Bethany Home Road, west of the Beardsley Canal 470.04.31 – White Tanks #3 North Inlet Channel Olive Avenue near the Beardsley Canal 470.12.31 – Reems Road Channel - west side of Reems Road, south of Peoria Avenue and a 42-acre basin north of Olive Avenue 4, 5 470.04.30 – Flood Control District 470.04.31 – Flood Control District 470.12.31 - Flood Control District City of Goodyear, City of Surprise, Maricopa Water District 470.04.30 - FY 2007 470.04.31 - FY 2007 470.12.31 - FY 2009 Project Description White Tanks FRS #3 Modifications (470.04.30) White Tanks FRS #3 is ranked first in the nation by Natural Resources Conservation Service (NRCS) under their dam rehabilitation priority ranking process. The District and NRCS, therefore, propose to proceed with the Project under “The Small Watershed Rehabilitation Amendment” (Public Law 106472), which authorizes NRCS to assist watershed project sponsors with rehabilitation of aging dams on a 65% federal, 35% local cost share basis. The District and NRCS completed the final work plan and environmental assessment in 2004. The District developed and signed an IGA with NRCS in 2004. In FY 2003-2004, under Contract FCD 2003C014, alternatives were evaluated that would maintain the same flood protection as the existing dam. The project alternative selected was a dam modification. The Phase 1 dam modification design was completed during fiscal year 2004-2005 and the District awarded a construction contract for Phase 1 in 2005. Phase 2 design is currently in progress and scheduled for completion in calendar year 2006. It is intended that White Tanks FRS #3 Rehabilitation Project will be constructed in four phases as follows: Phase I: White Tanks FRS #3 Rehabilitation Phase I Phase II: White Tanks FRS #3 Rehabilitation Phase II Phase III: White Tanks FRS #3 North Inlet Channel Improvements from Olive to Northern Avenues Phase IV White Tanks FRS #3 North Inlet Channel Improvements from Northern Avenue to White Tanks FRS #3 54 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District White Tanks – Agua Fria Area Drainage Master Plan (Continued) The federal cost share for Phase I is estimated to be $9.5 million. Federal funds for Phases I and II have been allocated in the amount of $13.5 million. It is intended that cost sharing for remainder of Phase II will be supplements to the IGA; however, federal funding of Phase II will be subject to future approval of federal appropriations. The District will continue to operate and maintain the rehabilitated dam. White Tanks FRS #3 North Inlet Channel (470.04.31) The White Tanks FRS #3 North Inlet Channel (NIC) Project includes a two-mile long earthen flood control channel from just north of Olive Avenue to the Glendale Avenue alignment, outletting to the White Tanks FRS#3; diversion structures/box culverts at Olive and Northern Avenues; erosion protection at Cholla Wash; and aesthetic treatments per District policy. The NIC Project will provide 100-year level of protection. Construction of the Channel will prevent 100-year flows from Waterfall Wash and Cholla Wash from flowing southeast over the Beardsley Canal, protecting existing and future development. The Maricopa Water District will be responsible for maintaining the project north of Northern Avenue and the District will maintain the project south of Northern Avenue. The Maricopa County Department of Transportation (MCDOT) will maintain the box culvert at Olive Avenue. Reems Road Channel (470.12.31) This Project will provide a flood control channel along the west side of Reems Road, south of Peoria Avenue and a new 42-acre basin north of Olive Avenue. The channel and basin will provide 100-year flood protection and outlet to the Dysart Drain within the Falcon Dunes Golf Course. The City of Surprise is constructing the channel from Peoria Avenue north to Waddell Road, and the District is constructing the channel and basin south of Peoria Avenue, and also cost-sharing with the City of Surprise on the box culvert to be constructed at Cactus Road. The District will operate the channel south of Peoria Avenue and the new basin until a recreation/park partner can be identified. MCDOT will maintain the box culverts at Olive Avenue and at the outlet crossing Reems Road. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 56,318,301 Partnership Contributions/IGA/IDA Project Total $ 56,318,301 FY 05-06 Projected $ 3,128,580 7,984,000 $ 11,112,580 Year 1 FY 06-07 $ 6,248,000 7,031,000 $ 13,279,000 Year 2 FY 07-08 $ 8,239,000 5,141,000 $ 13,380,000 55 Year 3 FY 08-09 $ 11,790,000 4,397,000 $ 16,187,000 Year 4 FY 09-10 $ 12,545,000 3,775,000 $ 16,320,000 Year 5 FY 10-11 $ 16,030,000 $ 16,030,000 5-Year Total $ 54,852,000 20,344,000 $ 75,196,000 Total Project $ 114,298,881 28,328,000 $ 142,626,881 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District White Tanks – Agua Fria Area Drainage Master Plan (Continued) Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ 5,339 6,917 12,256 Post Construction User Department Operating Costs Personal Sevices $ 5,339 Supplies & Services 6,917 Capital Outlay $ 12,256 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - Year 1 FY 06-07 $ $ $ $ $ $ Year 2 FY 07-08 5,473 7,090 12,563 $ $ 5,473 7,090 12,563 $ - $ $ $ 56 $ $ $ Year 3 FY 08-09 5,610 7,267 12,877 $ $ 32,010 40,867 72,877 $ $ 26,400 33,600 60,000 $ $ $ $ Year 4 FY 09-10 5,750 7,449 13,199 $ $ 33,470 42,729 76,199 $ $ 27,720 35,280 63,000 $ $ $ $ Year 5 FY 10-11 5,894 7,635 13,529 $ $ 37,772 48,207 85,979 $ $ 31,878 40,572 72,450 $ $ $ $ Total Project 6,041 7,826 13,867 $ 38,716 49,412 88,128 $ 32,675 41,586 74,261 $ $ $ $ 34,106 44,184 78,291 152,779 195,222 348,002 118,673 151,038 269,711 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District White Tanks FRS #4 and Channels User Department: Project Location: Supervisor District(s): Managing Department: Project Partner(s): Completion Date: Flood Control District of Maricopa County 201.xx.xx – White Tanks #4 Dam Rehabilitation - Van Buren Street, west of Tuthill Road 4 Flood Control District Possibly the Natural Resources Conservation Service FY 2011 Project Description White Tanks FRS #4 Rehabilitation (201.xx.xx) White Tanks Flood Retarding Structure #4 (White Tanks FRS #4), operated and maintained by the District, requires corrective action to bring the structure into compliance with current dam safety standards and requirements. In addition, an inlet channel from White Tanks FRS #3 to #4 is required, and an outlet channel from White Tanks FRS #4 to the Gila River is required. The District has completed Phase I Assessments for White Tanks FRS #4. The Arizona Department of Water Resources (state agency with regulatory authority) has classified the dam as having safety deficiencies that require corrective action. These deficiencies include transverse cracking of the embankment, left spillway adequacy, and unprotected corrugated metal pipe outlets. The Natural Resources Conservation Service (NRCS) has also identified these same deficiencies that require corrective action. The District submitted an Application to NRCS for federal funding assistance under Public Law 106-472 (Small Watershed Amendment) in May 2004. The District has initiated the alternatives evaluation and pre-design efforts under the operating budget for the project in fiscal year 2004/2005. Recommended channel configurations, alignments, and rehabilitation or replacement of White Tanks FRS #4 will be completed in FY 2006-07. The project may be divided into three separate projects. Initially, the reconstructed dam will not require the current level of maintenance; however, the long-term maintenance requirements will be similar to today’s efforts. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 2,246,579 Project Total $ 2,246,579 FY 05-06 Projected $ 18,363 $ 18,363 Year 1 FY 06-07 $ 220,000 $ 220,000 Year 2 FY 07-08 $ 3,390,000 $ 3,390,000 57 Year 3 FY 08-09 $ 4,050,000 $ 4,050,000 Year 4 FY 09-10 $ 4,060,000 $ 4,060,000 Year 5 FY 10-11 $ 10,260,000 $ 10,260,000 5-Year Total $ 21,980,000 $ 21,980,000 Total Project $ 24,244,942 $ 24,244,942 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District White Tanks FRS #4 and Channels (Continued) Operating Cost Summary Current Year Current User Department Operating Costs Personal Sevices Supplies & Services Capital Outlay $ $ 21,597 353,629 375,226 Post Construction User Department Operating Costs Personal Sevices $ 21,597 Supplies & Services 353,629 Capital Outlay $ 375,226 Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay $ - Year 1 FY 06-07 Year 2 FY 07-08 Year 3 FY 08-09 Year 4 FY 09-10 Year 5 FY 10-11 Total Project $ 22,137 362,469 $ 384,606 $ 22,690 371,531 $ 394,221 $ 23,258 380,819 $ 404,077 $ 23,839 390,340 $ 414,179 $ 24,435 400,098 $ 424,533 $ $ 22,137 362,469 $ 384,606 $ 22,690 371,531 $ 394,221 $ 23,258 380,819 $ 404,077 $ 28,339 460,840 $ 489,179 $ 28,935 470,598 $ 499,533 $ $ $ $ $ $ $ - $ 58 $ - $ - $ 4,500 70,500 75,000 $ 4,500 70,500 75,000 137,957 2,258,886 $ 2,396,843 146,957 2,399,886 $ 2,546,843 $ 9,000 141,000 150,000 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District Wickenburg Area Drainage Master Plan User Department: Project Location: Flood Control District of Maricopa County 343.01.31 – Wickenburg Downtown Flooding Mitigation - along the Sols Wash from the proposed SR93/Hassayampa River to approximately Hospital Wash Supervisor District(s): 4 Managing Department: Project Partner(s): Flood Control District Town of Wickenburg, Arizona Department of Transportation FY 2009 Completion Date: Project Description Wickenburg Downtown Flooding Mitigation (343.01.31) The project includes facilities along the Sols Wash from the proposed SR93/Hassayampa River to approximately Hospital Wash to mitigate 100-year storm flows that cause flooding hazards to downtown Wickenburg. This project will remove a floodplain from approximately 120 residences. Additionally, this project works in conjunction with the proposed Arizona Department of Transportation SR-93 Interim Bypass Project roadway embankment to protect the downtown of Wickenburg from the existing Sols Wash and Hassayampa River FEMA delineated floodplain. The Town of Wickenburg will assume operation and maintenance responsibility for the flood control improvements. Design will be complete by early 2007. Funding/Cost Summary Prior Yrs. Funding Source Actual Flood Control Dist. Property Taxes $ 4,170,880 Partnership Contributions/IGA/IDA Project Total $ 4,170,880 FY 05-06 Projected $ 428,544 85,000 $ 513,544 Year 1 FY 06-07 $ 552,000 715,000 $ 1,267,000 Year 2 FY 07-08 $ 4,110,000 630,000 $ 4,740,000 Operating Cost Summary Not applicable. 59 Year 3 FY 08-09 $ $ - Year 4 FY 09-10 $ $ - Year 5 FY 10-11 $ $ - 5-Year Total $ 4,662,000 1,345,000 $ 6,007,000 Total Project $ 9,261,424 1,430,000 $ 10,691,424 Maricopa County, Arizona FY 2006-07 Final Budget Flood Control District 60 Maricopa County, Arizona FY 2006-07 Final Budget Library District Library District Transmittal Letter To: Don Stapley, Chairman, District 2 Fulton Brock, District 1 Andrew Kunasek, District 3 Max W. Wilson, district 4 Mary Rose Wilcox, District 5 The Library District recommended expenditure budget for 2006-07 is $18,948,379. The recommended revenue budget is $19,995,824. The tax rate has been reduced from $0.0521 to $0.0507 per $100 of assessed value due to the direction by the Board of Directors to implement a 2% levy cap, excluding new construction, in order to protect taxpayers from tax increases due to increased assessed property values. During FY 2005-06, the Board approved a $500,000 increase to purchase additional electronic database services to be made available to all public libraries in the County. This increase raised the amount of funding from $1 million to $1.5 million. The FY 2006-07 budget continues the $1.5 million level of funding. The budget also reflects increasing the Reciprocal Borrowing Program rate from $24.50 to $29.00. Property Tax Revenue by Fiscal Year $19,000,000 $18,401,410 $18,000,000 $17,295,751 Property Tax Revenue $$ $17,000,000 $16,000,000 $15,861,627 $15,534,579 $15,000,000 The District has seen continued growth in the use of the District’s libraries by the residents of the County. In the first six months of this fiscal year, circulation of library materials is up 18%, staff intranet use is up 158%, web page use is up 42%, and electronic database use is up 23%. $14,000,000 $13,000,000 $12,000,000 $11,000,000 $10,000,000 FY 04 Actual FY 05 Actual FY 06 Projected FY 07 Recommended Fiscal Year procedures. 61 During FY 2005-06, the District completed the transfer to a new communications system, which included new telephones, Wide Area Network, and email. The District also implemented a more secure cashiering system to meet concerns raised by the auditor on cash handling. All branches are utilizing the new software, equipment, and Maricopa County, Arizona FY 2006-07 Final Budget Library District I wish to offer my appreciation to the Board of Directors for their support and guidance during the budget development process. I believe this budget is sustainable, responsible, and aligns with the District’s mission. Sincerely, David R. Smith County Manager On June 19, 2006, the Maricopa County Library District Board of Directors adopted the FY 2006-07 Budget totaling $18,948,379. 62 Maricopa County, Arizona FY 2006-07 Final Budget Library District Library District Analysis by Vic Wickersham, Management & Budget Analyst Organizational Chart Library District Board of Directors County Manager Assistant County Manager Community Services Library Director/County Librarian Harry Courtright Outreach Services Library Administration Information Services North Central Region Southeast Region Northwest Region Southwest Region Mission The Mission of the Maricopa County Library District is to provide access to a wealth of informational and recreational resources for people of all ages and backgrounds so that they may have the opportunity to expand their horizons through reading and learning. Vision Maricopa County Library District’s vision is to exceed customer expectations by giving our best and transforming ourselves daily through innovation and relationship building. Strategic Goals • By December 31, 2006, develop a new model for providing equitable access to electronic resources to 75% of public libraries in the County. Status: The District will be purchasing electronic databases for all the public libraries in the County to use beginning in April 2006. • By June 30, 2006, customer satisfaction with the library’s collection of books and other materials will increase to 90%. Status: The District is making good progress towards this goal with the expansion of electronic databases for County libraries, a new grant to upgrade computers, and the library card sign-up campaign for children. • By June 30, 2007, increase the number of library cardholders by 27% over cardholders on June 30, 2004. Status: The Library District is partnering with Childsplay to present a play encouraging library use to children which will be held in conjunction with a library card enrollment drive. • By June 30, 2008, increase resource usage to meet or exceed the average increase of 10 benchmark libraries. Status: The District is making progress towards this goal with the 63 Maricopa County, Arizona FY 2006-07 Final Budget Library District expansion of electronic databases for County libraries, a new grant to upgrade computers, and the library card sign-up campaign for children. Currently the District is 7th for circulations per capita but ranked last of five libraries reporting in the category of “users of electronic resources”. • By June 30, 2009, increase the number of active (card is used at least 3 times in 12 months) cardholders by 40% over cardholders on June 30, 2004. Status: The Library District is partnering with Childsplay to present a play encouraging library use to children which will be held in conjunction with a library card enrollment drive. Also, the District is providing to Grand Canyon University access to the District’s automation facilities including the computerized catalog system. • Promote, expand, and improve County-sponsored programs and activities for young people in Maricopa County to help them build their skills, develop a sense of civic involvement in the community, and successfully complete their education. Status: The District is progressing on this goal with the expansion of electronic databases for County libraries, a new grant to upgrade computers, the library card sign-up campaign for children, and the addition of new libraries in the County. Number Circulated Library Items by Fiscal Year 5,000,000 4,500,000 Circulated Items 4,000,000 3,500,000 3,000,000 4,300,000 2,500,000 4,112,342 2,000,000 3,716,554 1,500,000 3,478,425 1,000,000 500,000 0 FY 04 Actual FY 05 Actual FY 06 Projected Fiscal Year 64 FY 07 Adopted Maricopa County, Arizona FY 2006-07 Final Budget Library District Budget Summary Sources of Funds Sources of Funds (Excluding Fund Balance) $19,995,824 Permits, Fees & Fines, $620,000 Miscellaneous & Interest, $636,481 Other Intergovernmental & Grants, $337,933 Property Taxes, Penalties & Interest, $18,401,410 Uses of Funds Uses of Funds $18,948,379 Information Technology 8% General Government 5% Administrative Services 12% Public Library Service 75% 65 Maricopa County, Arizona FY 2006-07 Final Budget Library District Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 65PL - PUBLIC LIBRARY SERVICE CMMS - COMMONS INSV - INFORMATION SERVICES 99IT - INFORMATION TECHNOLOGY PROGRAM ENIT - ENTERPRISE IT COLLABORATION 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURES 65PL - PUBLIC LIBRARY SERVICE CMMS - COMMONS INSV - INFORMATION SERVICES MAPC - MATERIALS, PROGRAMS & OUTREAC 99IT - INFORMATION TECHNOLOGY PROGRAM BUAS - BUSINESS APPLICATION DEVELOP DACR - DATA CENTER DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION RETA - REPORTING/TECHNICAL ASSISTANCE VANS - VALUE ADDED NETWORK SERVICE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED 1,430,692 537,073 55,785 167,888 15,814,590 17,413,170 $ 12,376,137 2,346,189 337,159 9,692,789 626,123 227,661 1,250 290,794 106,419 2,057,776 706,043 15,766,079 $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 976,963 52,760 14,204,277 15,234,000 $ 11,437,700 2,812,927 1,133,101 7,491,672 805,620 466,009 17,564 257,186 47,297 17,564 2,099,339 913,635 15,256,294 $ $ $ $ $ $ $ $ $ FY 2005-06 PROJECTED 1,411,670 4,485 10,000 10,000 397,970 17,523,999 19,343,639 $ 15,873,732 1,366,082 1,156,741 13,350,909 1,401,556 339,861 124,498 332,260 140,544 18,418 445,975 2,638,904 913,635 20,827,827 $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 3,003,592 90,025 577,335 17,578,214 21,159,141 $ 14,408,053 1,834,120 751,395 11,822,539 996,255 293,264 336,730 262,970 92,175 9,019 2,097 2,055,392 913,635 18,373,335 $ $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 963,500 39,400 356,041 18,676,283 19,995,824 $ 14,018,915 706,183 1,126,689 12,186,043 1,542,873 378,025 689,189 456,546 19,113 2,362,255 1,024,336 18,948,379 $ $ $ $ $ $ $ $ $ (448,170) 34,915 (10,000) (10,000) (41,929) 1,152,284 652,185 -31.7% 778.5% -100.0% -100.0% -10.5% 6.6% 3.4% 1,854,817 659,899 30,052 1,164,866 (141,317) (38,164) (564,691) (124,286) 140,544 (695) 445,975 276,649 (110,701) 1,879,448 11.7% 48.3% 2.6% 8.7% -10.1% -11.2% -453.6% -37.4% 100.0% -3.8% 100.0% 10.5% -12.1% 9.0% Total Budget by Category FY 2004-05 ACTUAL REVENUE TAXES INTERGOVERNMENTAL REVENUES CHARGES FOR SERVICES FINES & FORFEITS MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 15,534,579 544,675 69,730 524,082 740,103 17,413,170 $ 7,669,810 4,135,156 2,696,882 1,264,232 15,766,079 $ $ $ FY 2005-06 REVISED 13,976,029 266,008 58,069 480,420 453,474 15,234,000 $ 8,300,584 1,680,059 3,254,305 2,021,346 15,256,294 $ $ $ FY 2005-06 PROJECTED 17,242,557 1,075,384 68,640 508,680 448,378 19,343,639 $ 8,489,429 5,404,583 4,091,238 2,842,577 20,827,827 $ $ $ FY 2006-07 ADOPTED 17,295,751 2,583,428 65,217 508,158 706,588 21,159,141 $ 7,998,043 4,442,480 3,035,309 2,897,504 18,373,335 $ $ $ ADOPTED TO REVISED VARIANCE % 18,401,410 337,933 70,000 550,000 636,481 19,995,824 $ 9,103,516 5,400,141 3,884,274 560,448 18,948,379 $ $ $ 1,158,853 (737,451) 1,360 41,320 188,103 652,185 6.7% -68.6% 2.0% 8.1% 42.0% 3.4% (614,087) 4,442 206,964 2,282,129 1,879,448 -7.2% 0.1% 5.1% 80.3% 9.0% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 242 LIBRARY DISTRICT GRANTS 244 LIBRARY DISTRICT ALL FUNDS EXPENDITURES 242 LIBRARY DISTRICT GRANTS 244 LIBRARY DISTRICT ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED 75,436 17,337,734 17,413,170 $ 47,602 15,718,478 15,766,079 $ $ $ FY 2005-06 REVISED 25,000 15,209,000 15,234,000 $ 25,000 15,231,294 15,256,294 $ $ $ FY 2005-06 PROJECTED 167,480 19,176,159 19,343,639 $ 167,480 20,660,347 20,827,827 $ $ $ FY 2006-07 ADOPTED 162,456 20,996,686 21,159,141 $ 84,692 18,288,643 18,373,335 $ $ $ ADOPTED TO REVISED VARIANCE % 25,000 19,970,824 19,995,824 $ 25,000 18,923,379 18,948,379 $ $ $ (142,480) 794,665 652,185 142,480 1,736,968 1,879,448 -85.1% 4.1% 3.4% 85.1% 8.4% 9.0% Personnel by Fund 244 LIBRARY DISTRICT TOTAL FUNDS FY 2005-06 ADOPTED 150.69 150.69 FY 2005-06 REVISED 151.67 151.67 66 FY 2006-07 ADOPTED 150.04 150.04 ADOPTED TO REVISED VARIANCE % (1.63) -1.1% (1.63) -1.1% Maricopa County, Arizona FY 2006-07 Final Budget Library District The District requested 1.63 FTE less than the FY 2005-06 Revised Budget due to the successful reorganization and restructure of service delivery. Mandates Purpose The purpose of the Public Library Service program is to provide resources, activities and skilled assistance to our customers, so that their needs, interests and goals are met. Program Activity PUBLIC LIBRARY SERVICES COMMONS INFORMATION SERVICES MATERIALS, PROGRAMS & OUTREACH The purpose of the Commons Activity is to provide safe, neutral and inviting public space and facilities to our customers so that their expectations for individual and group use are met. NONE The purpose of the Information Services activity is to provide skilled assistance/referral and information literacy training to our customers so that they get the information they want in a timely manner. NONE The Purpose of the Materials, Programs and Outreach activity is to provide resources and activities that reach out to our diverse community so that our customers may find enjoyment, personal development and cultural enrichment. NONE 650 LIBRARY DISTRICT MANDATED EXPENDITURES 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 2004-05 ACTUAL FY 2005-06 PROJECTED FY 2006-07 ADOPTED GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUND MANDATED SPECIAL REVENUE FUNDS NON-MANDATED 67 Mandate Maricopa County, Arizona FY 2006-07 Final Budget Library District Revenue Sources and Variance Commentary Property Taxes The Library District collects property taxes based on the secondary net assessed values of real property. Unlike the primary property tax rate, there is no constitutional limitation on growth for the secondary property tax rate. However, the Library District Board of Directors has chosen to impose growth limitations similar to those imposed on the primary rate in order to minimize the burden on the taxpayers of Maricopa County. As a result, beginning in FY 2006-07 the secondary rate associated with the Library District was capped Library District Preliminary Tax Levy at 2% annual growth on property Tax Rate Net Assessed taxed in the prior year. Below is a (per $100 Value table summarizing historical N.A.V.) Tax Levy (Thousands) Fiscal Year property tax revenue collections for 1996-97 $ 14,343,156 $ 0.0421 $ 6,038,469 the Library District. The Board of Directors must adopt the Library District’s property tax levy on or before the third Monday in August for the fiscal year that begins on the previous July 1. Real property taxes are paid in arrears in two installments, due November 1 and May 1. 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 15,723,498 16,813,017 18,676,830 20,877,716 22,913,134 24,457,047 27,477,988 30,066,987 33,197,218 36,294,693 0.0421 0.0421 0.0421 0.0421 0.0421 0.0421 0.0521 0.0521 0.0521 0.0507 6,619,593 7,078,280 7,862,946 8,586,315 9,646,430 10,182,607 14,162,234 15,534,579 17,295,751 18,401,410 The schedule to the right lists the secondary net assessed values, tax rates, and secondary property tax levy for the last ten fiscal years, plus the assessed values and the preliminary tax rates for FY 2006-07. The Library District’s property tax rate will be reduced to $0.0507 per $100 net assessed value, a difference of ($0.0014) from FY 2005-06. The FY 2006-07 budget is based on this preliminary rate. As reflected in the graph below, the tax rate is declining for the first time in over a decade, while the secondary net assessed value has more than doubled. 40 35 30 25 20 15 10 5 0 0.06 0.05 0.04 0.03 0.02 0.01 0.00 97 98 99 00 01 02 Fiscal Year 68 03 04 05 06* 07** * Projected Actual ** Budget Tax Rate NAV ($ Billions) Net Assessed Value Vs. Tax Rate Maricopa County, Arizona FY 2006-07 Final Budget Library District Revenue Sources and Variance Commentary (Continued) The FY 2006-07 budget includes an estimated secondary property tax levy (excluding Salt River Project) of $18,401,410, an increase of $1,105,659 (6.39%) from the FY 2005-06 adopted levy. As indicated in the table below, property tax revenue growth will be tempered in Fiscal Year 2006-07 and future fiscal years as the result of the Board of Director’s commitment to reduce property tax rates by establishing self-imposed limits on the District’s property tax levy. Comparative Tax Data FY 2006-07 PRELIMINARY PROPERTY TAX LEVY Library District Levy Description LIBRARY DISTRICT: FY 2006-07 Preliminary FY 2005-06 Final Variance Salt River Proj. Effective Assessed Value Assessed Value $ $ 36,294,693,601 33,197,218,398 3,097,475,203 $ $ 542,156,376 542,156,376 - Total Assessed Value w/SRP $ $ 36,836,849,977 33,739,374,774 3,097,475,203 Revenue from 1-cent Levy $ $ 3,683,685 3,373,937 309,748 Tax Rates $ $ 0.0507 $ 0.0521 (0.0014) $ SRP Payments in Lieu (PILT) Property Tax Levy 18,401,410 17,295,751 1,105,659 $ $ 274,873 $ 282,463 (7,590) $ Total Tax Levy & PILT 18,676,283 17,578,214 1,098,069 Levy Limit FY 2006-07 Library District Levy Limit Adopted by the Board of Directors on January 4, 2006 A. Adopted Levy A1. Adopted Secondary Tax Levy A2. A1 multiplied by 1.02 $ 17,295,751 17,641,666 B. Current Net Assessed Value Subject to Taxation in Prior Year B5. Net Secondary Assessed Value (partially estimated*) $ 34,778,748,173 C. Current Net Assessed Value C5. Net Secondary Assessed Value $ 36,294,693,601 D. Recommended Calculation D3. Recommended Tax Rate (A2. divided by B5. Divided by 100) D5. Recommended Levy Limit (C5. Divided by 100 times D3.) $ $ 0.0507 18,401,410 $ 1,105,659 6.4% Limit Impact (Reduction from Levy at flat FY 2005-06 rate): $ (508,125) -2.7% * Current value of property taxed in the prior year is unavailable for centrally valued property. Estimated as follows: Curr. Value locally assessed property taxed in prior year: $ 32,272,639,545 Curr. Value of all centrally assessed property: 2,506,108,628 Total $ 34,778,748,173 Maximum Levy Increase: 69 Maricopa County, Arizona FY 2006-07 Final Budget Library District Revenue Sources and Variance Commentary (Continued) Intergovernmental Revenues Intergovernmental Revenues are amounts received by the Library District from other government or public entities, and include payments in lieu of taxes, grants, and 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. Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Salt River Project (SRP) and the federal government. Although it is a public entity, SRP estimates its net assessed value and makes payments in lieu of property taxes to each taxing jurisdiction based on its property tax rates. The table below reflects historical payments in lieu of taxes data. Payments in Fiscal Year Lieu of Taxes 2001-02 $ 191,864 2002-03 186,473 2003-04 252,593 2004-05 281,442 2005-06* 282,463 2006-07** 274,873 * Projected Actual ** Budget Grants The Library District applies for a variety of grants from State, Federal and other sources. The chart below illustrates the grants for FY 2005-06 and FY 2006-07. Grant Revenue State Grant In Aid Gates Library Initiative Library Svcs & Technology Act Library Svcs & Technology Act Scholastic Library Publishing Nat'l Library Week TOTAL 70 FY 2005-06 $ 20,000 75,000 59,480 3,000 5,000 $ 162,480 FY 2006-07 $ 25,000 $ 25,000 Maricopa County, Arizona FY 2006-07 Final Budget Library District Revenue Sources and Variance Commentary (Continued) Other Intergovernmental Revenue Other Intergovernmental Revenues include a variety of payments from other jurisdictions, usually as required by Intergovernmental Agreements (IGA’s) with the District. The following table shows the projected and budgeted intergovernmental revenue, by jurisdiction. Intergovernmental Agreement Revenue FY 2005-06 Gilbert, SE Regional Library $ 500,000 Avondale 1,500,000 Surprise/Hollyhock 81,500 Grand Canyon Univ.(computer catalog) 42,035 Aguila 14,950 Deer Valley Unified School Dist (lease & library services) Maricopa County Planning (space rental) Maricopa County Special Healthcare District (automation services) TOTAL $ 2,138,485 FY 2006-07 $ 24,500 4,485 9,075 $ 38,060 Other Charges for Services The Library District collects Other Charges for Service for replacement library cards and damage and loss recovery charges. Fines and Forfeits The District collects fines in accord with the rates approved by the Board of Directors. The chart to the right illustrates the fines collected from FY 2001-02 through FY 2004-05, the projected amount for FY 2005-06 and the anticipated amount for FY 2006-07. Fiscal Year 2001-02 $ 2002-03 2003-04 2004-05 2005-06* 2006-07** * Projected ** Budget 71 Fines 256,605 339,099 479,128 524,082 508,158 550,000 Maricopa County, Arizona FY 2006-07 Final Budget Library District Revenue Sources and Variance Commentary (Continued) Miscellaneous Revenue Fiscal Year 2001-02 2002-03 2003-04 2004-05 2005-06* 2006-07** Miscellaneous Revenue $ 374,637 $ 311,046 $ 531,961 $ 740,186 $ 706,613 $ 636,481 The Library District classifies miscellaneous revenues as any revenues that do not fall within a more specific revenue category. Examples of miscellaneous revenues include vending receipts, sales of copies, interest earnings, building rental, and donations. The chart at the left illustrates the Miscellaneous Revenues from FY 2001-02 through the FY 2006-07 budget. The graph below illustrates the types of miscellaneous revenues recorded for fiscal years 2001-02 through 2004-05. * Projected ** Budget Sources of Miscellaneous Revenue Other $800,000 Interest $600,000 Donations Copies $400,000 Vending $200,000 Building Rental $- FY 2001-02 72 FY 2002-03 FY 2003-04 FY 2004-05 Maricopa County, Arizona FY 2006-07 Final Budget Library District Beginning Fund Balance and Variance Commentary The following schedule lists the estimated beginning fund balances, projected revenues, expenditures and appropriated fund balance for the upcoming fiscal year, and resulting estimated fund balances at the end of FY 2006-07. “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. For budgeting purposes, fund balances are “Unreserved/Undesignated”, which means that estimated unreserved fund balances are reduced by amounts designated for other purposes. Fund designations are explained in greater detail later in this section. A list of fund balance designations is provided below, as well. The process for estimating all beginning fund balances for FY 2006-07 begins with audited actual fund balance information at the end of FY 2004-05, as presented in the Maricopa County Comprehensive Annual Financial Report (CAFR). For governmental funds, the “unreserved fund balance” is used. Beginning Fund Balance and Variance Commentary Unreserved/ Undesignated Beginning Fund Balance SPECIAL REVENUE 242 LIBRARY DISTRICT GRANTS 244 LIBRARY DISTRICT TOTAL LIBRARY DISTRICT FUNDS $ $ 77,763 6,952,365 7,030,128 Revenue & Transfers In $ Expenditures & Transfers Out 25,000 19,970,824 19,995,824 $ $ $ Appropriated Fund Balance 25,000 18,923,379 18,948,379 $ - $ Operating Expenditures $ $ 25,000 18,923,379 18,948,379 Unreserved/ Undesignated Ending Fund Balance $ $ 77,763 7,999,810 8,077,573 Fund Designations The following schedule lists amounts designated within the estimated balances of the Library District’s operating fund. Designations are the District’s self-imposed limitations on financial resources that would otherwise be available for use. The major fund balance designation is for budget stabilization to ensure that sufficient cash is set aside to cover shortfalls during the fiscal year due to the property tax collection cycle. FY 2006-07 Fund Balance Designations Fund/Designation Library District (Fund 244) Budget Stabilization: Cash Flow/Property Tax FY 2005-06 $ 2,701,481 FY 2006-07 $ 2,436,203 (Inc.)/Dec. $ 265,278 (1) (1) Based on estimate of the amount needed to eliminate the need for Tax Anticipation Notes or other forms of short-term borrowing to finance current operations. 73 Maricopa County, Arizona FY 2006-07 Final Budget Library District Base Adjustments Revenue • • • • • Property Taxes increased to reflect the most recent net assessed value. Other Governmental decreased to match the IGA Inventory Schedule. Other Charges for Services increased to equal the amount submitted by the District on their supporting documentation schedule. Fines & Forfeiture increased to match the District’s Inventory Schedule. Reduce Payments In Lieu of Taxes to match the budget document comparative tax data table. Expenditures • • Increased Regular Pay and Benefits for Pay for Performance, health, dental, and retirement increases. Increased Other Pay and Other Benefits by $258,964 for market study completed by Employee Compensation for Library District staff. Results Initiatives Not applicable. Reconciliation Library District Grants (242) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 25,000 $ 25,000 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: LSTA Grant - New Generation Readers LSTA Grant - Cultural Diversity Gates Library Initiative - Tech. Access $ $ Subtotal $ 3,000 59,480 75,000 137,480 $ 3,000 59,480 75,000 137,480 FY 2005-06 REVISED RESTATED BUDGET: $ 162,480 $ 162,480 TARGET ADJUSTMENTS: One Time Expenses One-Time Revenue $ Subtotal $ (137,480) $ (137,480) $ (137,480) (137,480) FY 2006-07 BUDGET TARGET: $ 25,000 $ 25,000 FY 2006-07 ADOPTED BUDGET: $ 25,000 $ 25,000 74 Maricopa County, Arizona FY 2006-07 Final Budget Library District Library District (244) Appropriated Budget Reconciliation EXPENDITURES $ 15,231,294 $ FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: FY 2005-06 Pay for Performance IGA with Town of Gilbert One-cent sales tax retained IGA with Town of Gilbert IGA for lease to Planning Dept Grand Canyon Univ. for computerized catalog One-cent sales tax retained $ FY 2005-06 REVISED RESTATED BUDGET: TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions One Time Expenses FY 2005-06 Pay for Performance Annualization One-Time Revenue FY 2006-07 Pay for Performance Subtotal $ 172,489 500,000 3,319,722 3,992,211 $ 500,000 4,485 42,035 3,319,722 3,866,242 $ 19,223,505 $ 19,075,242 $ Subtotal $ FY 2006-07 BUDGET TARGET: $ BASE ADJUSTMENTS: Property Tax Other Governmental Other Charges for Services Fines & Forfeit Payments In Lieu of Taxes Regular Pay Personnel Savings Benefits Personnel Savings Personnel Allocation In (Security Guards) Internal Service Charges (Co. Atty) Education & Training Regular Pay, Other Pay - Market study Fringe Benefits, Other Benefits - Market $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 75 $ REVENUE 15,209,000 121,789 $ 106,636 (924,664) 35,873 219,856 (440,510) $ 18,782,995 $ - $ (101,901) (31,588) (1,459) 18,368 (2,000) 220,739 38,225 140,384 $ 18,923,379 $ (130,035) (130,035) 18,945,207 1,082,736 (84,000) 1,250 32,200 (6,569) 1,025,617 19,970,824 Maricopa County, Arizona FY 2006-07 Final Budget Library District 76 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Stadium District Transmittal Letter To: Don Stapley, Chairman, District 2 Fulton Brock, District 1 Andrew Kunasek, District 3 Max W. Wilson, district 4 Mary Rose Wilcox, District 5 The Stadium District recommended expenditure budget for 2006-07 is $8,960,155. Included in this amount is funding for a Results Initiative Request (RIR) for $1 million to begin Phase I for the Chase Field Suite Renovations. The recommended revenue budget is $10,649,898. The ball park is now entering its 9th season of baseball and the suite license agreements will be expiring next year. In keeping with the District’s mission of providing a well-maintained, state-of-the-art facility and the strategic goal of generating on-going revenue, the District is budgeting capital funds from the Facility Reserves to renovate approximately one-third of the 69 suites. Renovating these suites will allow new long-term suite license agreements, which in turn will maintain and generate greater revenue to the District. Under the Agreements with the Arizona Diamondbacks, the District receives 5% of the suite premiums, which amounts to more than $300,000 per year. Car Rental Surcharge Revenue Cactus League by Fiscal Year $6,500,000 $6,031,190 $6,024,355 $6,000,000 $5,556,717 Car Rental Revenue $$ $5,500,000 $5,215,094 $5,000,000 There is a decrease in expenditures in the Long Term Project Reserve Fund due to one-time costs included in the FY 2005-06 Revised Budget. These costs included the sound system renovation, light emitting diode advertising signboards, and other capital repair and maintenance costs. $4,500,000 Car rental surcharge revenues have increased substantially and have been more than adequate to cover the debt service payment on the Cactus League bonds. Once the required debt service payment has been made and the District’s operations funded, the remaining revenue will be turned over to the Arizona Sports and Tourism Authority in accordance with the Intergovernmental Agreement. $4,000,000 $3,500,000 $3,000,000 FY 04 Actual FY 05 Actual FY 06 Projected FY 07 Recommended Fiscal Year 77 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District I wish to offer my appreciation to the Board of Directors for their support and guidance during the budget development process. I believe this budget is sustainable, responsible, and aligns with the District’s mission. Sincerely, David R. Smith County Manager On June 19, 2006, the Maricopa County Stadium District Board of Directors adopted the FY 2006-07 Budget totaling $8,960,155. 78 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Stadium District Analysis by Vic Wickersham, Management & Budget Analyst Organizational Chart Stadium District Board of Directors Executive Director David Smith Executive Director Representative William C. Scalzo Cactus League Admin. Ballpark Operations Cactus League Debt Stadium District Construction Stadium District Reserves Mission The mission of the Maricopa County Stadium District is to provide fiscal resources and asset management for the community and visitors to Maricopa County so they can attend Major League Baseball games and other entertainment events in state-of-the-art, well-maintained facilities. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals • The District will provide management oversight and obtain an independent assessment every 3 years beginning in 2005 to ensure that the facility is maintained and operated in accordance with the existing agreements and remains competitive with other state-of-the-art facilities. Status: The District is progressing with this goal and has begun a plan to renovate one-third of the suites in FY 2006-07 for which they have submitted a Results Initiative Request. The facility assessment follow-up inspection was completed during this fiscal year. Also, the District purchased and installed LED sign-boards that will allow the facility to remain competitive. • The District will increase Chase Field revenues for non-baseball activities by 10% within five years beginning July 2006. Status: The District has already begun planning to meet this goal. They are in the process of finding events to book that will take the place of the Insight Dot Com Bowl. Thirty-four non-baseball game related uses were held using facilities at Chase Field during the first quarter. • The District will increase use of Chase Field and public exposure to the facility through District and Day Use events for non-baseball activities by 5% within the five years beginning July 2006. Status: The District is on track to meet this goal. Thirty-four non-baseball game related uses were held using facilities at Chase Field during the first quarter. 79 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District • The District will obtain 5 new entrepreneurial revenue sources within 5 years beginning July 2003 to ensure the future stability of the Stadium District. Status: The District has obtained 3 new entrepreneurial revenue sources. They include the day use program, sale of documents, and an agreement with the food and beverage provider. • The District will become an active member in the Lightrail Property Owner Citizens Committee and continue monthly meetings with the Facility Manager to minimize the affect of building operations and attendance at the facility. Status: This goal is on track. • The District will develop and implement a department wide succession and transfer of knowledge plan within the next 6 months beginning July 2006. Status: The first step in this plan has been completed with the creation of the new Assistant Director position. District Event Revenue by Fiscal Year 900,000 800,000 Event Revenue $$ 700,000 600,000 500,000 400,000 300,000 $566,162 $816,317 $687,610 $662,500 FY 04 Actual FY 05 Actual FY 06 Projected FY 07 Adopted 200,000 Fiscal Year 80 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Budget Summary Sources of Funds Sources of Funds (Excluding Fund Balance) $10,649,898 Miscellaneous & Interest 51% Sales Taxes 49% Uses of Funds Uses of Funds $8,960,155 Entertainment Management 2% Administrative Services 3% Financial Management 95% 81 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Total Budget by Program and Activity FY 2004-05 ACTUAL REVENUE 68EM - ENTERTAINMENT MANAGEMENT EVEN - EVENTS 68FM - FINANCIAL MANAGEMENT ASST - PHYSICAL ASSET MANAGEMENT FISC - FISCAL RESOURCE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS EXPENDITURE 68EM - ENTERTAINMENT MANAGEMENT EVEN - EVENTS 68FM - FINANCIAL MANAGEMENT ASST - PHYSICAL ASSET MANAGEMENT FISC - FISCAL RESOURCE 99AS - ADMINISTRATIVE SERVICES PROG 99GV - GENERAL GOVERNMENT TOTAL PROGRAMS $ $ $ $ $ $ $ $ $ $ FY 2005-06 ADOPTED 816,317 816,317 10,430,697 3,474,413 6,956,284 (116) 54,462 11,301,360 $ 56,145 56,145 10,261,557 4,386,315 5,875,241 206,302 34,741 10,558,745 $ $ $ $ $ $ $ $ $ FY 2005-06 REVISED 662,500 662,500 9,987,398 4,153,621 5,833,777 10,649,898 $ 191,615 191,615 7,529,972 1,053,455 6,476,517 186,477 35,188 7,943,252 $ $ $ $ $ $ $ $ $ FY 2005-06 PROJECTED 662,500 662,500 10,737,398 4,903,621 5,833,777 11,399,898 $ 193,546 193,546 13,279,824 6,830,757 6,449,067 179,694 35,188 13,688,252 $ $ $ $ $ $ $ $ $ FY 2006-07 ADOPTED 688,465 688,465 10,252,323 3,731,449 6,520,874 10,940,788 $ 157,895 157,895 9,993,568 5,075,137 4,918,431 179,052 35,188 10,365,703 $ $ $ $ $ $ $ $ $ ADOPTED TO REVISED VARIANCE % 662,500 662,500 9,987,398 4,153,621 5,833,777 10,649,898 $ 153,997 153,997 8,571,842 2,102,512 6,469,330 201,574 32,742 8,960,155 $ $ $ $ $ $ $ $ $ (750,000) (750,000) (750,000) 0.0% 0.0% -7.0% -15.3% 0.0% 39,549 39,549 4,707,982 4,728,245 (20,263) (21,880) 2,446 4,728,097 20.4% 20.4% 35.5% 69.2% -0.3% -12.2% 7.0% 34.5% -6.6% Total Budget by Category FY 2004-05 ACTUAL REVENUE TAXES MISCELLANEOUS REVENUE TOTAL REVENUE EXPENDITURES PERSONAL SERVICES SUPPLIES SERVICES CAPITAL OUTLAY TOTAL EXPENDITURES $ $ $ $ FY 2005-06 ADOPTED 6,024,416 5,276,944 11,301,360 $ 585,143 1,580 738,444 9,233,579 10,558,745 $ $ $ FY 2005-06 REVISED 5,215,094 5,434,804 10,649,898 $ 847,022 2,931 1,328,254 5,765,045 7,943,252 $ $ $ FY 2005-06 PROJECTED 5,215,094 6,184,804 11,399,898 $ 877,540 2,931 1,297,736 11,510,045 13,688,252 $ $ $ FY 2006-07 ADOPTED 5,801,687 5,139,101 10,940,788 $ 606,368 5,675 1,122,720 8,630,940 10,365,703 $ $ $ ADOPTED TO REVISED VARIANCE % 5,215,094 5,434,804 10,649,898 $ 889,113 6,250 1,299,747 6,765,045 8,960,155 $ $ $ (750,000) (750,000) 0.0% -12.1% -6.6% (11,573) (3,319) (2,011) 4,745,000 4,728,097 -1.3% -113.2% -0.2% 41.2% 34.5% Total Budget by Fund FY 2004-05 ACTUAL REVENUE 250 CACTUS LEAGUE OPERATIONS 253 BALLPARK OPERATIONS 370 STADIUM DIST DEBT SERIES02 450 LONG TERM PROJECT RESERVE 900 ELIMINATIONS ALL FUNDS EXPENDITURES 250 CACTUS LEAGUE OPERATIONS 253 BALLPARK OPERATIONS 370 STADIUM DIST DEBT SERIES02 450 LONG TERM PROJECT RESERVE 900 ELIMINATIONS ALL FUNDS $ $ $ $ FY 2005-06 ADOPTED FY 2005-06 REVISED FY 2005-06 PROJECTED FY 2006-07 ADOPTED ADOPTED TO REVISED VARIANCE % 416,814 $ 4,187,324 6,533,420 1,535,853 (1,372,050) 11,301,360 $ 507,500 $ 4,616,121 5,515,094 2,093,820 (2,082,637) 10,649,898 $ 507,500 $ 4,616,121 5,515,094 2,843,820 (2,082,637) 11,399,898 $ 534,004 $ 4,274,078 6,088,417 2,126,926 (2,082,637) 10,940,788 $ 507,500 $ 4,616,121 5,515,094 2,054,076 (2,042,893) 10,649,898 $ (789,744) 39,744 (750,000) 0.0% 0.0% 0.0% -27.8% -1.9% -6.6% 285,515 $ 4,386,716 5,725,590 1,532,973 (1,372,050) 10,558,745 $ 482,288 $ 3,615,507 5,925,094 3,000 (2,082,637) 7,943,252 $ 482,288 $ 3,615,507 5,925,094 5,748,000 (2,082,637) 13,688,252 $ 418,957 $ 3,238,125 4,546,279 4,244,979 (2,082,637) 10,365,703 $ 482,288 $ 3,592,666 5,925,094 1,003,000 (2,042,893) 8,960,155 $ 22,841 4,745,000 (39,744) 4,728,097 0.0% 0.6% 0.0% 82.6% 1.9% 34.5% Personnel by Fund 253 BALLPARK OPERATIONS TOTAL FUNDS FY 2005-06 ADOPTED 5.00 5.00 FY 2005-06 REVISED 5.00 5.00 82 FY 2006-07 ADOPTED 5.00 5.00 ADOPTED TO REVISED VARIANCE % 0% 0% Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Mandates Program Activity ENTERTAINMENT MANAGEMENT EVENTS FINANCIAL MANAGEMENT PHYSICAL ASSET MANAGEMENT FISCAL RESOURCE Purpose Mandate The purpose of the Entertainment Management Program is to provide ticketing and entertainment event services to the Maricopa County community and visitors so they can attend baseball and other The purpose of Events Activity is to provide entertainment services to the Maricopa County community and its visitors so they can attend baseball and other entertainment events. ADMINISTRATIVE The purpose of the Financial Management Program is to provide fiscal resources and asset management of Cactus League Facilities and Bank One Ballpark for the Board of Directors of the Stadium District, the community, and for its visitors, in order to ensure sound fiscal The purpose of the Physical Asset Management Activity is to provide oversight of BankOne Ballpark’s facilities maintenance and use agreements for the users of BankOne Ballpark so that they can enjoy a ADMINISTRATIVE The purpose of the Fiscal Resource Activity is to provide Financial Management Services for the community and for its visitors so that they can be protected from future capital repair expenditures to Chase Field (Bank One Ballpark) by increasing Financial Reserves. ADMINISTRATIVE 680 STADIUM DISTRICT MANDATED EXPENDITURES 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 - GENERAL FUND MANDATED GENERAL FUND NON-MANDATED SPECIAL REVENUE FUND MANDATED SPECIAL REVENUE FUND NON-MANDATED CAPITAL FUND MANDATED 83 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Revenue Sources and Variance Commentary Special Sales Tax The Stadium District has authority to levy a surcharge on rental cars to help fund Cactus League stadium construction in Maricopa County. In addition, in 1994-95 the State Legislature allowed the Stadium District to collect a special 0.25% sales tax for construction on Chase Field, formerly Bank One Ballpark. Fiscal Year 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 Special Sales Tax Stadium District Stadium District Major League Car Rental Baseball Surcharge $ 5,326,147 $ 96,058,302 5,443,369 35,997,339 5,400,000 NA 5,722,238 NA 5,637,184 NA 5,536,163 NA 4,865,038 NA 5,556,717 NA 6,024,416 NA * 5,801,687 NA ** 5,215,094 NA Total $ 101,384,449 41,440,708 5,400,000 5,722,238 5,637,184 5,536,163 4,865,038 5,556,717 6,024,416 5,801,687 5,215,094 * Projected Actual ** Budget Miscellaneous Revenue The Stadium District classifies miscellaneous revenues as any revenues that do not fall within a more specific revenue category. Examples of miscellaneous revenues include payments made under the agreements with the Arizona Diamondbacks baseball organization, naming rights fees, facility use charges and interest earnings. The chart at the right illustrates the miscellaneous revenues from FY 2001-02 through the FY 2006-07 Budget Fiscal Year 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 * ** Miscellaneous Revenue $ 4,953,957 5,071,762 4,916,724 5,276,945 5,139,101 5,434,804 * Projected Actual ** Budget 84 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Revenue Sources and Variance Commentary Other Financing Sources Other Financing Sources are comprised solely of Fund Transfers In. Fund Transfers Revenue is transferred between the Stadium District fund to provide resources for operations and capital improvements. A portion of the car rental surcharge revenue from the Stadium District Debt Service Fund (320) is transferred to the Cactus League Operations Fund (250) to support Cactus League operations. Additionally, half the net revenue from the Ballpark Operations Fund (253) is transferred to the Long Term Project Reserve Fund (450) along with amounts associated with loan repayments. These transfers are made as required under the agreements with the baseball team. The funds will be utilized to maintain and improve the facility. Fund Transfers $2,500,000 $2,000,000 $2,082,637 $2,042,893 $1,813,912 $1,372,050 $1,500,000 $1,003,599 $1,000,000 $500,000 $2002-03 2003-04 2004-05 85 2005-06 2006-07 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Beginning Fund Balance and Variance Commentary The following schedule lists the estimated beginning fund balances, projected revenues, expenditures and appropriated fund balance for the upcoming fiscal year, and resulting estimated fund balances at the end of FY 2006-07. “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. For budgeting purposes, fund balances are “Unreserved/Undesignated”, which means that estimated unreserved fund balances are reduced by amounts designated for other purposes. Fund designations are explained in greater detail later in this section. A list of fund balance designations is provided below, as well. The process for estimating all beginning fund balances for FY 2006-07 begins with audited actual fund balance information at the end of FY 2004-05, as presented in the Maricopa County Comprehensive Annual Financial Report (CAFR). For governmental funds, the “unreserved fund balance” is used. Beginning Fund Balance and Variance Commentary Unreserved/ Undesignated Beginning Fund Balance SPECIAL REVENUE 250 CACTUS LEAGUE OPERATIONS 253 BALLPARK OPERATIONS SPECIAL REVENUE TOTAL DEBT SERVICE 370 STADIUM DIST DEBT SERIES02 DEBT SERVICE TOTAL CAPITAL PROJECTS 450 LONG TERM PROJECT RESERVE CAPITAL PROJECTS TOTAL TOTAL FUNDS $ Revenue & Transfers In $ $ 2,637,698 5,942,599 8,580,297 $ $ Expenditures & Transfers Out $ $ 507,500 4,616,121 5,123,621 1,542,138 1,542,138 $ $ $ $ 7,230,880 7,230,880 $ 17,353,315 Appropriated Fund Balance $ $ 482,288 3,592,666 4,074,954 5,515,094 5,515,094 $ $ $ $ 2,054,076 2,054,076 $ 12,692,791 Operating Expenditures $ $ - 5,925,094 5,925,094 $ $ $ $ 1,003,000 1,003,000 $ 11,003,048 Unreserved/ Undesignated Ending Fund Balance $ $ 482,288 3,592,666 4,074,954 $ 2,662,910 6,966,054 9,628,964 - $ $ 5,925,094 5,925,094 $ $ 1,132,138 1,132,138 $ $ - $ $ 1,003,000 1,003,000 $ $ 8,281,956 8,281,956 $ - $ 11,003,048 $ 19,043,058 Base Adjustments Expenditures Decrease in Long Term Project Reserve Fund (450) is due to one-time costs included in the FY 2005-06 Revised Budget. These costs included the sound system renovation, LED advertising sign-board, and other capital repair and maintenance costs. Results Initiatives The following Results Initiatives are adopted for FY 2006-07: Suite Renovations Phase I, $1 million expenditure, Long Term Project Reserve Fund (450). The expected result will be a well-maintained, state-of-the-art facility that will generate greater revenue for the District. 86 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Reconciliation Cactus League Operations Fund (250) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 482,288 $ 507,500 FY 2005-06 REVISED RESTATED BUDGET: $ 482,288 $ 507,500 FY 2006-07 BUDGET TARGET $ 482,288 $ 507,500 BASE ADJUSTMENTS: Internal Service Charges adjustment Other Services adjustment $ 571 $ (571) - $ - Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 482,288 $ 507,500 Ballpark Operations (253) Appropriated Budget Reconciliation FY 2005-06 ADOPTED BUDGET: EXPENDITURES REVENUE $ 3,615,507 $ 4,616,121 FY 2005-06 REVISED RESTATED BUDGET: $ 3,615,507 $ 4,616,121 $ $ Subtotal $ 5,375 4,516 955 10,458 21,304 $ - $ 3,636,811 $ 4,616,121 2,285 $ (18,930) (25,000) (2,500) (44,145) $ - TARGET ADJUSTMENTS: Employee Health/Dental Plan Changes (12 month) Retirement Contributions FY 2005-06 Pay for Performance Annualization FY 2006-07 Pay for Performance FY 2006-07 BUDGET TARGET: BASE ADJUSTMENTS: Internal Service Charges adjustment Other Services adjustment Legal Services adjustment Education & Training adjustment $ Subtotal $ FY 2006-07 ADOPTED BUDGET: $ 87 3,592,666 $ 4,616,121 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Long Term Project Reserve (450) Appropriated Budget Reconciliation EXPENDITURES REVENUE $ 3,000 $ 2,093,820 FY 2005-06 ADOPTED BUDGET: MID-YEAR ADJUSTMENTS: Construction Manager at Risk contract LED sign board for advertising at Chase Field Sound Systerm Renovation at Chase Field Prepayment to Diamondbacks $ $ 750,000 Subtotal $ 745,000 3,500,000 1,500,000 5,745,000 $ 750,000 FY 2005-06 REVISED BUDGET: $ 5,748,000 $ 2,843,820 FY 2005-06 REVISED RESTATED BUDGET: $ 5,748,000 $ 2,843,820 TARGET ADJUSTMENTS: Sound Systerm Renovation at Chase Field (shared with Diamondbacks) $ Subtotal $ FY 2006-07 BUDGET TARGET $ BASE ADJUSTMENTS: Construction Manager at Risk contract LED sign board for advertising at Chase Field RIR for Phase I of ballpark suite renovations Eliminations adjustment FY 2006-07 ADOPTED BUDGET: 4,248,000 $ $ (745,000) $ (3,500,000) 1,000,000 Subtotal $ (3,245,000) $ $ 88 (1,500,000) $ (1,500,000) $ 1,003,000 $ (750,000) (750,000) 2,093,820 (39,744) (39,744) 2,054,076 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Debt Service The Stadium District was formed through action of the Maricopa County Board of Supervisors in September 1991 pursuant to the A.R.S., Title 48, Chapter 26. The Stadium District has two purposes: • • To oversee the operation and maintenance of Bank One Ballpark, a major league baseball stadium, and Enhance and promote major league baseball spring training in the County through the development of new, and the improvement of, existing baseball training facilities. To accomplish this purpose, the Stadium District possesses the statutory authority to issue special obligation bonds to provide financial assistance for the development and improvement of baseball training facilities located within the County. Ten major league baseball teams hold spring training in Arizona as part of the Cactus League: California Angels, Chicago Cubs, Colorado Rockies, Milwaukee Brewers, Oakland Athletics, San Diego Padres, San Francisco Giants, Seattle Mariners, Chicago White Sox and Arizona Diamondbacks. Debt Issuance History The Stadium District has used debt financing for many years to finance capital projects. The following chart illustrates the amount of debt, as well as, categories of outstanding debt for the fiscal year ended June 30, 2005. LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County Stadium District, As of June 30, 2005 Year Ending June 30 2001 2002 2003 2004 2005 28,658,512 58,225,000 57,225,000 55,225,000 52,735,000 0 0 7,888,888 6,428,888 4,428,888 27,935,000 0 0 0 0 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: Stadium District revenue bonds Stadium District contractual obligations Stadium Debt with governmental commitment Total Governmental activities $ 56,593,512 $ 89 58,225,000 $ 65,113,888 $ 61,653,888 $ 57,163,888 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District The Stadium District Revenue Bonds are special obligations of the District. The bonds are payable solely from pledged revenues, consisting of car rental surcharges levied and collected by the District pursuant to A.R.S., Title 48, Chapter 26, Article 2, §48-4234. Under the statute, the District may set the surcharge at $2.50 on each lease or rental of a motor vehicle licensed for hire, for less than one year, and designed to carry fewer than 15 passengers, regardless of whether such vehicle is licensed in the State of Arizona. The District Board of Directors initially levied a surcharge at a rate of $1.50 beginning in January 1992. The District Board of Directors increased the surcharge to $2.50, the maximum amount permitted by statute, in January 1993. The bonds do not constitute a debt or a pledge of the faith or credit of Maricopa County, the State of Arizona, or any other political subdivision. The payment of the bonds is enforceable solely out of the pledged revenues and no owner shall have any right to compel any exercise of taxing power of the District, except for surcharges. The following tables illustrate the existing debt service for the outstanding Stadium District Revenue Bonds. DEBT SERVICE REQUIREMENTS TO MATURITY Stadium District Revenue Bonds Maricopa County, Arizona As of June 30, 2005 Year Ending June 30 2006 2007 2008 2009 2010 2011 – 15 2016 – 19 Total Principal $ 2,685,000 2,820,000 2,960,000 3,105,000 3,260,000 18,850,000 19,055,000 $ 52,735,000 $ $ Interest 2,737,592 2,603,345 2,462,344 2,314,344 2,159,094 8,252,244 2,627,569 23,156,532 Total Debt Service $ 5,422,592 5,423,345 5,422,344 5,419,344 5,419,094 27,102,244 21,682,569 $ 75,891,532 SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2005 Bond Issue Total Stadium District Revenue Bonds, Series 2002 90 Amount $ 52,735,000 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District DEBT SERVICE REQUIREMENTS Stadium District Revenue Bonds Interest Principal $6,000,000 $4,000,000 2017 2014 2011 2008 $0 2005 $2,000,000 Rating Agency Analysis Independent assessments of the relative credit worthiness of municipal securities are provided by rating agencies. They furnish letter grades that convey their assessment of the ability and willingness of a borrower to repay its debt in full and on time. Credit ratings issued by these agencies are a major function in determining the cost of borrowed funds in the municipal bond market. Moody’s Investors Service, Standard and Poor’s Corporation, and Fitch Ratings are the three major rating agencies that rate municipal debt. These rating agencies have provided a rating assessment of credit worthiness for Maricopa County. There are five primary factors that comprise their ratings: • • • • • Economic conditions – stability of trends, Debt-history of County – debt and debt position, Governmental/administration – leadership and organizational structure of the County, Financial performance – current financial status and the history of financial reports, Debt management – debt policies, including long-term planning. Each of the rating agencies has their own method of assigning a rating on the ability and willingness of a borrower to repay in full and on time. Issuers must pay a fee for the opportunity to have one or more rating agencies rate existing and proposed debt issuance. The following chart outlines how the ratings reflect creditworthiness, ranging from very strong securities to speculative and default situations. 91 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Examples of the rating systems are: BOND RATINGS RATING AGENCIES Explanation of corporate/municipal bond ratings Premium quality Fitch Moody’s Standard & Poor’s AAA Aaa AAA AA Aa AA A A A BBB Baa BBB BB Ba BB B B B CCC Caa CCC CC Ca CC C C C High quality Medium quality Medium grade, lower quality Predominantly speculative Speculative, low grade Poor to default Highest speculation Lowest quality, no interest In default, in arrears DDD DDD DD DD D D Questionable value 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 Debt Rating On November 11, 2003, Maricopa County received a bond rating upgrade from AA to AA+ from Fitch Ratings. Fitch Ratings Press Release dated November 11, 2003, states that the bond rating “upgrades are based on the imminent transfer of the county’s health care delivery system to a separate voterapproved special health district with its own property tax levy. The upgrades also reflect continued financial improvement despite slower growth in the county’s predominant revenue source, a record of continued economic growth and diversification, successful fiscal reforms, and the county’s very modest debt profile.” The following illustrates the Stadium District’s debt rating. Type of Debt Stadium District Revenue Bonds Fitch Date Date Date Rating Rating Standard & Rating Assigned Moody's Assigned Poor's Assigned Aaa (1) (1) Bonds are insured, no underlying rating. 92 AAA (1) Maricopa County, Arizona FY 2006-07 Final Budget Stadium District Stadium District Contractual Commitments On February 17, 1994, the Stadium District entered into an agreement with the Arizona Diamondbacks (Team) to provide for the financing of a portion of the costs of acquisitions and construction of a new major league baseball stadium. In connection with the agreement, the Stadium District committed to provide up to $253,000,000 for the cost of the new stadium. The $253,000,000 was funded through the use of $238,000,000 of the special sales tax levy imposed on April 1, 1995. Under the Facility Development Agreement for the major league baseball stadium, the Stadium District was obligated to obtain a loan in the amount not to exceed $15 million to pay for part of the Stadium District’s portion of construction costs. The Team agreed to include the Stadium District loan in its financing in order to allow the Stadium District to obtain more favorable financing terms, and the Stadium District agreed to repay the Team for this increase in the Team’s borrowing. At June 30, 2005, the Stadium District had contractual commitments outstanding of $4,428,888 with a fixed interest rate of 7.15%. DEBT SERVICE REQUIREMENTS TO MATURITY Stadium District Contractual Commitments Maricopa County, Arizona As of June 30, 2005 Year Ending June 30 2006 2007 2008 2009 2010 2011 – 15 2016 – 19 Total Principal $ $ Interest 316,841 316,841 316,841 316,841 316,841 1,266,251 314,058 3,164,514 $ 2,222,224 2,206,664 4,428,888 $ 93 $ $ Total Debt Service 316,841 316,841 316,841 316,841 316,841 3,488,475 2,520,722 7,593,402 Maricopa County, Arizona FY 2006-07 Final Budget Stadium District 94 Maricopa County, Arizona FY 2006-07 Final Budget Special Districts Special Districts Direct Assessment Special Districts Secondary Roll DIST. NO. 28531 28548 28532 28795 28529 28793 28835 ESTIMATED 2005-06 EXPENDITURES BUDGET 2005-06 229 229 5,082 5,082 5,311 5,311 2006-07 BUDGET REQUEST LESS AVAILABLE FUNDS - 2006-07 DIRECT ASSESSMENT - DISTRICT NAME Fairview Lane LEVY PURPOSE Bond Interest Bond redemption East Fairview Lane Bond Interest Bond redemption 501 3,368 3,869 501 3,368 3,869 175 3,883 4,058 - 175 3,883 4,058 White Fence Farms Bond Interest Bond redemption 1,900 8,445 10,345 1,900 8,445 10,345 709 15,750 16,459 - 709 15,750 16,459 104th Place/University Dr. Bond Interest Bond redemption 1,009 5,763 6,772 1,009 5,763 6,772 375 8,324 8,699 - 375 8,324 8,699 Queen Creek Water Improv Bond Interest Bond redemption 3,201 5,471 8,672 3,201 5,471 8,672 2,296 5,471 7,767 - 2,296 5,471 7,767 Central Ave Bond Interest Bond redemption 3,786 19,153 22,939 3,786 19,153 22,939 2,626 6,631 9,257 - 2,626 6,631 9,257 Billings Street Bond Interest Bond redemption 171 776 947 171 776 947 115 455 570 - 115 455 570 Marquerite Drive Bond Interest Bond redemption 2,345 2,855 5,200 2,345 2,855 5,200 2,088 357 2,445 - 2,088 357 2,445 7th Street North Improv. Bond Interest Bond redemption 4,084 6,006 10,090 4,084 6,006 10,090 3,604 6,006 9,610 - 3,604 6,006 9,610 14th Street 192nd Ave. Avenida del Sol Circle City Community Park Estrella Dells Queen Creek Water Improv 20th Street General General General General General General General Subtotal 645 1,230 245 15,000 75,000 21,000 15,408 128,528 645 1,230 245 15,000 75,000 21,000 15,408 128,528 455 740 265 13,800 75,000 10,900 10,146 111,306 - 455 740 265 13,800 75,000 10,900 10,146 111,306 Total 202,673 202,673 170,171 - 170,171 95 Maricopa County, Arizona FY 2006-07 Final Budget Special Districts Street Lighting Improvement District Levies Secondary Roll DIST # 13001 13003 13005 13010 13051 13056 13057 13059 13069 13070 13072 13075 13078 13079 13103 13107 13109 13121 13122 13128 13132 13147 13169 13176 13177 13178 13184 13188 13191 13203 13210 13219 13220 13221 13223 13226 13228 13247 13248 13263 13264 13268 13271 13281 DESCRIPTION Sun City 38B Sunrise Unit 5 Ph 2 Golden West 2 Empire Gardens 2 Towne Meadows The Vineyards of Mesa Clark Acres Country Meadows 9 Sun Lakes 09 Camelot Golf Club Est. 1 Desert Sands Golf & CC 3 Litchfield Park 19 Sunrise Meadows 1 Estate Ranchos Desert Foothills Est 5 Desert Foothills Est 6 Apache Wells Mobile P 3A Desert Sands Golf & CC 4 Sun Lakes 07 Litchfield Park 17 Valencia Village Superstition View #1 Sun Lakes 22 Villa Royale Coronado Acres Sun Lakes 10 Hopeville Sun Lakes 21 Dreamland Villa-19 Sun Lakes 19 Crestview Manor Sun Lakes 12 Sun Lakes 14 Sun Lakes 16 &16A Sun Lakes 18 Sun Lakes 11 & 11A Crimson Cove Sun City 57 Apache Wells Mobile P 3B Sun City 10 Sun Lakes 03A Sun Lakes 08 Mesquite Trails Sun City 10A 2005-06 BUDGET 2,449 2,160 8,385 1,026 18,487 9,233 759 16,890 2,378 4,173 5,537 4,570 206 937 3,851 5,037 2,063 9,220 3,348 3,588 6,163 3,426 4,212 619 609 7,443 1,443 10,913 814 5,165 814 7,587 6,186 9,797 13,280 1,388 1,831 10,011 3,092 22,996 1,925 3,285 3,596 21,410 Estimated 2006-07 BUDGET 2,385 2,685 8,721 1,102 19,266 9,611 783 17,128 2,473 4,351 5,754 5,045 215 977 4,013 5,242 2,154 9,614 3,489 3,618 6,331 3,571 4,391 646 632 7,763 1,478 11,377 849 5,370 849 7,912 6,451 10,204 13,782 1,448 1,911 10,097 3,247 23,166 2,002 3,414 3,745 21,776 96 Estimated TAX LEVY 958 2,685 11,355 1,473 26,904 13,197 1,022 23,316 2,937 5,602 6,677 6,691 0 1,211 5,549 7,218 2,340 11,297 4,132 4,642 7,979 4,879 5,281 750 940 9,467 1,837 13,941 909 6,476 1,212 9,522 8,203 12,582 17,003 1,767 2,418 13,519 3,442 30,014 2,504 3,993 4,958 28,245 TAX YEAR 2006 NET ASSESSED VALUATION 758,050 1,073,450 1,912,250 255,600 7,667,139 1,899,050 353,250 2,645,100 783,000 993,057 992,898 1,904,850 6,363,440 487,040 1,486,692 1,541,750 355,661 1,999,817 903,050 826,800 1,329,307 630,400 3,533,680 773,099 230,100 3,098,445 274,166 5,194,227 360,650 2,375,200 194,750 2,549,451 2,271,610 3,518,503 4,001,968 1,076,650 213,063 1,718,350 740,885 4,083,440 545,200 693,150 855,893 3,799,950 Estimated 2006 TAX RATE 0.1264 0.2502 0.5938 0.5763 0.3509 0.6949 0.2893 0.8815 0.3751 0.5641 0.6725 0.3513 0.0000 0.2486 0.3732 0.4682 0.6579 0.5649 0.4576 0.5614 0.6002 0.7740 0.1494 0.0970 0.4085 0.3055 0.6700 0.2684 0.2520 0.2727 0.6223 0.3735 0.3611 0.3576 0.4249 0.1641 1.1349 0.7867 0.4646 0.7350 0.4593 0.5761 0.5793 0.7433 Maricopa County, Arizona FY 2006-07 Final Budget Special Districts Street Lighting Improvement District Levies Secondary Roll (Continued) DIST # 13287 13288 13290 13291 13298 13303 13310 13311 13312 13315 13316 13325 13326 13329 13330 13331 13335 13343 13346 13348 13349 13351 13352 13354 13356 13357 13358 13359 13361 13362 13363 13364 13371 13372 13374 13375 13376 13383 13386 13392 13393 13394 13395 13396 13397 13401 13402 13404 13417 DESCRIPTION Empire Gardens 3 Empire Gardens 4 Sun Lakes 15 Sun City 50A Sun City West Sun Lakes 17 Casa Mia 2A Pomeroy Estates Rio Vista West 2 Apache Wells Mobile P 6 Sun City 44 Queen Creek Plaza Rio Vista West Desert Saguaro Estates 1 Sun City 45 Sun City 46 Casa Mia 2B Knott Manor Circle City Desert Saguaro Estates 2 Sun City 47 Sun City 38 Mesa East Sun City 49 Desert Sands Golf & CC 6 Desert Sands Golf & CC 7 Sun City 38A Velda Rose Estates East 5 Sun Lakes 04 Sun Lakes 05 Sun Lakes 06 Sun City 48 Oasis Verde Sun City 15D Sun City 51 Sun City 52 Sun City 50 Sun City West Expansion I Litchfield Park 18 Sun City 41 Sun City 53 Sun City 54 Sun City 55 Desert Skies 2 Sun City 56 Sun City 33 Rancho Del Sol 2 Sun City 17E F&G Western Ranchettes 2005-06 BUDGET 1,032 1,205 5,852 3,426 711,342 10,721 2,040 2,353 597 2,656 17,311 2,177 4,979 3,865 13,488 8,532 2,476 1,878 2,811 1,628 19,929 2,620 19,857 19,806 2,444 4,126 2,660 2,407 6,103 11,933 9,795 15,883 6,836 4,287 13,644 12,521 8,564 127,051 4,114 10,100 30,112 18,603 19,202 2,035 4,344 21,931 3,052 8,826 3,040 Estimated 2006-07 BUDGET 1,077 1,253 6,103 3,461 718,585 11,177 2,158 2,595 182 2,867 17,429 2,263 5,113 4,035 13,654 9,191 2,584 1,952 2,791 1,699 20,118 2,639 20,638 21,596 2,584 4,307 2,682 2,622 6,371 12,421 10,209 16,090 7,113 4,389 13,744 12,912 8,628 123,570 4,336 10,218 30,706 18,861 19,537 2,131 4,376 22,157 3,185 8,977 3,168 97 Estimated TAX LEVY 1,503 1,765 7,535 4,321 859,596 13,561 2,856 3,432 76 3,003 21,809 2,817 6,643 5,145 18,086 12,038 3,608 2,346 3,077 2,394 26,190 3,000 22,957 28,192 3,080 5,108 3,000 3,042 7,732 14,278 12,350 21,883 9,997 4,918 17,964 16,563 11,239 138,117 5,618 12,425 39,350 24,783 26,029 2,827 5,316 27,932 4,164 11,190 4,261 TAX YEAR 2006 NET ASSESSED VALUATION 264,300 286,900 2,399,260 465,350 197,639,475 3,265,800 513,850 643,040 372,100 676,703 2,597,855 364,700 963,880 633,200 2,327,950 1,838,544 738,250 251,550 1,505,470 504,650 3,173,124 304,650 3,861,869 3,722,700 625,061 746,040 301,900 606,750 2,522,913 2,975,171 2,994,375 3,644,172 1,303,850 382,646 2,348,350 2,606,511 1,852,100 34,873,271 1,218,650 1,805,950 7,156,144 4,027,737 3,442,600 453,750 930,957 3,727,845 1,667,620 2,312,350 718,190 Estimated 2006 TAX RATE 0.5687 0.6152 0.3141 0.9285 0.4349 0.4152 0.5558 0.5337 0.0204 0.4438 0.8395 0.7724 0.6892 0.8125 0.7769 0.6548 0.4887 0.9326 0.2044 0.4744 0.8254 0.9847 0.5945 0.7573 0.4928 0.6847 0.9937 0.5014 0.3065 0.4799 0.4124 0.6005 0.7667 1.2853 0.7650 0.6354 0.6068 0.3961 0.4610 0.6880 0.5499 0.6153 0.7561 0.6230 0.5710 0.7493 0.2497 0.4839 0.5933 Maricopa County, Arizona FY 2006-07 Final Budget Special Districts Street Lighting Improvement District Levies Secondary Roll (Continued) DIST # 13418 13419 13420 13421 13422 13423 13424 13432 13433 13434 13437 13438 13439 13440 13441 13444 13446 13447 13448 13449 13450 13451 13452 13453 13454 13455 13456 13459 13460 13463 13465 13478 13485 13486 13487 13488 13490 13492 13494 13495 13496 13499 13510 13801 13802 13810 13812 13813 13816 DESCRIPTION AZ Skies Mobile Est E2 Sun City 35 Az Skies Mobil Estates Sun City 28A Velda Rose Estates East 3 Velda Rose Estates East 4 Linda Vista Sun City 17H Sun Lakes 01 Sun Lakes 02 Granite Reef Vista Park Sun City 34 Sun City 34A Sun City 35A Sun City 36 Velda Rose Estates East 2 Apache Wells Mobil P 1&2 Apache Cntry Club Est. 5 Apache Wells Mobile P 4B Caballeros Haciendas Casa Mia Desert Skies Dreamland Villa 16 Dreamland Villa 17 Linda Vista 2 Lucy T. Homesites 2 Luke Field Homes McAfee Mobile Manor Rancho Grande Tres Sun Lakes 03 Western Ranchettes 2 La Casa Bonita Sun City 32A Sun City 31A Sun City 39 Sun City 40 Brentwood Acres Desert Sands Golf & CC 8 Sun City 37 Sun City 42 Sun City 43 Sun City 28B Camelot Golf Club Est. 2 Scottsdale Estates 01 Scottsdale Highlands 1 Melville 1 Scottsdale Estates 04 Scottsdale Highlands 2 Scottsdale Estates 02 2005-06 BUDGET 3,052 26,683 3,865 2,219 1,003 1,404 3,676 3,512 6,044 6,293 858 3,611 18,020 17,219 5,673 1,608 14,255 4,126 1,017 1,292 6,185 1,628 10,454 3,186 3,117 3,019 8,454 1,635 6,865 9,831 3,029 1,337 18,166 24,654 9,828 5,738 1,628 4,333 15,756 8,755 19,311 2,849 3,523 4,688 1,839 5,836 13,318 2,037 5,351 Estimated 2006-07 BUDGET 3,185 27,150 4,035 2,300 1,103 1,532 3,819 3,556 6,280 6,561 893 3,656 18,165 17,410 5,719 1,744 15,407 4,307 1,162 1,342 6,486 1,838 11,287 3,475 3,226 2,829 8,576 1,683 7,124 10,231 3,150 1,378 18,275 24,984 9,973 5,791 1,699 4,522 15,860 8,846 19,443 2,869 3,675 4,863 1,910 6,054 13,818 2,113 5,548 98 Estimated TAX LEVY 3,794 34,027 4,788 2,903 1,328 1,756 5,423 4,477 7,118 7,545 1,163 4,508 22,143 22,050 7,274 2,115 16,413 5,249 1,292 1,846 8,741 2,362 13,166 4,187 4,399 3,308 10,419 2,047 9,511 11,795 4,364 1,793 24,684 31,635 14,001 7,098 2,187 6,323 20,788 11,501 24,609 3,815 4,802 6,279 2,496 8,247 17,836 2,827 7,471 TAX YEAR 2006 NET ASSESSED VALUATION 269,426 4,583,508 514,016 631,100 296,250 218,900 688,950 770,900 1,470,184 1,474,501 216,850 793,750 3,681,887 3,169,298 3,593,042 384,850 3,626,810 1,721,100 235,350 461,250 1,214,150 316,400 2,379,460 760,910 687,500 819,352 791,878 370,513 1,988,348 2,006,354 718,900 407,010 3,960,434 4,146,260 3,368,550 1,914,700 313,600 1,352,900 2,286,667 1,373,439 2,901,050 413,850 1,406,619 1,757,017 877,000 1,852,900 4,395,850 785,200 2,028,630 Estimated 2006 TAX RATE 1.4082 0.7424 0.9315 0.4600 0.4483 0.8022 0.7871 0.5807 0.4842 0.5117 0.5363 0.5679 0.6014 0.6957 0.2024 0.5496 0.4525 0.3050 0.5490 0.4002 0.7199 0.7465 0.5533 0.5503 0.6399 0.4037 1.3157 0.5525 0.4783 0.5879 0.6070 0.4405 0.6233 0.7630 0.4156 0.3707 0.6974 0.4674 0.9091 0.8374 0.8483 0.9218 0.3414 0.3574 0.2846 0.4451 0.4057 0.3600 0.3683 Maricopa County, Arizona FY 2006-07 Final Budget Special Districts Street Lighting Improvement District Levies Secondary Roll (Continued) DIST # 13817 13820 13821 13825 13827 13830 13836 13837 13838 13839 13840 13844 13848 13849 13850 13851 13853 13855 13859 13862 13863 13864 13865 13868 13869 13870 13872 13874 13875 13876 13879 13882 13884 13885 13886 13888 13890 13896 13901 13908 13909 13911 13912 13913 13916 13917 13919 13921 DESCRIPTION Cavalier Hidden Village Scottsdale Estates 03 Mesa Country Club Park Scottsdale Estates 05 Trail West Dreamland Villa Scottsdale Cntry Acres Cox Heights 1 Cox Heights 2 Dreamland Villa 02 Esquire Villa 1 Scottsdale Estates 07 Scottsdale Estates 06 Scottsdale Estates 08 Scottsdale Estates 09 Cox Hghts 3 & Scot Est 12 Glenmar Dreamland Villa 03 Town & Country Scottsdale Country Place at Chandler Scottsdale Highlands 4 Trail West 2 Scottsdale Estates 16 J & O Frontier Place McCormick Estates 1 Dreamland Villa 04 Hallcraft 1 Hallcraft 2 Hallcraft 3 Apache Cntry Club Est. 1 Scottsdale Cntry Acres 2 Mereway Manor Cox Heights 7 Cox Heights 6 Cox Heights 4 Dreamland Villa 05 Scottsdale Highlands 5 Velda Rose Estates 1 Apache Cntry Club Est. 3 Dreamland Villa 06 Velda Rose Estates 2 Velda Rose Estates 3 Holiday Gardens 1 Sun City 06 Sun City 05 Dreamland Villa 07 Dreamland Villa 08 2005-06 BUDGET 6,376 1,633 7,228 3,261 10,889 1,630 1,814 3,879 3,676 10,244 2,643 5,298 11,225 11,395 7,399 4,706 9,385 2,006 5,170 2,169 6,932 1,251 2,040 6,123 2,574 1,547 2,277 27,261 16,440 11,423 7,536 6,379 5,575 1,836 1,225 4,488 5,829 1,630 1,204 11,427 4,123 1,814 2,006 180 33,917 14,040 6,419 4,431 Estimated 2006-07 BUDGET 6,615 1,694 7,501 3,533 11,616 1,690 1,897 4,027 3,816 10,623 2,812 5,498 11,650 11,831 7,673 4,890 9,740 2,080 5,484 2,251 7,119 1,297 2,121 6,356 2,670 1,645 2,388 28,305 17,059 11,853 7,819 6,618 5,818 1,906 1,272 4,657 6,226 1,690 1,294 11,867 4,408 1,948 2,193 180 28,327 12,243 7,046 4,781 99 Estimated TAX LEVY 8,817 2,288 10,061 4,710 15,720 2,369 2,343 5,232 5,138 13,753 3,197 7,538 15,504 15,185 10,570 6,197 12,897 2,872 6,758 3,025 9,876 1,768 2,898 8,291 3,249 2,210 2,908 36,883 22,898 15,334 10,033 8,779 7,708 2,466 1,733 5,963 7,569 2,312 1,544 15,083 5,463 2,400 2,660 0 27,103 13,394 8,355 5,743 TAX YEAR 2006 NET ASSESSED VALUATION 2,117,447 1,340,900 3,257,600 784,700 4,602,692 724,950 351,750 1,759,600 1,552,265 3,298,700 1,477,657 1,160,860 4,079,590 4,311,329 3,158,386 1,562,900 4,206,140 488,480 1,024,270 787,550 2,163,710 537,100 935,300 1,999,862 1,112,800 386,234 509,100 9,993,100 5,964,400 8,702,400 2,449,624 2,566,850 2,436,411 746,410 477,000 1,972,400 1,181,800 494,150 249,470 3,675,650 1,109,271 312,600 614,780 551,900 5,007,550 2,722,805 1,468,850 1,156,459 Estimated 2006 TAX RATE 0.4164 0.1706 0.3088 0.6002 0.3415 0.3268 0.6661 0.2973 0.3310 0.4169 0.2164 0.6493 0.3800 0.3522 0.3347 0.3965 0.3066 0.5879 0.6598 0.3841 0.4564 0.3292 0.3098 0.4146 0.2920 0.5722 0.5712 0.3691 0.3839 0.1762 0.4096 0.3420 0.3164 0.3304 0.3633 0.3023 0.6405 0.4679 0.6189 0.4103 0.4925 0.7678 0.4327 0.0000 0.5412 0.4919 0.5688 0.4966 Maricopa County, Arizona FY 2006-07 Final Budget Special Districts Street Lighting Improvement District Levies Secondary Roll (Continued) DIST # 13922 13923 13924 13925 13926 13927 13928 13929 13930 13931 13932 13933 13934 13935 13936 13937 13938 13939 13940 13941 13942 13943 13944 13950 13951 13952 13953 13954 13955 13962 13964 13965 13966 13967 13968 13969 13970 13972 13973 13974 13978 13985 13986 13989 13990 13991 13992 13993 DESCRIPTION Velda Rose Cntry Club Add Sun City 06C Sun City 06D Sun City 06G Sun City 07 Sun City 08 Sun City 09 Velda Rose Estates 4 Dreamland Villa 09 Sun City 11 Sun City 12 Sun City 15 Sun City 17 Sun City 01 Velda Rose Gardens Dreamland Villa 10 Sun City 15B Sun City 18 & 18A Sun City 17A Sun City 17B & 17C Sun City 19 & 20 Dreamland Villa 11 Sun City 23 Sun City 21 & 21A Dreamland Villa 12 Sun City 11A Sun City 15C Sun City 22 & 22A Apache Wells Mobile P 5 Velda Rose Estates East Sun City 14 Sun City 22B Sun City 25 Sun City 25A Sun City 27 Sun City 30 Sun City 16 Apache Wells Mobile P 3 Dreamland Villa 14 Apache Wells Mobile P 4 Apache Wells Mobile P 4A Sun City 24 Sun City 26 Sun City 26A Sun City 31 Suburban Ranchettes Sun City 24B Sun City 28 2005-06 BUDGET 2,584 25,748 23,635 10,368 9,948 11,779 9,210 2,009 6,222 39,264 29,336 3,553 3,805 270,938 3,868 5,820 4,808 30,342 2,455 7,542 33,054 8,431 19,179 30,406 7,030 10,368 11,102 27,308 2,683 3,611 5,404 8,352 35,836 18,819 9,390 36,266 18,643 8,355 13,466 6,109 2,651 7,460 17,570 15,011 13,783 3,255 7,086 3,066 Estimated 2006-07 BUDGET 2,761 23,290 21,107 10,450 10,053 12,087 9,354 2,147 6,767 39,805 29,617 3,584 3,823 275,123 4,101 6,133 4,933 30,628 2,476 7,607 33,999 8,943 19,369 30,689 7,417 10,463 11,272 27,571 2,907 3,895 5,453 8,489 36,175 19,104 9,526 36,812 18,854 9,337 14,402 6,875 2,988 7,590 17,746 15,260 13,864 3,397 7,154 3,175 100 Estimated TAX LEVY 3,437 24,737 21,204 12,114 13,151 15,420 11,869 2,619 8,419 48,455 36,936 4,451 4,473 360,142 4,622 7,065 6,132 38,100 2,909 9,029 39,959 10,442 26,880 38,191 8,680 12,902 15,622 33,216 3,044 4,464 6,811 11,837 43,892 24,826 11,657 46,315 26,411 10,167 17,597 7,533 3,361 9,992 22,614 20,346 17,408 4,495 9,975 4,190 TAX YEAR 2006 NET ASSESSED VALUATION 342,700 4,320,982 3,673,292 2,001,006 1,886,030 2,307,603 1,476,000 546,050 1,413,100 6,403,664 4,471,911 1,098,250 598,800 31,413,437 523,042 1,313,800 978,150 5,122,213 407,100 1,488,100 5,547,657 1,917,095 2,560,667 4,785,280 1,490,050 1,260,850 3,147,504 3,375,572 422,790 553,350 565,400 2,663,234 6,421,027 3,372,850 1,844,350 5,775,400 23,382,977 2,035,463 3,782,438 2,264,026 751,766 1,991,675 3,888,219 2,163,047 2,333,550 1,326,660 2,876,460 687,125 Estimated 2006 TAX RATE 1.0029 0.5725 0.5772 0.6054 0.6973 0.6682 0.8041 0.4796 0.5958 0.7567 0.8260 0.4053 0.7470 1.1465 0.8837 0.5378 0.6269 0.7438 0.7146 0.6067 0.7203 0.5447 1.0497 0.7981 0.5825 1.0233 0.4963 0.9840 0.7200 0.8067 1.2046 0.4445 0.6836 0.7361 0.6320 0.8019 0.1129 0.4995 0.4652 0.3327 0.4471 0.5017 0.5816 0.9406 0.7460 0.3388 0.3468 0.6098 Maricopa County, Arizona FY 2006-07 Final Budget Special Districts Street Lighting Improvement District Levies Secondary Roll (Continued) DIST # 13994 13995 13999 23076 23137 23145 23176 23189 23254 23255 23324 23344 23352 23353 23360 23375 23399 23452 DESCRIPTION Sun City 32 Dreamland Villa 15 Sun City 24C Pinnacle Ranch at 83rd Ave Country Meadows 10 Litchfield Vista Views II Crystal Manor Anthem I Cloud Creek Ranch Citrus Point SCW Expansion 17 Dreaming Summit 1,2a,2b Sun Lakes Unit 41 Wigwam Creek N.Ph.1 Dreaming Summit 3 RUSSELL RANCH PH 1 Wigwam Creek South Litchfield Vista Views IIIA&B 13435 Az Skies Mobile Est. W 2 23104 Litchfield Vista Views 2005-06 BUDGET 14,451 8,835 4,968 2,550 12,231 1,855 7,358 428,220 1,097 5,155 71,400 35,786 1,424 10,822 16,577 3,101 37,978 933 Estimated 2006-07 BUDGET 14,530 9,567 4,995 2,573 12,361 1,872 7,651 466,281 1,118 5,293 71,437 36,630 1,486 11,082 16,957 3,160 38,906 956 Estimated TAX LEVY 17,753 11,524 6,284 3,374 17,234 2,383 10,670 617,428 1,437 7,701 69,143 51,677 1,393 13,253 18,906 2,915 50,684 1,142 3,655,902 3,745,807 4,671,875 2,016 1,656 2,093 1,668 101 2,992 2,266 TAX YEAR 2006 NET ASSESSED VALUATION 2,274,300 2,177,322 1,644,500 1,401,100 3,282,700 1,418,850 1,057,400 64,523,666 457,130 3,318,550 18,143,303 17,642,850 738,678 5,072,560 9,884,700 2,671,420 19,915,618 2,222,010 2005 SQUARE FOOTAGE 314,226 1,351,641 Estimated 2006 TAX RATE 0.7806 0.5293 0.3821 0.2408 0.5250 0.1680 1.0091 0.9569 0.3144 0.2321 0.3811 0.2929 0.1886 0.2613 0.1913 0.1091 0.2545 0.0514 0.9522 0.1676 Maricopa County, Arizona FY 2006-07 Final Budget Special Districts 102 Maricopa County, Arizona FY 2006-07 Final Budget Attachments Attachments Budget Priorities – Flood Control District (Approved by the Board of Directors on January 4th, 2006.) The purpose of these guidelines and priorities is to provide direction from the Board of Directors to the Office of Management and Budget and District staff so that they can develop a sustainable, structurallybalanced budget that achieves, within available resources, the District’s mission and strategic goals. Property Taxes: The budget will advance the goal of reducing property tax rates by establishing self-imposed limits on the District property tax levy and by controlling expenditure increases. • In order to protect taxpayers from tax increases resulting from high valuation increases, the FY 2006-07 Flood Control District secondary tax levy on properties taxed in FY 2005-06 will increase by no more than 2%, which is equivalent to limits on primary property taxes. • The targeted overall increase in operating expenditures should be less than the combined rate of increase in population and inflation (as measured by the GDP Price Deflator), currently estimated at 5.3% for FY 2006-07. To achieve this target, the Office of Management and Budget is directed to identify possible savings by working with district staff and advisory boards and recommend corresponding changes to the budget. Employee Compensation: The budget should support progress toward achieving the strategic goal of competitive total compensation that results in improved customer service. The Office of Management and Budget is therefore directed to allocate funding for employee salary and benefit increases, including market and performance-based salary adjustments. 1. Department base budgets will include allocations for performance-based salary adjustments averaging 3.5% - 5% (subject to available funding) for employees eligible under the performance-based salary adjustment plan for FY 2006-07. The Employee Compensation Division of the Office of Management & Budget is directed to develop the FY 2006-07 Performance-Based Salary Advancement Plan consistent with FY 2005-06 and present it to the Board of Supervisors for review and approval. 2. The budget will include reserves in Contingency to implement ongoing and pending market compensation studies. Funding for market adjustments will be prioritized to proactively manage turnover, retention and recruitment issues that have a significant impact on critical public services. Departments may not include requests for new market compensation funding in their budget requests. The Employee Compensation Division of the Office of Management & Budget is directed to develop a policy on market-based salary adjustments and present it to the Board of Supervisors for review and approval. Base Budget Targets Budgets for all departments and funds will be prepared within target amounts equal to their current budgets plus authorized adjustments. The Office of Management and Budget is directed to adjust budget targets for the following: 1. Annualized cost of FY 2005-06 approved Results Initiative Requests; 2. Annualized impact of FY 2005-06 mid-year appropriation adjustments; 103 Maricopa County, Arizona FY 2006-07 Final Budget Attachments 3. 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. 4. Items required by State law, such as judges’ and elected officials’ salary increases and mandated contributions to AHCCCS, ALTCS and other programs. 5. Estimated cost of performance-based salary adjustments for FY 2006-07 at 3.5%. 6. Other technical adjustments as required. All departments must submit base budget requests within their budget targets. Requests for Additional Funding (Results Initiative Requests) The Office of Management and Budget may only consider requests for additional funding that relate to critical public health, safety and justice priorities arising from current strategic goals. Any requests must be presented in “Budgeting for Results” format and fully supported by performance measures. Priorities for funding are as follows: • Reduce property and violent crime rates through evidence-based crime prevention strategies supported by empirical data. Funding requests under this priority should be part of the implementation plan developed by the inter-agency team chaired by the Criminal Justice Coordinator. • Minimize jail overcrowding by reducing inmates’ average length of stay in jail, or otherwise contribute to the efficient and timely operation of the criminal justice system. • Integrate National Incident Management Systems (NIMS) best practices into a consistent approach to disaster and emergency management and build the County’s capacity to rapidly respond to a bioterrorist attack or other public health emergency. • Address mandated public health issues based on results supported by empirical data. • Other priorities for funding from sources other than the General and Detention Funds that are directed to achieving strategic goals and meeting service demands, so long as they can be funded with recurring revenues and are consistent with the constitutional expenditure limitation. Requests that do not meet the above criteria may only be considered upon direction by the Board of Supervisors. Capital Improvement Program The Office of Management and Budget is directed to work with departments to develop an updated Capital Improvement Program and Capital Projects budget for FY 2006-07 that meets the County strategic goal to develop, identify funding, and begin implementing a long-range plan for addressing the County’s capital infrastructure needs in a manner consistent with the County’s interests in strengthening its financial position, and enhances and expands conservation programs in order to reduce energy and water consumption. Requests should be supported by documented return-oninvestment. The capital improvement program should be financed on a pay-as-you-go basis through a combination of operating revenues and nonrecurring resources. 104 Maricopa County, Arizona FY 2006-07 Final Budget Attachments Budget Priorities – Library District (Approved by the Board of Directors on January 4, 2006) The purpose of these guidelines and priorities is to provide direction from the Board of Directors to the Office of Management and Budget and District staff so that they can develop a sustainable, structurally-balanced budget that achieves, within available resources, the District’s mission and strategic goals. Property Taxes: The budget will advance the goal of reducing property tax rates by establishing self-imposed limits on the District property tax levy and by controlling expenditure increases. • In order to protect taxpayers from tax increases resulting from high valuation increases, the FY 2006-07 Library District secondary tax levy on properties taxed in FY 2005-06 will increase by no more than 2%, which is equivalent to limits on primary property taxes. • The targeted overall increase in operating expenditures should be less than the combined rate of increase in population and inflation (as measured by the GDP Price Deflator), currently estimated at 5.3% for FY 2006-07. To achieve this target, the Office of Management and Budget is directed to identify possible savings by working with district staff and advisory boards and recommend corresponding changes to the budget. Employee Compensation: The budget should support progress toward achieving the goal of competitive total compensation that results in improved customer service. The Office of Management and Budget is therefore directed to allocate funding for employee salary and benefit increases, including market and performance-based salary adjustments. 1. District base budgets will include allocations for performance-based salary adjustments averaging no more than 3.5% - 5% (subject to available funding) for employees eligible under the performance-based salary adjustment plan for FY 2006-07. The Employee Compensation Division of the Office of Management & Budget is directed to develop the FY 2006-07 Performance-Based Salary Advancement Plan consistent with FY 2005-06 and present it to the Board of Directors for review and approval. 2. Funding for market adjustments will be prioritized to proactively manage turnover, retention and recruitment issues that have a significant impact on critical public services. The District may not include requests for new market compensation funding in their budget requests. The Employee Compensation Division of the Office of Management & Budget is directed to develop a policy on market-based salary adjustments and present it to the Board of Directors for review and approval. Base Budget Targets: Base budgets for all funds will be prepared within target amounts equal to their current budgets plus authorized adjustments. The Office of Management and Budget is directed to adjust budget targets for the following: 1. Annualized cost of FY 2005-06 approved Results Initiative Requests. 2. Annualized impact of FY 2005-06 mid-year appropriation adjustments. 105 Maricopa County, Arizona FY 2006-07 Final Budget Attachments 3. Annualized impact of other items (including intergovernmental agreements) that were approved by the Board of Directors, so long as the impact was disclosed at the time of Board approval. 4. Items required by State law. 5. Estimated cost of performance-based salary adjustments for FY 2006-07 at 3.5%. 6. Other technical adjustments as required. All departments must submit base budget requests within their budget targets. Requests for Additional Funding: The Office of Management and Budget may only consider requests for additional funding arising from public safety issues and current strategic goals. Any requests must be presented in “Budgeting for Results” format and fully supported by performance measures. Other priorities for funding that are directed to achieving strategic goals and meeting service demands will be accepted so long as they can be funded with recurring revenues. Requests that do not meet the above criteria may only be considered upon direction by the Board of Directors. Capital Improvement Program The Office of Management and Budget is directed to work with District staff to develop an updated Capital Improvement Program and Capital Projects budget for FY 2006-07 that meets the strategic goal of developing, identifying funding, and begin implementing a long-range plan for addressing District capital infrastructure needs. The capital improvement program should be financed on a pay-as-you-go basis through a combination of operating revenues and nonrecurring resources. 106 Maricopa County, Arizona FY 2006-07 Final Budget Attachments Budget Priorities – Stadium District (Approved by the Board of Directors on December 5, 2005) The purpose of these guidelines and priorities is to provide direction from the Board of Directors to the Office of Management and Budget and District staff so that they can develop a sustainable, structurally-balanced budget that achieves, within available resources, the District’s mission and strategic goals. Employee Compensation: The budget should support progress toward achieving the strategic goal of competitive total compensation that results in improved customer service. The Office of Management and Budget is therefore directed to allocate funding for employee salary and benefit increases, including market and performance-based salary adjustments. 1. District base budgets will include allocations for performance-based salary adjustments averaging no more than 3.5% - 5% (subject to available funding) for employees eligible under the performance-based salary adjustment plan for FY 2006-07. The Employee Compensation Division of the Office of Management & Budget is directed to develop the FY 2006-07 Performance-Based Salary Advancement Plan consistent with FY 2005-06 and present it to the Board of Directors for review and approval. 2. Funding for market adjustments will be prioritized to proactively manage turnover, retention and recruitment issues that have a significant impact on critical public services. The District may not include requests for new market compensation funding in their budget requests. The Employee Compensation Division of the Office of Management & Budget is directed to develop a policy on market-based salary adjustments and present it to the Board of Directors for review and approval. Base Budget Targets: Base budgets for all funds will be prepared within target amounts equal to their current budgets plus authorized adjustments. The Office of Management and Budget is directed to adjust budget targets for the following: 1. Annualized cost of FY 2005-06 approved Results Initiative Requests. 2. Annualized impact of FY 2005-06 mid-year appropriation adjustments. 3. Annualized impact of other items (including intergovernmental agreements) that were approved by the Board of Directors, so long as the impact was disclosed at the time of Board approval. 4. Items required by State law. 5. Estimated cost of performance-based salary adjustments for FY 2006-07 at 3.5%. 6. Other technical adjustments as required. All departments must submit base budget requests within their budget targets. 107 Maricopa County, Arizona FY 2006-07 Final Budget Attachments Requests for Additional Funding: The Office of Management and Budget may only consider requests for additional funding arising from current strategic goals. Any requests must be presented in “Budgeting for Results” format and fully supported by performance measures. Other priorities for funding that are directed to achieving strategic goals and meeting service demands will be accepted so long as they can be funded with recurring revenues. Requests that do not meet the above criteria may only be considered upon direction by the Board of Directors. Capital Improvement Program The Office of Management and Budget is directed to work with District staff to develop an updated Capital Improvement Program and Capital Projects budget for FY 2006-07 that meets the strategic goal of developing, identifying funding, and begin implementing a long-range plan for addressing District capital infrastructure needs. The capital improvement program should be financed on a pay-as-you-go basis through a combination of operating revenues and nonrecurring resources. 108 Maricopa County Office of Management & Budget 301 West Jefferson Street Suite 1070 Phoenix AZ 85003-2143 Phone: 602.506.7280 Fax: 602.506.3063 www.maricopa.gov/budget